IPA Slovakia En

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Slovakia

IPA Slovakia Žilina + Fraunhofer IPA Stuttgart

www.ipaslovakia.sk

IPA Slovakia – Brief Profile

Združenie

Fraunhoferovej spoločnostia Žilinskej univerzity

Združenie

Fraunhoferovej spoločnosti

http://www.ipaslovakia.sk

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Slovakia


www.ipaslovakia.sk

Frau

nhof

er

Leading Organisation for appliedResearch in Europe58 Institutes in Germany12000 EmployeesPresident: Prof. Dr.-Ing. J. Bullinger

Fraunhofer Germany

Fraunhofer USA

Fraunhofer Asia


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www.ipaslovakia.sk

Fraunhofer IPA –Institute of Production

Technology and Automation, Stuttgart


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www.ipaslovakia.sk

Fraunhofer IPA

Prof. Dr.-Ing. Rolf Dieter SchraftProf. Dr.-Ing. Engelbert Westkämper


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www.ipaslovakia.sk

IPA SlovakiaJ.Košturiak – Managing Director, R.Debnár – Vice Managing Director

Corporate Organisation – Innovations, Productivity improvementprogrammes, Organisation structures, Process management, LeanSigma

R.DebnárManufacturing systems and

logistics

-Layout

- Manufacturing cells

- Manufacturing teams, visualisation

- Simulation/ inventories

- Material flow / informationflow

- Kanban

M.KyseľProcess optimisation

- Continuous processimprovement

- Value stream mapping

- Production lineimprovement

- Setup time reduction –SMED

- Quality assurance

J.KrišťákWorkplace and workforce

productivity

- Work analysis and measurement

-TPM

- Job analysis

- Workplace organisationand ergonomy

- Theory of Constraints, bottlenecks

Ľ.BoledovičTraning, education

- Master study

- Trainings

- Coaching

- Lean Six Sigma trainings

- Management trainings

- Supervisor trainings

- Lean Academy

Centralizované fraktály

Fi nancie, controlingTechnické centrumPredaj, Marketi ngRiadenie kvali ty

Informačné technológieLogi stika, Nákup

Správa majetku a údržbaRiadenie ľudských zdrojov

Výrobný frakt álVHP

Výrobný fraktálSHP

Údržba Prac.tímy

Prac.tímy

Údržba

Generálny ri aditeľ

Čl en predst avenstva Čl en predst avenstvaPredseda predstavenstva

Výrobný fraktálBanja Luka

Výrobný fraktálSlavošovce

Kval i t aPl ánovani e výroby

Tech. zabezpečeni eNákup j ed. mat er i ál u

M aj st r i

Kval i t aPl ánovani e výrobyTech. zabezpečeni e

Nákup j ed. m at er i ál uM aj st r i


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Network – Germany, Austria, Slovakia, Czech Republic


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Alcatel Slovakia, a. s. · AMROP JENEWEIN GROUP, Bratislava · Autokabel Slowakia, spol. s r. o. · AUTOKAROS, a. s. ·Barum Continental, spol. s r. o. · Bauer Consulting · BIC GROUP, spol. s r. o. · BMW AG · Boge Slovakia a. s. ·

BONATRANS, a. s. · Brose Bratislava, spol. s r. o. · BSH Drives and Pumps, s. r. o. · CERAM ČAB, a. s. · CERTOS s. r. o. ·ContiTech Vibration Control, s. r. o. · DAEWOO AVIA, a. s. . · Daimler Chrysler · Delta - ML, s. r. o. · Drôtovňa Drôty, a. s. ·

DRU, a. s. · DURA Automotive Systems · Duropack Turpak Obaly, a. s. · ELBA, a. s. · Elektrokarbón, a. s. · EMBRACO SLOVAKIA, s. r. o. · Emerson, a. s. · Emerson Electric SLOVAKIA, s. r. o. · ETA, a. s. Hlinsko · Faurecia Bratislava · F B E

Bratislava, s. r. o. · FLOTT SLOVAKIA, s. r. o. · GEMOR Fashion, s. r. o. · HELLA Autotechnik · s. r. o. · Hriňovskéstrojárne, a. s. · HUMUSOFT, spol. s r. o. · HYDRONIKA DEE, a. s. · Hygiene Products, spol. s r. o. · ICOS, a. s. Košice ·I.D.C. Holding, a. s. · INA SKALICA, spol. s r. o. · INERGY Automotive Systems Slovakia, s. r. o. · InsData, spol. s r.o. ·

