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kaizen.com

Jayanth MurthyWorld-class expert KAIZEN™ and lean with an exclusive visit in Poland this year!

www.kongreskaizen.pl

14th International Congress GEMBAKAIZEN™

28–29–30 November 2017 Haston City Hotel Wrocław

Building KAIZEN™ Culture Leadership in KAIZEN™ Culture

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Ladies and Gentlemen,

It is my great pleasure, once again. to invite you to join our debate on KAIZEN™ culture. This time we will be discussing the role of leadership in KAIZEN™ culture. Every change, including the transformation towards the culture of continuous improvement, has to be initiated by management and supported by strong leadership. It cannot be delegated in any way. By all means it is the leaders’ responsibility to head the transformation so why are so many companies bound to fail in their lean/KAIZEN™ transformation on the level of leadership? Overwhelming majority of professionally managed businesses are aware of all KAIZEN™ related benefits. At the same time only a few succeeded to sustain the benefits they achieve in a long-term perspective. Survey performed by Kaizen Institute shows that only 5% of all the organisations that resolved upon the implementation of KAIZEN™ values and philosophy managed to build lasting continuous improvement culture. In this respect the managers determination (!) and competence to lead the change in the desired direction seem to be the most expected value. Although there is no way to ensure the success in a long run, regular monitoring of processes, behaviours and approaches that have an impact on the decision making process and the direction of the transformation are a good indicators for a potential success of an organisation. Unfortu-nately the processes are subject to deviations due to various human factors. Any change involves first and foremost emotions and then the technology. There-fore managers have to find the balance between soft (related to emotions) and hard (based on data, fig-ures and facts) aspects that add up to make a full pic-ture of KAIZEN™ culture of an organisation. Leaders are also supposed to face their own trivial individual constraints, to challenge the typical approach – “any change is expected unless it involves me personally".

We also remember that successful KAIZEN™ imple-mentation requires that all the planned actions are always anticipated, verified and supported by com-mitted executive staff. It needs well-tailored long-term strategy. The management has to invest its most pre-cious asset – TIME! Time to get involved in the team activities, to monitor the progress and time to recog-nise staff members dedicated to solving problems and submitting new innovative ideas. “Never give up your goals only because they are time-consuming. Time will pass, anyhow” as H. Jackson Brown Jr. wrote in his Life Little Instruction Book. We are well aware that building KAIZEN™ culture is likely to be arduous and vitiated by errors. Perhaps there are some proved solutions as well as long-time experience of other market players that may turn helpful. They can pro-tect you against traps on your way to perfection. Let’s share the secrets of good leadership in the organisa-tions that have successfully embedded the culture of continuous improvement in their DNA.

Renowned lecturers and charismatic practitioners will again invite you to discuss KAIZEN™ culture and will share their experience. They will consider not only benefits of proven solutions but also traps they fell into and show how they managed to overcome diffi-culties. Managers will again enjoy an opportunity to find answers to difficult questions, answers adequate to current market condition. It only remains to wish we would leave the congress inspired and deeply convinced that organisations based on the sound KAIZEN™ culture are successful businesses able to maintain their values in the future.

You are very much welcome

Mariusz Bryke,Marta KanusKaizen Institute Poland

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Jayanth MurthyExpert with 25-year international experience in improving organisations on the basis of KAIZEN™/lean philosophy and tools. Implemented optimisation solu-tions in manufacturing and service industries in more than 30 countries in Middle East, Africa and India. In 1991 established his own consulting business, in 2001 joined Kaizen Institute India as a partner and the director. In 2005 set up Kaizen Institute Africa. Jayanth Murthy, along with Mr. Masaaki Imai, honoured 4th International KAIZEN™ Congress with his presence as a special guest.

In cooperation with central government body in Mauritius (National Productivity and Competitive-ness Council) in 2001 initiated the pioneer KAIZEN™ project for the government of Mauritius. The project – called Muda Free Mauritius – was aimed to reform the local public sector and proved that KAIZEN™ is possi-ble and even indispensable in government institutions as well. Delivered similar project for the governments of Kenia and India.

