We Help Operations Managers to Conceive and Actualize Their Industrial Visions Based on the Lean Manufacturing Culture

We Help Operations Managers to Conceive and Actualize Their Industrial Visions Based on the Lean Manufacturing Culture

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Some supervisors you have selected and promoted into the role, may not be able to perform at their best despite promising expectations, not because they are unwilling or unable, but simply because they lack training and experience.

Some of them may not yet be fully mature to manage the teams you have entrusted to them, others still may not be sufficiently trained in lean and work organization methodologies.

Some of them could also risk falling under the influence of the old generation which still thinks in the old way...

The difficulties of covering the Supervisor role

Exercising the role of the supervisor in an organization is a much more complicated task today than it was 20 years ago. The “command and control” style can no longer work in an environment where workers have long acquired their rights and dignity.

Today, a supervisor must have a participatory and non-coercive people management style and on top of that, he must have a solid foundation of knowledge and application of the kaizen principles and lean manufacturing methodologies. .

For reasons dictated by the rush to fill an open position, some supervisors are appointed to the new role without the necessary preparation and this inevitably creates problems of many kinds which in the end cause negative industrial performances.

This type of problem can be effectively contrasted by enrolling the new supervisors in a specific and solid training program but the are 3 main problems to overcome before to get the full development of the supervisor's talents:

  • Supervisors' lack of time
  • Difficulty to find the right trainers
  • Lack of customization in the training plan about the company sector and role requirements.

The challenge to develop the supervisors' competencies

A supervisor must integrate a complex set of competencies and skills and it is vital that he gains the mastery of them at a sufficient capability level.

Here below a non-exhaustive list of competencies and skills:

  • Establish stimulating and challenging objectives
  • Motivate to achieve the established performance
  • Inspire and accelerate continuous improvement
  • Utilize lean methodologies
  • Know the company standards work and procedures
  • To be able to teach the company standards work and the procedures
  • To be a coach capable of developing the people's performances

As you can see, the list is long and the skills to be acquired are rather complex; not all candidates for the role of supervisor have them in the baggage of their private and professional life experience.

They have to build them by themselves, step by step, day after day, taking risks and making mistakes ....that the company will pay...



 The M4TL Program

(Mentoring for Team Leaders)

The training program we developed allows us to transfer all the experience of our mentors to your supervisors, increasing exponentially and very quickly their level of managerial skills.

Investing in the program pays off immediately, as it immediately makes your supervisors operate as if they were already experts and finally allows them to quickly achieve the performances the business needs.

For which types of supervisors is this program for?

This program is aimed specifically at CHIEF SUPERVISORS, FRONT LINE SUPERVISORS,  FUNCTIONAL SUPERVISORS, and PROJECTS SUPERVISORS, in the following fields: Mechanics industry, Food & Beverages industry, Services Industry. (For other types of industries, the availability of this program is linked to specific developments)

How is it possible to train supervisors more quickly?

Our training methodology adds to our already advanced training modules (based on the experience that our team has made in the industrial areas of mechanics, agribusiness, and service) the supercharging factor of individual mentoring for each supervisor.

The training modules, which are already very advanced, are therefore improved thanks to the continuous assistance of our mentors and this means that very good results can be obtained in a relatively short time.

The training modules are adapted to the needs of the client. Some clients need to train their supervisors very quickly in order to better fill sensitive and important positions in the company, others can afford a longer lead time.

The time required for each supervisor to reach an optimal level of acquired competencies & skills can be estimated over a period ranging from 2 to 3 months depending on the case.

What is mentoring?

Mentoring is a teaching process whereby a person with particular skills, experience, and specific knowledge, transfers his knowledge to another less expert person (usually called a "protégé") by accompanying them until they acquire operational competencies and skills equal to those of their mentor.

Mentoring is based on a strong personal relationship of trust between the mentor and the protégé.

In mentoring, the transfer of knowledge and skills by the mentor takes place through the sharing of his professional history, his knowledge relating to the professional sector in which he has evolved, and the methodologies that he is able to teach.

The KCI training and mentoring system for supervisors


The managerial performance according to the KCI model is the resulting gestalt that emerges from the individual development on 3 bearing axes; their development gives rise to different levels of performance depending on the level of skills acquired in each ax.

The 3 axes concept:

Axis Y: Represents the character attitudes of the person; this axis is developed through the assimilation of the specific principles and concepts of the kaizen philosophy and the company values grid.

Axis X: Represents the knowledge and ability to implement specific business methodologies; this axis is developed by learning and applying the business and lean methodologies.

Axis Z: Represents the ability to manage oneself and others, creating motivation, commitment, team building, etc. This axis is developed by learning and applying communication and neuroscience methodologies.

Axe Y: Assimilation of methodologies and behaviors relating to Kaizen Principles and Concepts

To lead a team, it is above all necessary to have good predispositions and attitudes. The reference model for creating the right supervisor's attitude and behaviors in the workplace is based on the 3 Kaizen principles and 7 concepts.