Invensys Metering Systems, a. s. · Istrochem, a. s. · IQvolutions · IVAX Corp.. · Jeska, a. s. · JOARR s.r.o . · JohnsManville . · KALCIT, spol. s r. o. · KASTEK UB, spol. s r. o. · KINEX – KLF, a. s. · KNOTT, spol. s r. o. · KONŠTRUKTA -Industry, akciová spoločnosť · KŘIŽÍK, a. s. · KROMBERG & Schubert, s. r. o. · Leoni Autokabel Slowakia, spol. s r. o. ·Leoni Slowakia, s r.o. · MATADOR a.s. Púchov · MERINA, a. s. · MIBRA, spol. s r. o. · MKEM, spol. s r. o. · Novácke

chemické závody, a. s. · Neografia Martin . · NOVING NOVÁKY, spol. s r. o., Opel AG · OSTROJ Opava, a. s. · Peviz, spol. s r. o. · Plastic Omnium Auto Exteriors, s. r. o. · PosAm Bratislava, spol. s r. o. · POTRAVINÁRSKE STROJÁRNE SVIDNÍK,

a. s. · PRECIOSA INTERNATIONAL, spol. s r. o. . · Prefa Brno . · PSL, a. s. · QUILTEX, spol. s r. o. · RautenbachSlovakia. · RAMEX, a. s. · RIBE Slovakia, k. s. · Saint-Gobain Sekurit ČR, spol. s r. o. · SANKER, spol. s r. o. · Sauer -

Danfoss, a. s. · SCA Hygiene Products, spol. s r. o. · SCP Neusiedler, a. s. · SHP Harmanec, a. s. · Siemens Automotive, s. r. o. · Siemens Business Services, s. r. o. · · Slovenská strojárska spoločnosť, Bratislava · SLOVMAG, a. s. Lubeník · SMC

Pneumatik GmbH · SOFTIP SEVER, a. s. · SOVA, a. s. · SPP, a.s. . · OZ Žilina · STEAG Electronics . · SwedwoodSlovakia, s.r.o. · Škoda Auto a.s. · TAURIS, a. s. · Team Industries . · TESLA STROPKOV . · Teslamp a.s . · a.s ·

TEXIPLAST, a. s. · THORMA Výroba, k. s. · TI GROUP AUTOMOTIVE SYSTEMS, s. r. o. · TRANZA, a. s. ·TurboConsult, s. r. o. · U. S. Steel Košice, s. r. o. · VAP, a. s. Prešov · VIAX Solutions · VIPO a. s. · VÍTKOVICE, a. s. ·

VOJUS, a. s. · Volkswagen Elektrické Systémy, s. r. o. · VOLKSWAGEN SLOVAKIA, a.s. · VSS, a. s. Košice · VUMA a. s., Liebert HIROSS · VUNAR, a. s. · WOIS Institute Slovakia · Yazaki Slovakia, spol. s r. o. · YMS, a. s. · ZSNP, a. s. ·

Železiarne Podbrezová, a. s. · ŽOS Trnava, a. s. · ŽOS - VÝVOJ, s. r. o. Vrútky

Some Customers from Slovakia and the Czech Republic


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TRIZTOC

Systematic Innovation

WOIS

Lean Management

TOC

FMEA TQM

Kaizen

Six Sigma

=

Customer Benefits (Useful Functions)

Costs + Harmful Functions

Customer Value

Customer Value Increase


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Contradiction –Development Barrier

New Solutions –Contradiction Solution Principles, Variation and Combination, Final Solution

Orientation - Strategy, Trend Analysis, Current State Analysis, Evolution Trends, Ideal Solution

Spiral of Evolution

Contradiction based innovation strategy

Source: H.Linde, WOIS


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Segment 1 Segment 2

Market

Customer processes

Needs, requirements

Mar

ket

S egm

ents

Cus

tom

ers

Nee

d s

Nurse PatientTechnican

Manager Doctor

Segment - EU Thomas Decket Sabine Ludger T.Hartman Belgium Belgium International Netherlands Kim Netherlands Priemer Poradie MOBILIZACE PACIENTA

