We have developed a training approach strongly oriented towards the practical application and consolidation of the acquired concepts and skills, thanks to the practical nature of the training course and its immediate application in a real improvement project within a company.
Each Lenovys Training in Action module is made up of:
- Initial skills mapping with an entrance test for each participant.
- High-impact training sessions both in the classroom, with simulations related to that session’s subject matter and practical exercises, as well as activities in the field.
- The improvement project serves as a “laboratory” to implement the themes covered and to bring tangible results to the company through the improvements attained.
- Review and follow-up on improvement projects to examine the progress of the activities and challenges that learners have encountered.
- Completion of the project and final presentation at the company.
- Final audit of the Project implementation and results, and final skills mapping with an exit test for each participant.
The key benefits of the Lenovys Training in Action approach lie in the greater effectiveness of teaching through the immediate application of the concepts learned and the immediate results they provide the company.
Generally, the improvement plan is chosen based on the business’ needs, in such a way that the company will attain the greatest benefits in the shortest possible time, repaying and providing returns on the investment during the training program itself.
Aero Sekur spa - Business & Operations Director
These two years have inspired and motivated me. They've given me a greater desire to always do better, while still enjoying myself, with the least effort possible, just as the Lean Lifestyle® teaches us.
Stefano Di Giorgio
Aero Sekur spa - Head of Airborne Division
We were guided by a Lenovo sensei who turned us into catalysts for energy, not by prompting us towards a solution, but rather he focused us and pointed to our way of learning in order to make us as autonomous as possible. I noticed that the degree of accountability greatly increases when your name is clearly associated with an action to be performed on a public noticeboard.
Campari - Global Maintenence Director
It was great to see how people learned to measure themselves through clear and objective indicators, and how the perception of their importance and their responsibilities changed.
At the plant, people are no longer limited to just getting a machine that has stopped working going again as soon as possible, but rather they try to figure out the root causes first so that the errors do not happen again.
Telecom Italia - Retail Sales Director
After the workshop, I experienced first hand in the field how much I had understood about Lean Management in terms of efficiency, cost/waste reduction and especially my employees' engagement in decisions. Ever since I decided to experiment with different ways to increase the my team's energy, I have learned to change my perspective. I figured out one of the most peremptory statements in the field: by making everyone participate, we manage to save energy, creating a virtuous cycle of motivation that builds a team at no cost, in comparison to the previous top-down, hierarchical approach.
Master - Managing Director
The most important change I have seen is that our people have a greater sense of responsibility, we have learned to get the best out of them by looking forward together, and all of our skills have improved.
Ecopak / case history
Mahle / case history
Sacmi Closures / case history
Laika / case history
Probios / case history
Telecom / case history
Sacmi Ceramica / case history