Jayanth Murthy is a production engineer. In 1995 was granted AOTS scholarship in Quality Management in Osaka. Grantee of the Fulbright scheme in 2005.

„The message of the KAIZEN™ strategy is that not a day should go by without some kind of improvement being made somewhere in the company”.

Masaaki Imai, Founder of Kaizen Institute

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Registration and welcoming coffee Official opening and hostingMariusz Bryke - Managing DirectorMarta Kanus – Project Manager, ConsultantKaizen Institute PolandKaizen Institute Consulting Group

From the experience of a world-class expert: Kaizen Institute India &AfricaNotwithstanding the location (home, an organisation or even a country), Lead-ers and their activities have profound influence on sector’s and team’s every-day operations in short-term and long-term perspective as well as on success-ful performance. There are numerous leadership related questions arising in terms of KAIZEN™ philosophy: What is the role of a Leader and leadership? Can it be developed? Is it natural? Who are Leaders? On which level are Lead-ers necessary? Model KAIZEN™ Change Management clearly defines the issue of leadership in a specially dedicated project – KAIZEN™ Leadership. More information in the lecture of one of the most experienced KAIZEN™ leaders.

Coffee breakCase Study: JTI

Success prerequisites and obstacles on the way to stable KAIZEN™ cultureThe lecture will present the evolution from Polish to Japanese style of management. The lecturer will discuss the importance of open communication, goal awareness, as well as understanding roles, duties and competences of an effective KAIZEN™ Leader. She will highlight KAIZEN™ Leader’s ability to accept and address reser-vations against the motto: “the example comes from the top, whereas the power from the bottom”. She will also review the idea of Core Team in JTI in terms of its operation mode and allocation of responsibilities. She will share hands-on guide-lines to the implementation of KAIZEN™ roadmap and Suggestion System based on the everybody, everywhere and everyday approach. The lecturer will explain how important it is to celebrate every little success that contributes to daily KAIZEN™.

Case Study: VELUX

Communication in Lean LeadershipThe speakers will define the meaning of communication in dynamically changing environment. They will present an example of the strategy developed in VELUX company based in Namysłów. It involves means and channels of communication used by the Management Board to ensure transparent communication. Relevant and clear goal cascading as well as setting up priorities plays major role in internal com-munication. It is the key element in building the culture of continuous improvement.

Coffee breakCase Study: PKP Energetyka

Step by Step. Listening, cooperation, improvementThe presentation will review the role of a Leader in an organisation dispersed geographically in ca. 100 locations across the country and using ca. 20 IT / IS systems. The company’s activities include maintenance and modernisation of railway traction overhead lines, execution of electric power contracts, sales of fuels

7.30 8.30

8.50

Jayanth Murthy Founder Director,

Kaizen Institute Indiaand Africa

10.2010.40

Agnieszka Sztybrych 5S and Continuous

Improvement Specialist

11.25

Krystian ŻurekFactory Director

Paweł Krawiecki Quality Manager

Lean Coordinator

Rafał Mazur Quality and Lean Specialist

12.1012.30

Wojciech SmardzManager of ProcessOptimisation Office

Receptioninspiring casual talks

KAIZEN™ Streamsworkshops with experts

Gemba Walk Visitsbest practices and

ready-to-use solutions

Case Studies sharing experience of international companies

Day 1: Tools Day Tuesday, 28 November 2017

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for trains and power energy. In 2015 formerly state-owned company was taken over by an investment fund. PKP Energetyka currently is a member of a Capital Group. Extensive scope and high dynamics of changes pose major challenge for Leaders and Employees. In order to optimise the company's operations in the time of change the Step by Step programme based on KAIZEN™ philosophy was initiated. The presenters will show the PKP Energetyka way – Step by Step – from Diagnosis through appointing the team of Ambassadors to building the competences aimed at actual launch of actions to ensure effective operations.