5 5 5 4 5 5 5 5 5(5) 5 4,9 2

TRANSPORT PACIENTA

5 4 5 4 3 3 4 5 4(5) 4 4,1 9

REHABILITACE PACIENTA NA LŮŽKU

4 3 3 2 2outside of the bed

3 2 4 3(3) 3 2,9 15

HYGIENA PACIENTA

3 4 5 2 4 4 2 5 5(5) 3 3,7 12

KOMFORT PACIENTA

3 4 2 2 4 4 3 5 has control over

movements, sorrouding

3(3) 5 3,5 13

BEZPEČNOST PACIENTA

5 5 5 5 5 5 5 5 5(5) 5 5,0 1

PŘÍSLUŠENSTVÍ 4 5 4 4 5 4 5 5 5(5) 5 4,6 5 OSTATNÍ MANIPULACE S PACIENTEM

3 3 4 4 4 5 5 4 5(4) 5 3,2 14

MANIPULACE S LŮŽKEM

5 5 4 4 5 5 5 5 5(4) 5 4,8 3

POLOHOVÁNÍ PACIENTA

5 4 4 4 4 5 5 4 4(4) 5 4,4 6

VZHLED LŮŽKA 4 4 2 3 5 4 5 4 4(4) 4 3,9 10 OVLÁDÁNÍ, ERGONOMIE

4 4 4 5 4 5 4 5 3(3) 4 4,2 8

HYGIENA LŮŽKA 4 5 5 4 5 5 5 4 4(4) 4 4,5 4 BEZPEČNOST SESTRY

4 4 5 3 4 4 5 5 4(4) 5 4,3 7

KOMPATIBILITA MATRACE, LŮŽKA A LŮŽKOVIN

4 3 4 3 3 4 5 4 4(4) 4 3,8 11

RYCHLÝ SERVIS, 5 5 4 4 5 4 5 4 4(4) 5 4,5 4

ProcessesO1= Handling with patientO2 = Handling with bedO3 = TransportO4 = Adjustment, setupO5= Connection with environmentO6= Work with accessoriesO7= Ensuring safetyO8= Mattress handlingO9= Design-interaction with product

O1= Handling with patientO11 = patient examination: CT, RTGO12 = moving patient onto other bedO13 = patient positioningO14 = turning patientO15 = patient mobilisationO16 = handling during urinateO17 = changing clothesO18 = patient hygieneO19 = eatingO20 = re-dressingO21 = changing mattressO22 = changing bed clothesO23 = adjusting patient positions

Orientation


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Lean Logistics– SCM, Partnership

with Suppliers, VSM, TPM, Standardisation,

Kaizen, Quality in Process,Logistical Network

Optimisation

Lean Production– Lean Workplace,

visualisation, VSM, Pull, Kaizen, TPM, SMED, Manufacturing Cells,

Team Work, Quality in Process, LCA

Lean ProductDevelopment

– Set Based Thinking, VSM, DFMA, VA, Project

Management, Team Workand Simultaneous

Engineering, Quality and Visualisation,

Kaizen

Lean Office – 5S, Time and Meeting

Management, VSM, Quality in Process,Kaizen, Standardisation

and Visualisation, Team Work

Knowledge Managementand Development

of Corporate Culture- Continuous Development

and Visualisation of Knowledge- Non Blaming Culture- People Involvement

- Continuous Improvement


Slovakia


www.ipaslovakia.sk

Lean

SixSigma

TOCThroughput

Increase

Waste Reduction

Process Variability Reduction

ProductiveProcesses

EfficientProcesses

StableProcesses

SatisfiedCustomers,

Stockholdersand

Employees

CustomerValue

Specification

Lean – Six Sigma – TOC?


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TOCBottlenecks and Throughput

Increase

LEANWaste Elimination from

the Processes Six Sigma

Process Variability Reduction and Process

Stabilisation

Problem solving


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Our Innovations- Vacuum cleaner

- Shaving machine

- Gear box

- Cylinder head

- Furniture

- Hospital bed

- Cutting machine

- Jack

- Mower

- Lock


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Project steps1. Market analysis- Customer requirements- Analysis of competitors- Development trends

2. Product analysis- Structure- Functions- Parameters- Costs

3. Innovation process- Add required functions- Eliminate not required

functions- Improve required

parameters- Solve contradictions

4. Implementation- Product design- Testing- Production- Marketing/ Sales- Evaluation


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QualityProcesses

QualityProcesses

TPMTPM

SMED andBatch SizeReduction


StandardizedWork, Operation

Standard Procedures


Standard Procedures

ValueStream

Mapping

ValueStream

Mapping

Kanban, Pull,SynchronisedMaterial Flow


5S and Visual

Management

Lean Layout,Manufacturing

Cells

ContinuousProcess

ImprovementKaizen

Team Work

Lean Production

CustomerOrder

Waste ProductShipmentProduct

Shipment

Time

Business as Usual

CustomerOrder

ProductShipment

Time (Much Shorter)

