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

Lean Production is founded on Team work.

Not training your supervisors to Team Building means placing the Lean project at risk and creating frustration in the company.

When Lean work groups do not produce ideas of improvement and do not apply the Lean philosophy, it is important to not blame them for things which are not their fault.

Often after a fast training session focused only on the instruments of Lean production, the Lean managers are asked, to immediately be able to:

  • Motivate and inspire their collaborators.
  • Motivate and inspire new hires.
  • Guide a work group in achieving important results

In order to achieve Lean Production culture and its great results, the Lean toolbox alone is not enough!

The Lean transformation process is recognized as being one of the most difficult to achieve, but regardless of this, often Lean managers and supervisors are left without instruments (if not for technical ones) to lead team members to obtain the profound mental changes required by Lean.

The Lean managers and the designated team leaders find themselves often at the mercy of the diverse personalities of the members of a work group, points of view which are contrasting and in the middle of conflicts which are naturally created during activities.

It is easy then to say that they are at fault, that they do not know how to create the group, that they do not know how to motivate, etc.

But have we ever trained them in the skills of team building?

What are the skills of Team Building that if not properly trained can put any Lean project at risk?

The NON Knowledge of the development cycle of the Groups

  • Since 1959, the science of sociology has established the phases of the “development cycle of the groups”; not being familiar with them means not knowing what to do in order for the group to be successful.
  • At a managerial level, being familiar with the phases of the development cycles of the groups, means being able to organize the Lean program efficiently and to reduce its costs.

Not knowing how to listen BLOCKS ideas of improvement.

  • In Lean production having a flow of new ideas for improvement is of vital importance but this becomes impossible when the team leader does not know how to use listening techniques to stimulate new ideas.
  • A company which does not listen cannot draw from the well of ideas built by the experience of its collaborators and will be forced to acquire improvement and innovation at great expense from outside sources.

Not knowing how to support the group in difficult moments.

  • When members of a group go through contrasting work phases they can easily feel excluded and choose to disassociate themselves from the group. A good team leader knows how to read the premonitory signals and intervene appropriately.
  • Knowing how to be supportive ensures that the failure of a work group is difficult to take place and this makes it possible to schedule the Lean activities increasing their frequency, obtaining therefore, results in advance.

The right questions, excellent results; the wrong questions, mediocre results.

  • Certain questions can bring about long, useless and boring discussions; others stimulate the team and guide it towards unexpected achievements. If the team leader knows how to use the power of questions, the team’s efficiency improves.
  • When the teams are involved in activities of problem solving guided by the right questions the quality of the ideas improves, it is intensified leading therefore to significant economic results from the Lean program.

Asking questions to find precise information.

  • During the activities dedicated to problem solving often the discussions and the solutions of the participants of a work group can differ greatly from the original objective and sterile results.
  • A team leader trained in asking specific questions (according to the meta-model technique) can easily have the group continually focusing on the truly important aspects and lead it to respond specifically to the objectives of the workshop.

Asking questions in order to lead to innovative solutions

  • In some situations the work groups face problems to which they have a hard time finding truly performing solutions. The risk is that the mountain of ideas produced leads to only one very small idea.
  • In these situations an able team leader can use the techniques of questions which are generated with the Milton model. Knowing how to formulate these questions means being able to get the group to produce innovative ideas more easily.

The art of managing conflicts.

  • During the group’s development cycle it is normal that there be conflicts among the members, a true team leader must know how to identify the signs that lead to conflict ahead of time and be aware of the incentives to defuse the danger of explosion of the group.
  • The conflicts which are not handled in the work groups lead to the failure of any Lean production implementation, the costs and the frustration of the company can be destructive for it as well.

Not understanding the PERSONALITY of the members of the group.

  • In each work group there are participants each with their own personality, with different stories and experiences. It is of fundamental importance that the team leader notice the differences of each person and know how to value them.
  • When the company is able to have people with different personal character traits work together, it is able to maximize its operative and economic performance.