Case Study: Faurecia Wałbrzych

Electronic information flow in PULL system The presentation will focus on the performance of electronic PULL system on a model line. The system is equipped with the following functionalities that will be discussed: 1. Automated order import to the system, 2. Electronic manifest includ-ing information on the dispatch, time of dispatch completion in the production, time of dispatch completion by the storehouse (TPA) and slot booking, 3. Auto-mated levelling calculation for particular days and lines based on the order data and manifests, 4. Automated placement of levelling boards for particular produc-tion lines, 5. On-line monitoring of Kanban cards, 6. Automated system reaction to: Leader generated alerts, shortage of components, change of priorities, 7. On-line information about the line of 4 successive kanbans on the operator’s workplace panel. Online production progress information in the Internet browser, 8. Gener-ating repair related kanbans, 9. Automated generation of reports and all produc-tion indicators (the application is compatible with the production line software).

LunchCase Study: UTC Aerospace Systems

Developing the system of operational excellenceHow to ensure that everyday activities are effective in terms of meeting company’s strategic objectives? How to achieve the integrity of activities across all the lev-els in an organisation? How to find the balance between today performance and the initiatives aimed at long-term process optimisation? These and many others difficult questions will be addressed during the presentation which will show how UTC Aerospace Systems Wrocław company made its way to build and improve the operational excellence system. Presenters will discuss its major elements such as: 1. Strategic planning, 2. Daily operational meetings at four levels of the organisa-tion, 3. Processes of immediate response and conflict solving, 4. Examination of key processes condition. You will enjoy an opportunity to see the examples of imple-mented solutions, learn about benefits and challenges that the organisation faced.

Summary and further Congress logisticsMariusz Bryke – Managing DirectorMarta Kanus – Project Manager, ConsultantKaizen Institute Poland

13.15

Bogdan Koziar UAP 3 Manager

14.0015.00

Radosław MajdaGeneral Director,

UTC Aerospace Systems

Karolina ŻakACE and Lean

TransformationManager

15.45

Day One: Tools Day Tuesday, 28 November 2017

16.00

Jayanth Murthy Founder Director,

Kaizen Institute India and Africa

Andre OliveiraBusiness Development

Director, Consultant,Kaizen Institute Poland

Krystian Żurek Factory Director

Paweł KrawieckiQuality Manager

Lean Coordinator,VELUX

KAIZEN™ Streams: all the workshops will be carried out simultaneously so you are invited to choose one

A. KAIZEN™ CultureDoes corporate culture based on KAIZEN™ philosophy create competitive advantage? Yes, providing that an organisation implements KAIZEN™ principles through shared approaches and values and puts everyday routines into practice in order to enforce good practices and principles which should not be adopted blindly. KAIZEN™ provides staff with tools that let them enhance any process. However, neglecting the realm of soft skills that address human nature we will fail to come up with dramatic results. KAIZEN™ philosophy ideal strategy assumes the approach – “everybody, everyday, everywhere”. Yet, in practice it usually seems to be different – “somebody, sometimes, somewhere”. So, although most of professionally managed organisations appreciate the benefits of KAIZEN™, only some of them were able to maintain the positive results in a long-term perspective. Survey performed by KAIZEN Institute shows that only 5% of all the organisations that resolved upon the implementation of KAIZEN™ values and phi-losophy managed to build lasting continuous development culture. The change comes down from the top management and cannot be delegated. Executives are obliged to lead the change, to open themselves and the staff to innovative solu-tions, to understand, to put ideas into practice, to learn by mistakes and to adapt particular methods to their own business environment. It involves their approval of human curiosity, tolerance of experiments and failure as well as creating guilt-free atmosphere at work place. Lean/KAIZEN™ guru expert himself will share his experience in this area providing the stream participants with an opportunity of personal discussion to address some issues specific for Polish companies.