Waste

Lean Manufacturing

CustomerOrder

ProductShipmentProduct

Shipment

Time (Much Shorter)

Waste

Lean Manufacturing


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Tools

Process map

Palette

Working place

•Systematic Organization (SEIRI – sifting)

•Sorting (SEITON – sorting)

•Scrubbing Clean (SEISO – sweeping)

•Standardizing (SIKETSU – standardize)

•Self-Discipline (SHITSUKE – sustain)

5S

Classification1. Assessory2. Tools/Fixtures3. Measure Eq.4. Raw material5. Component

6. WIP7. Final product8. Office material9. Documentation

Red Tag

Item/Nr

Quantity

Reason

Department

Name/Date

Nr ___

5S and Visual

Management


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www.ipaslovakia.skValueStream

Mapping

ValueStream

Mapping

Value Stream Mapping – VSM: The drawing of a visual representation of every process in the (customer to supplier) material and information flow of a defined product family. It forms the basis of an implementation plan through the depiction of an ideal “future state” value flow


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Nine Types of Waste

–Over production

–Delays

–Transportation

–Process

–Inventories

–Motions

–Defective products

–Untapped resources

–Misused resources

ContinuousProcess

ImprovementKaizen


Slovakia


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31

Single Piece Flow = WIP

Supply ofComponents

Raw Materials

Cle

ar F

loor

spa

ce

Produce to TAKTCustomer Pull

Balanced Work

Supply ofComponents

Ergonomics Late Configuration

Lean Layout,Manufacturing

Cells

vo.hi.

ca. 2

000

1100

Maß: 460x340x155

A B112233

B1A0

B2BK1BK2A2A1A3A4A0A0

AK1AK2AK3AK4AK5 AK6AK7

A0


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TPM

Maintenance organisation, information system

OEE Program

Autono-mous

mainte-nance

Planned mainte-nance

Training program

Early Equipment

Manage-ment for

new machines and parts

• denne

• týždenne

• mesačne

Č. Prvok stroja Int. Mazadlo Množstvo Metóda Kto?

MAZACIA KARTA ZARIADENIA Názov zariadenia Kalička Rok výro by Inv. č ís lo 174-175

Výrobca EFDGH Elektote rmia V prevádzke od Oddelenie 02M

Typ T - 647 Výr. č íslo Miesto MT M1

Druh práce Opakovano sť Príklad N = Namazať event . doplniť h = hod in ová P+N/m = Preveriť + Na ma zať e vent. Do plniť / me sačne P = Preve riť d = den ná VČ / 5r = Výmena Čis te nie / 5 ročn e Č = Čis t iť t = týžd enn á V = Výmena m = mesačn á

r = ročn á

Mazacie mies to Mazacie p rá ce Ma za cí pros tried okČis lo Poče t Die l za ria den ia Druh práce Opakova nosť Ma t.č. Množstvo-l/kg Pozn ámka

1 1 Centrá lne mazanie N t 0039 2,7 L Renep 2K, VG 68

TPMTPM


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Čistenie16%

Ostatné6%

Nastavenieprogramu

4%

Výmenanástrojov

32%

Štúdiumdokumentácie

8%

Nastaveniečeľustí,

podložiek a úpiniek

34%



0,0% 10,0% 20,0% 30,0% 40,0% 50,0% 60,0% 70,0% 80,0% 90,0% 100,0%

Internal activities

External activities

Activities performed when machine is switch off Setup activities when machine is running

1. Preparation for setup

2. Assembly and disassembly

3. Setting, adjusting

4. Waiting for starting production


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Standard Procedures


Standard Procedures

Váha

Páskovač

10 -

15 c

m

41 c

m

68 cm

28 cm

25 c

m

32 c

m

37 cm

A B

Miesto pre umiestnenie

kartonovníka a etiketovačky


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§Source Inspection: Operators must be certain that the product they are passing to the next work station is of acceptable quality. §Operators must be given the means to perform inspection at the source, before they pass it along. §Samples or established standards are visible tools that can be used in the cell for such purposes. §Process documentation defining quality inspection requirements for each work station may need to be developed.

QualityProcesses

QualityProcesses

Assy.Instruct.

