Continuous improvement
Every organisation is busy. But not every organisation is effective.
In this incompany training, your team learns to see where value is really created and where waste, errors, waiting time and variation slow things down.
Format: incompany · Duration: 2 days · Participants: 6–12 · Focus: Lean, Six Sigma, rhythm and anchoring · Output: improvement backlog, priorities and owners
Many organisations spend a lot of time solving problems, handling incidents and working around processes that do not really flow.
That creates pressure. People become busy, but not necessarily more effective. Quality issues return, handovers take too much energy, lead times remain unpredictable and improvement becomes something that happens in between everything else.
This incompany training helps teams build a practical way of improving. We use Lean and Six Sigma principles, but always translate them into your own daily reality: your process, your bottlenecks, your people and your rhythm.
The goal is not to learn tools. The goal is to make improvement work in practice.
Who is this for?
For team leads, management teams, operations, QHSE and key roles that want fewer firefights and more grip on quality, safety, lead time and costs.
This training works for production, logistics and office processes.
It is especially relevant when:
- Teams are busy, but problems keep returning
- Waste, waiting time, errors or variation are visible but not structurally solved
- Improvement actions start, but are not followed up strongly enough
- Quality, safety, lead time or cost pressure is increasing
- You want to move from firefighting to a practical improvement rhythm
- You want Lean and Six Sigma to become usable, not theoretical
What will it deliver?
In two days, you build a concrete improvement approach and a backlog that your team can continue using immediately.
Visible waste
Insight into waste and bottlenecks in flow, handovers, errors and waiting time.
Practical Lean approach
A simple improvement method that teams can actually use.
Six Sigma basics
Understanding variation, isolating causes and using facts instead of assumptions.
Improvement backlog
A prioritised backlog with owners, measures and follow-up agreements.
You also create a 30–90 day improvement rhythm with clear follow-up moments, so improvement does not disappear after the training.
Why this works
Continuous improvement often fails because organisations only introduce tools. A board, a form or a meeting rhythm alone does not change behaviour.
Improvement starts working when people can see the process, understand the real causes and know who owns the next step.
That is why we combine tools, behaviour and rhythm. Lean helps you see flow and waste. Six Sigma helps you understand variation and causes. Leadership makes sure improvement is followed up.
Programme structure
Day 1 — Seeing the process and the waste
- Lean fundamentals and value thinking
- Flow, handovers, waiting time, errors and rework
- Mapping one or more practical processes
- Identifying waste and bottlenecks
- First improvement ideas and prioritisation
Day 2 — Causes, rhythm and anchoring
- Six Sigma basics: variation, causes and facts
- Root-cause thinking and practical problem solving
- Improvement backlog with priorities and owners
- Standard work, visual management and follow-up rhythm
- 30–90 day action plan with measurable follow-up
The exact setup is tailored to your organisation, processes and available data.
How we work
We work with your own processes and cases. Improvement becomes concrete when the team recognises the work and sees where result leaks away.
1. Intake
Where does result leak away and what needs to be different in 90 days?
2. Look in practice
We make the process visible and look for waste, variation and bottlenecks.
3. Training
Lean fundamentals, practical tools and your own cases.
4. Action and anchoring
Standardisation, visual steering, owners and follow-up rhythm.
5. Follow-up
Optional 30/60/90-day check-in to secure progress and rhythm.
Practical information
- Format: incompany, at your location or external location
- Duration: 2 days
- Participants: 6–12, usually team leads and key roles
- Trainer: Lindert Heyligers
- Output: improvement backlog, priorities, owners and anchoring agreements
- Preparation: 2–3 processes or cases plus available data, incidents or lead times
- Investment: on request
- Language: Dutch or English
Especially relevant when
- You want fewer incidents and more structural improvement
- Quality, safety, lead time or costs are under pressure
- Teams are solving symptoms instead of causes
- Processes differ too much between people, shifts or departments
- You want improvement to become a rhythm, not a one-time project
- You need practical operational excellence without unnecessary theory
- You want to start with one pilot process and scale from there
Also relevant
Continuous improvement works best when process, behaviour and leadership move together.
Want to move from firefighting to structural improvement?
Leave a message or send us a WhatsApp. We will think along with you about your processes, team, improvement question and the best incompany setup.
FAQ
What is the difference between Lean and Six Sigma?
Lean focuses on flow and removing waste. Six Sigma helps reduce variation and causes with a fact-based approach. Together, they make improvement both effective and stable.
Is this only for production?
No. It works just as well for logistics, planning, service and office processes.
Do we need data before we start?
Not necessarily. We start by looking and measuring what is needed. Small and sharp works better than starting with a big data project.
Is this a belt certification?
No. This is a two-day incompany training to make improvement work in your own context: tools, rhythm and behaviour.
How do we prevent it from staying with tools only?
By anchoring improvement through standard work, visual management, owners and follow-up rhythm.
Does this fit quality and safety?
Yes. Standardisation, root-cause thinking and rhythm often create direct results in quality and safety.
Can this be linked to leadership and culture?
Yes. Improvement only works when ownership, feedback and decision-making move along with it.
Can we start with a pilot process?
Yes. That is often the strongest way to start: choose one process, improve it during the two days and continue with a backlog and owners.
Ready to make improvement practical?
Plan a personal introduction and discover what a continuous improvement incompany training could mean for your organisation.