Not knowing how to create MOTIVATION in the members of the group.

  • How is motivation created in people? Some team leaders instinctively know how to create motivation even without knowing how they are doing so, others not naturally gifted, limp along and in the end demotivate the group without wanting to.
  • When the Lean process participants are motivated, the level of absenteeism decreases, the number of improvement actions created increases disproportionately and the support of the company policy is assured. 

Without Teamwork achieving Lean Production culture is not possible.

The option of training Lean managers and supervisors to the role of team leader is a technically mandatory choice.

Unfortunately, the normal Lean consulting programs do not call for training sessions to the methods of team building and this is one of the most important reasons for their high failure rate.

In order to fulfill this shortcoming the Kaizen Coach team has developed a special type of training


Team Building for Lean Production

Models and instruments for success in the management of the work groups

In 2 sessions over 2 days each, your Lean managers, supervisors and team leaders will learn the most advanced methods for creating, managing and motivating Lean work groups.

Training Program

Day 1

Goals of the training sessions
Evaluation of your skills level

The instruments of communication
The requirements of NLP and of Neuro-Semantics.


  • The art of being present to the other person
  • Sensorial perception skills
  • Eye access and the questions for access.
  • Exercises of calibration
  • Listening and representation
  • Attempting to listen to the film
  • Listening to the representations in the lectures
  • Evaluation of the listening


  • The concept of synchronization
  • Physiological synchronization
  • Verbal syncronization
  • Conceptual Meta-synchronization
  • Flexibility of perception
  • Evaluation of the support

Gemba Exercises
Exercises and Evaluation of the listening and synchronization skills

Day 2

The right formulation of the objectives

  • The SCORE model

The emotional states
The neuro-linguistic states

  • Management of the emotional states- the bases
  • Skills of the elicitations of the state
  • Gaining access to the states and grounding them
  • Grounding
  • Evaluation of the induction of the states


  • Sphere of excellence
  • Swish
  • Double dissociation

Gemba Exercise
Exercises and Evaluations of the Lean objectives

Day 3

The art of asking questions

  • The questions for obtaining specific information.
  • Introduction to the Meta-model
  • The questions which inspire solutions
  • The meta levels of language
  • The categories of the Meta-model
  • Questions and their effect

Gemba Exercises
Evaluation on the ability of asking questions

Day 4

Knowing how to identify mental schemes

  • Identifying mental schemes
  • Definition of Meta-Programs
  • The model of the Meta-Programs
  • Identifying the Meta-Programs
  • The mastery of the Meta-Programs


  • Changing the Meta-Programs

Gemba Exercises

  • Identification of the Meta-Programs
  • Changing the Meta-Programs

Transforming your Lean managers and bosses in efficient team leaders is:

  • The best means for cutting the Lean production implementation times by 50%.
  • The instrument for getting the solutions from the group which make it possible to have improvements in double digit percentages.
  • The instrument for making the improvement truly continuous over time

In order to best explain the contents and advantages of this exclusive training session, we have developed a power point presentation which you will be able to view in your company.

In order to request the presentation now, fill out the form below.

Company Information
Person in charge of making information request


Mario Mason is a
Kaizen Coach at an international level with more than 10 years of experience in helping managers obtain improvements in the double digits in the reduction of the costs of the Supply Chain.

His activity as Lean Production Coach is carried out at the Gemba of companies operating in the most varied industrial sectors.

Some of the methodologies in which he is an expert: Six Sigma, Just In Time, TPM, 5S, SMED, OEE Improvement, Kanban Introduction, Value Stream Mapping, Hoshin Kanri, Supply Chain Planning, World Class Manufacturing, standards of Quality Control, Autonomous Maintenance, Planned Maintenance.

Mario Mason is a certified Coach of the international school of Meta-Coaching.

Other certifications:

•NLP Trainer
•Neuro-Semantics Trainer
•Leadership Trainer

Listed here below are some of the companies with which he collaborates and has collaborated








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