Freq

uenc

y

Design Purch.Training

Other

970

980

990

1000

1010

1020

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

LCLLCL

UCLUCL

Freq

uenc

y

Data Ranges

EffectEffect

ManMachine

MaterialMethod

Environment

ManMachine ManMachine

MaterialMethod

Environment

1. Plan1. Plan

2. Do2. Do3. Check3. Check

4. Act

Billing Errors

Wrong Account

Wrong Amount

A/R Errors

Wrong Account

Wrong Amount

0.440.460.48

0.50.520.540.560.58

1 2 3 4 5 6 7 8 9 10 11 12

Time (Hours)

Dia

met

er

EFQMEFQM


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123

124

125

126

127

128

129

130

131

132

133

134

135

Po Ut St Št

876543210

Zakázky

136

WorkshopyWorkshopy SegmentáciaSegmentácia

Nástroje kvality

Nástroje kvality

Tímovápráca

Tímovápráca

Kanban tabuľa

Materiál

..............

..............

..............

Červená zóna Zelená zónaŽltá zóna




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Vedúci SHP

Majstri TL Majstri VA

Tím1

Tím2

Tím3

Tím4

Tím1

Tím2

Tím3

Tím4

Tím1

Tím2

Tím3

Tím4

Tím1

Tím2

Tím3

Tím1

Tím2

Tím3

Tím4

Tím1

Tím2

Tím3

Tím4

Striedači

Správa strediska

Hlavný technológ

Technológ

Technológ

Prev. účtovník

Ekonóm

Účtovníkskladník

Business Tím VABusiness Tím TL-CBusiness Tím TL-B

Business Tím TL-D Business Tím TL-D

Servisný tím

Team Work


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Project management structure

Local decision teamSponsors

Project Managers (PM)

Specialists = Method Owners

Team Members

Externalconsultant


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Lean sigma concept

6 Sigma – methodology focused on the stabile, robust and high reliable processes with 6 Sigma parameters and DMAIC

approach

Lean conceptoriented on the

systematicidentification and

systematicelimination of theall forms of waste

and maximum streamline of the

processesProject management and team work – orientation

on the goals and theprocess of their

achieving

σ


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Participants on the Seminars and Trainings• ST - Students and Uni-Graduates – 20-30 / year• TM - Top Management from SMEs• SM – Middle Management• MT – Supervisors, Team Leaders, Team Members• TH – Process Planning, Industrial Engineering,

Product Design and Development• MF – Owners of the companies

FieldsMechanical Engineering – Automotive – Chemie – FoodIndustry – Electrical Engineering – Medical Technology


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Education Forms

• IS – Information and discussion seminars and workshops – 1-2 days

• PV – Project oriented Study – Students – 6 – 12 months, 4-8 days/ month

• MS – Master study – 24 months, 4–8 days / month

• PS – Postgraduate study with certification – 1 year, 4-8 days/ month

• KS – Compact study – 10 – 16 days

• BT – Block training– 2-5 days

• KA – Coaching

• TT – Training of Trainers with licence


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Products

5TM, SM, MT, THBTTheory of Constraints

BT

BT

BT/KA

PS/KS

KS

KS

PS/KS

PS/KS

BT/KA

PS/KS

KS

MS

Form

10MT, THErgonomics

5TM, SM, MT, THProject Management

10-12TM, SM, MT, THEffective Communikation Skills

24TM, SM, MT, THIndustrial Engineering

10-12THInnovations and Creativity

10-12TM, SM, MT, THChange Management

24-40THLean/Six Sigma – green belts, black belts

24MT, SMSupervisor Academy

24MT, SMTeam Work

30-40THProduct Design and Process Planning

10-12TM, SM, MT, THLean Academy

75-80TM, SM, MT, THInternationalam Master Study (MEng) – Industrial Engineering and Logistics

DaysParticipatnsProduct


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Products

5TM, SM, MT, THBTContinuous Process Improvement, Kaizen activities

BT

BT

BT

KS

BT

BT

PS/KS

BT

BT

KS

KS

BT/KS

Form

5TM, SM, MT, THDesign for Manufacturing and Assembly

5TM, SM, MT, THSimulation und Virtual Reality

2-4TM, SM, MT, THOutdoor Training

24-40TM, SM, MT, THTRIZ and WOIS Methodology

5TM, SM, MT, THTraining of Trainers

5TM, SM, MT, THValue Stream Management

24-40THTraning of Lean Methods – 5S, Kanban, LCIA, SMED, OPF...

