Lean Management III – Shopfloor Management

  • The Lean Management III – Shopfloor Management course is aimed at improving the quality and operation of processes directly in the operation.
  • Under the guidance of an experienced lecturer, participants apply the content mainly using  exercises and examples from practice.
  • Top lecturers  with experience and experts in their field.
  • High degree of satisfaction  of course participants .

The form of course implementation is  face-to-face or online (or both forms) .
The working methods used in the training programs are chosen in such a way as to ensure interactivity, adaptation of the content to the needs of the participants and a  priority focus on the transfer of knowledge into practice .

  • You will learn how to increase production efficiency, reduce the amount of waste, and ensure quality control in production. We will focus on improving daily production processes and overall productivity.
  • You will gain insight into effective team management, communication, and problem-solving in a workshop environment. The goal is designed to support leadership skills that are key to continuous improvement and achieving operational excellence.
  • Be able to identify opportunities to save costs, reduce errors, and improve product quality, which will lead to higher customer satisfaction. This goal emphasizes the practical application of Lean principles to drive cost efficiency and quality improvement.

Introduction to Shopfloor Management

  • What is Shopfloor Management, when do companies start applying it?
  • What did we learn? Experience from practical application in companies.

Visualization and regular troubleshooting directly in operation

  • Recording problems in production. Pareto analysis.
  • Problem solving with A3.
  • Addressing the root cause instead of suppressing the symptoms.
  • Monitoring the effectiveness of corrective measures.

Quality Circles

  • The special position of (in)quality in solving problems.
  • Objectives of quality circles, content of meetings and suggestions for solutions.
  • Procedures and methods used in quality circles (Ishikawa, 5 Why…).
  • Error catalog and process variability.


  • What is Gemba and who performs it. The progress of Gemba.
  • What to focus on. Results and outputs from Gemba.

Escalation of problems

  • How, when and to whom to escalate problems?
  • Organizational structure for problem escalation. Return to the shopfloor level.

Kaizen and continuous improvement

  • Kaizen methodology. Other models of continuous improvement.
  • Whiteboards for Kaizen and Continuous Improvement.
  • The formal side of improvement (copyrights, rewards and motivation).

Leadership – starting points (in each module from a different point of view)

  • Orientation to people, positive attitude and strategic thinking
  • Inspiration from the stories of real leaders

Development of the potential of collaborators

Challenge for leaders: “Let’s work on their development and use their potential and not have to work for them and be responsible for their mistakes.”

  • Perception of co-workers’ potential
  • Effort and result
  • Employee performance analysis (Performance, Activity, Competence, Motivation)
  • Collaborator development tools

An opportunity or a problem

  • I see and engage before I can just react (proactivity)
  • Indicators of problems and opportunities (KPI, company culture, errors and complaints, waste)
  • Change is an opportunity, not a threat

Change – a reflection of the changes we have experienced

We know how to reliably crash on the rocks of the inertia of well-established systems and habits. Do we know how to swim through the tide of change?

  • Paradigm, rejection of changes, resistance to change
  • The reason for the change, the goal of the change, how to get colleagues excited about the change

How does a leader communicate? Inspirational communication – communication that influences

  • Basic rules of communication about change, what needs to be talked about
  • Presentation of change and handling objections to change

Important conversations

  • How to conduct conversations about how I perceive a co-worker? Potential, strengths and weaknesses, clarification of emotions and feelings, stop slander and other practical situations

Research of a selected book on leadership

Possible tasks

  • Preparation for motivational presentation of change
  • Analysis of possible objections to the change
  • Analysis of key players’ attitudes towards change
  • A proposal for a proactive response to an emerging problem
  • Analysis of the subordinate manager’s potential and development plan proposal


Seeing things as they are is good. Seeing things as they could be is very good. Making things better is great. Being able to get others excited about it means success.

For course participants, we offer the possibility of subsequent application support in the form of individual consultation with a lecturer or in the form of workshops directly at the client.


To order or for more information, contact us at fbe@fbe.sk, or at phone number +421 2 544 185 13.

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