B. Daily KAIZEN™

Daily KAIZEN™ - everyday KAIZEN™ activities – is aimed at changing staff approach to Gemba. This may happen through leaders' activities performed with their teams every day, everywhere, with every individual. An organisation may successfully focus on changing its staff approach thanks to an effective organisation of teams. They should be managed with the support of state-of-the-art communication channels, effective organisation of a workplace based on the 5S principles and compliant with health and safety regulations. Teams grow due to the exchange of best practices and the improvement of processes by means of structural problem solving, process mapping and waste elimina-tion. By getting employees involved in frequent KAIZEN™ activities, making them sensitive to ongoing waste identification and elimination, the employer facilitates standards implementation processes, monitors indicators, takes necessary preventive measures and first and foremost develops new corpo-rate culture – the culture of continuous improvement. In terms of an organ-isation, Daily KAIZEN™ is the key factor for growing modern enterprise.

C. KAIZEN™ Policy DeploymentTransparent cascading of goals is a key priority in building KAIZEN™ culture in VELUX factory in Namysłów. Interactive workshop will be dedicated to the in-depth analysis of the issue of goal cascading and effective communi-cation in the process. Presenters will also show how the staff members get involved in the process of business optimisation through stirring up interest in their own workplace. The workshop offers the Domino simulation game.

KAIZEN™ Streams choice of workshops

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D. TWI for TPM KAIZEN™

Total Productive Maintenance is a well-known and widely applied Lean Management tool. Polish companies have also been using the TPM tool some-times even for several dozen years. However, companies differ substantially both in terms of the TPM implementation level and obtained results. The companies which perceive KAIZEN™ philosophy as the way they run their busi-ness seem the most successful ones. They understand that the success of any Lean Management tool involves not a perfect engineering project made in an office and handed down to the production but rather working on the most precious asset of the company - human resources. The workshop includes a short presentation illustrating how to use TPM supported TWI (within Lean Management system – tools synergy) in order to enhance understanding and commitment and, at the same time, to show the style of project management in KAIZEN™ culture marked with respect for every single staff member.

E. KAIZEN™ Leadership "In the short term, leaders can be effective even if they focus solely on achieving goals. The likely outcome of this approach will be a deterioration in the level of human factor in the organization. "- K. Blanchard, Higher Level of Leadership.Commonly known management concepts invariably for many years underline the essence of leadership and the relevant Leadership Model in effective organ-izational management. This topic, despite the fact that hundreds of thousands of publications, often supported by research, still seems to be a matter of great interest not only to researchers but above all to organizations seeking answers to the question of how to effectively influence employees to succeed in the marketplace. . Where is the interest? Perhaps it is due to the fact that there is a fairly common conviction about the unique and crucial role of the Leader in the management process. Is it right? Is it really the role of a Leader and a Leadership Model adopted by a given organization, what is the success of the organization? If so, what should the Leadership Model look like? What will its essence be? What role should the Leader play in the organization in which Kaizen philosophy is or will be implemented? Or is the problem of leadership only an intellectual broth having little to do with the realities of everyday life? Is there one answer to the above questions? Well, we invite you to an interactive workshop where we will first deal with the many myths that have grown up around the topic of Leadership, and then in accordance with the philosophy of K. Blanchard: (Higher Level of Leadership) to find answers to the questions we have.

F. KAIZEN™ SuggestionsStaff suggestions provide one of the best tools that contribute to business excel-lence. Listening to employees who have the best knowledge of processes and their workplaces, inviting staff members to make proposals and implement their own optimisation solutions is a simple way to develop commitment, motivation and identification with the organisation. The company will also benefit due to cost reduction, improvement of work safety standards and workplace ergonomics. During the workshop Green Belt, KAIZEN™ practitioner with 15 year experience in production management will share his and the AutoStore company experience in developing an effective suggestion system focused on optimisation and economic benefits on both organisational and individual level. Conditions required to make the suggestion submission a natural and continuous process will be discussed. We will invite the participants to discuss the ways to build the suggestion system which would encourage employees to share their knowledge and experience".