Kaizen's principles and concepts allow the supervisor to never lose the compass and permit him to always make the right decisions.

In this axis, are also integrated the values ​​and the mission of the company.

Axe X: Acquisition of lean methodologies skills specific to the company's industrial sector

Each industry sector uses its particular processes, in some cases, the added value is mainly aggregated by human activity, and in other cases, it is mainly achieved by automatic or semi-automatic equipment. In some cases, there is a more or less proportionate mix of the 2.

Our supervisors' training program consists of teaching and applying only those lean methodologies that serve well the company's particular industry sector.

Axe Z: Soft Skills Development

Without knowing how to communicate, a supervisor cannot induce in the people he leads the right attitude and the right behavior; he will also not be able to lead a group of people to evolve into a team that produces exceptional results.

A team leader must also know the art of feedback and know how to use it in the different situations that his role involves: teaching, coaching, and motivation. Our team supervisors' training program includes a module dedicated to these skills.

Our mentors do not come from academia!

With this statement, we do not mean that we hate the academic environment but simply that our team is made up of people who have real working experience in the industrial environment. Our mentors are professionals who have held leadership positions in renowned companies.

They have a very respectable CV from which comes the proof that their knowledge of the taught methodologies is not only theoretical but it is based on the day-by-day practice they have successfully done in the companies where they have worked.

Thanks to their teaching, a supervisor also receives all the baggage of experiences that they have had in the real world of work.

How does our mentoring method work?

(Learning by Doing)

team leader learn by doing

Our training method is based on learning by doing. Depending on the skills analysis of the person to be trained and the type of KPIs the company needs to improve, a training course is developed and divided into 3 macro-areas. Kaizen methodologies, lean methodologies, soft skills.

Once the training plan has been established and validated by the supervisor manager, the mentor starts the training plan with his protégé by carrying out a routine of regular meetings which includes the following types of activities.

  1. Theory sessions, are conducted individually or with other participants from the same company or other KCI client companies. During these sessions, the theory about the skills to be learned will be explained.
  2. Practical application of the learned methodologies. During these sessions, the mentor will decide with the supervisor where and how to start implementing the methodologies learned during the theory sessions. The practice takes place using the context and the formula of a workshop. In a workshop we apply the theory to transform real problematic situations; the workshops have an exceptional educating and training power and it is for this reason that we declare that we train supervisors even if they do not have time to train. Indeed, they work and train at the same time!
  3. Mentoring and coaching sessions for monitoring the activities implementation. During these sessions, we will constantly analyze what worked, what did not work, and what needs to be done as an extra step to get the expected results.
  4. Strategic sessions of alignment and training activities relaunching, with the supervisor’s manager. These meetings are done with 3 heads. (the mentor, the person who benefits from the program, and his manager)

The program takes place 80% Online and 20% On Site


Following the COVID-19 pandemic, we have adapted our supervisors' training programs so that they take place mainly in online mode.

Business tools such as Microsoft Teams or Zoom are utilized as the backbone for video and audio communication and integrated with specific applications for online learning.

  • The online training material should be published online on your IT learning platforms. If you don’t have one we can build a customized one for your company.
  • The files and photos concerning the workshop activities carried out within the company will remain on your servers or computers, thus ensuring maximum confidentiality.
  • 20% of the training program is carried out on-site (in the company). This is necessary in order to physically verify the improvements obtained and to validate in person the level of competence achieved. Site visits/missions have a minimum duration of 4 hours.

Benefits of the formula 80% Online 20% OnSite

schedulazione ora

Planning sessions starting from 1h duration

The Mentoring sessions are made in chunks of 1h, 2h, 3h, or 4h. the impact on the work schedule of the trained supervisor is reduced to a minimum. Appointments are made online on the mentor's agenda without email exchanges.

schedulazione flessibile

More flexible schedules

Many of our consultants' activities today take place online and this makes their schedule much more flexible, as it is not tied to geographic constraints, in this way they may eventually become available even 24 hours after a session request.

zero costi

Zero Travel Expenses

Taking place mainly online, there are no hotel, catering, and travel costs payable by the client, the only exception is related to the company site visits.

Our mentoring program for supervisors is designed for the following industry sectors


Food & Beverage Industry

In this program, the supervisor, in addition to learning the kaizen philosophy and the soft skills for workgroups management, will learn the reference lean methodologies for the Food & Beverage industry and precisely the Lean TPM model.


Mechanical Industry

In this program, the supervisor, in addition to learning the kaizen philosophy and the soft skills for workgroup management, will learn the reference lean methodologies for the Mechanic Industry and precisely the Lean JIT model.


Offices and Services Industry

In this program, the supervisor, in addition to learning the kaizen philosophy and soft skills for workgroup management, will learn the reference lean methodologies for the Services Industry and precisely the Lean TOM model.

Ask to receive the PDF of the Supervisors' training program dedicated to your industrial sector

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