10MT, SM, THProduction Planning and Control

5-10MT, SM, THWork Analysis and Measurement

10THManufacturing Systems Design and Layout Planning

10TM, SM, MT, THLogistics

5-10SM, MT, THTPM

DaysParticipantsProduct


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Top Management

Management Training – Foreign Languages – OutdoorTeam Building Trainings – Strategic Workshops –

International Master Study

MiddleManagement

SupervisorsTeam Leaders

Workers

International Master Study – Specialised Trainings –Lean, SixSigma, Industrial Engineering, Logistics,

TPM, Team Work, Foreign Languages

Supervisor Training Academy

Simple Lessons – Lean, Kaizen, Problem Solving Workshops


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Training Coaching

ConsultingLecturing

Knowledge

Solving realsituations in the company

Solving casestudies

Practical Skills

Forms of education


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Management Education - International Master Degree

Fachhochschule Ulm

Fraunhofer InstitutProduktionstechnik undAutomatisierung

IPA

2 years study – certified

MEng Diploma

Industrial Engineering and Logistics


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Management Trainings

Team Building – Strategic Workshops– Communication Skills – Conflict

Solving – Change Management – SixSigma – Lean Processes – Assesment

Centres

2-3 Days


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Typical Training Topics for Middle Management

• Project Management

• Team Work and Communication Skills

• Process Improvement and Problem Solving Methods

• Lean/Six Sigma Tools

• Industrial Engineering

• Logistics

• Process Organisation and Standardisation

• Work Analysis and Measurement

• TPM

• Quality Processes

Industrial

Engineering

Inside


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Supervisor Training Academy – 24 Days• Supervisor´s process responsibility

• Team work

• Work Measurement and Process Standardisation

• Communication and Presentation Skills

• TPM and SMED

• TQM and Six Sigma Tools, DMAIC

• Process Planning and Control

• Work Place design and Optimisation

• Visual Management

• Process Improvement – Kaizen, PDCA

• Workshop Organisation and Moderation

• Project management

• Time Management

• Layout Planning

• Industrial Engineering Tools


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Typical One Point Lessons for the Workers• 5S

• TPM

• SMED

• Visual Management

• Work Standardisation, Standard Operation Procedures

• 7/7 Quality Methods

• Team Work

• Work Analysis and Measurement

• Kaizen

• Workshops

• Self Responsibility

• Work Place Organisation

• Problem Solving Process


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• Basic information – overview• Case study• Practical example• Discussion and feedback• Each participant should have own practical project from the

factory for practical testing and training of the IE methods• Lecturers give the participants also individual support –

coaching, consulting, information sources• Lecturers give after each module feedback to the top

management • Each participant will receive text-books and learning materials

on CD ROM

Principles of Training


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Training project – progress proposal

• Meeting with management – discussion of the detail contents and volume of each module – 4 hours

• Introduction test and workshop with participants – testing basic knowledge, education and experience level, real training needs –4 hours

• Final training program proposal

• Start of training / training is combined with solving practical problems in the company– lecturers give support to the participants

• Final tests and presentation of the project results

• Evaluation of the program, graduation of participants by certificate

• Defining new projects for each participant


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www.ipaslovakia.sk

References of IE long term trainings in Slovakia/ Czech republic

PSL/Thysen Krupp – Steag Electronics – Vacuumschmelze –ROCO – Doka Slovakia – Rautenbach – Volkswagen – Boge -Ceram Čab – Kuester – Tranza – Linet – SPP – IDC Holding –Ribe - Sauer Danfoss – Siemens – IKEA - Bonatrans – Elba –

Hella Autotechnik – Visteon – Zetor – Johns Manville – Leoni –Matador – Continental – ZF Sachs

References about the training of lecturers of IPA

Mike Rother – Lean Institute (VSM) – Ted Hutchin – A.Goldratt Institute (TOC) – Fraunhofer IPA Stuttgart – FH Ulm – Nottingham Trent University – KaizenInstitute – Lanner Group – Cognos, International Change ManagementTraining, Training of Trainers, etc


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Teaching materials

CD ROM Toolbox


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Training materials

- more than 600 books

- CDROMs, DVD

- Video

- Toolboxes

- Training games

- Case studies

- Projects

- Simulation games

- Handouts

- Prezentations

- Forms


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ToolboxyToolboxes


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Náš prístup

Náš tím v Žiline


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IPA Slovakia – more than 300 successful trainingprogrammes and projects

IPA Slovakia, www.ipaslovakia.sk

[email protected]

Veľký Diel 3323, 010 08 Žilina

Tel.: 041-5686-426, 0903-500054,

Fax.: 00421-41-562915



mailto:[email protected]

Travel

IPA Slovakia En