Michał PrasałSenior Manager for

Continuous Improvement(Europe and South

America)

Bartosz MisiurekLeading TWI Trainer

EuropeCooper Standard

Grzegorz PętalConsultant,

Kaizen Institute Poland

Bartłomiej GiemzaProduction Manager,

AutoStore

G. KAIZEN™ ToolboxImplementing Kaizen tools tailored to all levels of organization is one of the most important ways to effectively manage efficiency, transformation and continuous improvement. This should be thoughtful and highly personalized. It is helpful to draw examples from good practices and solutions implemented in other companies, but implementing them in your own company, you have to impose the specificity and culture of your organization. The Kaizen Toolbox interactive workshop will be dedicated to the key issues affecting the organization's effi-ciency. Tools for identifying and eliminating waste, tools to enhance employee engagement and motivation for optimization, tools to enhance team and unit efficiency, and tools to increase the efficiency of your machine and people. What is most important, and how do these activities / tools relate effectively to ultimately create an effective operating system that delivers business results? The workshop will be based on real and proven solutions in the company.

H. KAIZEN™ LogisticsThe workshop will be embedded in the realities of the struggling manufacturing company, as many other companies in those days, with the development and implementation of effective factory layout. On the example of tools and projects taking place in area of layout changes at Faurecia Wałbrzych, adapting to the latest standards and requirements of the company, but also the market require-ments, the speaker will show: what to keep in mind when designing a layout, what rules to include, how to carry out change to a "living" organism. He will also discuss the most common mistakes made when planning and implement-ing. Stream participants will be drawn in interactive discussion and exchange of experience in this subject.

End of Day 1Reception, Haston City HotelMeeting of KAIZEN™ practitioners and fansOpeningGala KAIZEN™ Awards Regional 2017Official TOP KAIZEN™ awards ceremony and thanks to Kaizen Institute Poland PartnersPrize draw

Mariusz Bryke - Managing DirectorMarta Kanus – Project Manager, ConsultantKaizen Institute Poland

Andrzej BalLEAN Specialist,

VOLVO

Tomasz ChućHead of Technology

Department and New Projects,

Faurecia Wałbrzych

18.3020.00 – 01.00

Day One: Tools Day Tuesday, 28 November 2017

KAIZEN™ Congress 13

Day Two: Gemba Benchmarktour Day Wednesday, 25 November 2017

The second day is traditionally spent on visiting companies – GEMBA WALK. In Japanese Gemba means “real place” understood as the place where added value is generated. The workshops are aimed at teaching the Congress participants and honing their skills in the most practical way. The participants will also enjoy an opportunity to exchange their experience with the best practitioners. It is the Congress’s tradition to visit production plants that have a strong track record of KAIZEN™ culture and tools implementation. During our visits we will be looking for evidence to support the claim that the organisations based on sound principles of KAIZEN™ culture are able to succeed now and in the future. Congress participants can choose – by their preferences – a visit in companies representing various industries where they will see the KAIZEN™ culture from different perspective, observe accompanying processes and tools that ensure high quality, profit and Clients satisfaction.

Agenda:1. presentation of business and processes2. visit to the shop floor, going through processes3. searching for MUDA and areas for improvement4. result presentation5. summary and discussion

Moderator:Kaizen Institute Poland consultants and local KAIZEN™/lean coordinators in particular companies.

The companies hosting Gemba Walks

reserve their right to admit a participant

representing a competitor company

We provide bus/van transport from Wrocław to the host factory and back,

refreshments and lunch

Group 1 Fiat Chrysler Automobiles Poland (TYCHY) Car manufacturing

Group 2 Fiat Chrysler Automobiles Poland (TYCHY) Car manufacturing

Group 3Cooper Standard(DZIERŻONIÓW)Vehicle body seals manufacturing

Group 4 Velux Poland(NAMYSŁÓW)Roof windows manufacturing

Group 5UTC Aerospace Systems(WROCŁAW) Production of steering and flight control systems for airplanes and helicopters

Group 6Wabco Poland(WROCŁAW) Production of technolo-gies for automotive industry

Group 7Lear Corporation (TYCHY) Automotive seating elements manufacturing

Group 8 Volvo Buses(WROCŁAW) Buses manufacturing

Group 9JTI Poland (GOSTKÓW POD ŁODZIĄ)Cigarettes manufacturing

Group 10Faurecia Wałbrzych(WAŁBRZYCH)Automotive seating systems manufacturing

Group 11 Sitech (POLKOWICE)Automotive seating manufacturing

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Day Three – a novelty in the Congress formula – targeted workshops in production plants.

The workshops are aimed to show the participants the application of selected KAIZEN™ tools in practice and the way they are used in the host factory. Small, 12–15 member groups facilitate sharing experience both with the hosts and with each other.

The host factories – based in Wrocław vicinities – are benchmark organisations for implementing KAIZEN™ culture and tools. Congress participants can choose – by their preferences – a visit in one of the host factories where they will see the KAIZEN™ culture at close range and get inspired by its processes and tools. Addi-tionally they will be invited to take part in an interesting thematic workshop.

Agenda:1. presentation of business and processes2. workshop3. visit on the shop floor, going through processes4. summary and discussion

Moderator:Kaizen Institute Poland consultants and KAIZEN™/lean local coordinators in particu-lar companies.

The Workshop presenting Cooper Standard approach to staff training accord-ing to TWI method based on deep respect for a trainee (the method motto: “Student’s failure to learn is the teacher’s failure to teach”). The participants will understand the leading role of a trainer in the process of building employees’ self-esteem and their motivation. Besides mere demonstrative (training) part, the workshop includes also hands-on activities performed on the shop floor where each participant will have a chance to develop their own TPM instruction in com-pliance with TWI method and apply it train another participant. The workshop will begin with a brief introduction to global Cooper Standard TPM standard.

We provide bus/van transport from Wrocław to the host factory and back,

refreshments and lunch

Participants will be registered in the

selected group on a first-come basis.

Group 1 Cooper Standard(DZIERŻONIÓW)Vehicle body seals manufacturing

Michał PrasałSenior Manager for

Continuous Improvement(Europe and South America)

Bartosz MisiurekLeading TWI Trainer

Europe

Day Three: Gemba Workshop Day Thursday, 30 November, 2017

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The workshop will focus on methods applied to eliminate waste in the Namysłów plants, in particular on visualisation and Practical Methods of Solving Problems. At the event the participants will be invited to learn about the tools used to iden-tify and diagnose problems as well as about all types of waste in the production processes. Solving problems is conditioned by the skills of problem identifica-tion, according to the following principle: “If I cannot spot the problem, I cannot address it”. The participants will get to know the „Waste Form” and „Frequency Study” tools which will let them understand production processes through careful observation and identify drawbacks.

Case study in one of the production zones will be presented. The participants will learn the 8 step technique of "Practical Problem Solving" and methodology of addressing problems at Gemba.

Krystian ŻurekFactory Director

Paweł KrawieckiQuality Manager

Lean Coordinator

Rafał MazurQuality and Lean

Specialist

Marek Prusisz Lean Transformation

Leader

Przemysław Wielgoszewski

ACE Leader

Grupa 2 Velux Polska(NAMYSŁÓW)Roof windows manufacturing

Grupa 3 UTC Aerospace Systems(WROCŁAW) Steering and flight control systems for airplanes and helicopters

The workshop dedicated to “Integrated production and logistics” simulation aimed to make the participants play the role of an assembly line operator who faces basic problems: time pressure, material shortages and quality problems. In the first round the participants are supposed to make their way in an organi-sation left unmanaged. Despite that they have to deliver products to the Client. Every next round involves an introduction of new kaizen and lean solutions preceded by theoretical intro. Each round closes with the company performance summary and lets participants “become” an operator, a foreman or a logistics specialist. It also helps to understand the rules governing production processes.

Day Three: Gemba Workshop Day Thursday, 30 November, 2017

During training sessions, conferences and congresses KAIZEN™ it is very often said about ways and methods of increasing effectiveness of the organization. The purpose of this workshop is to prepare participants to avoid failure on this path. It turns out that in numerous implementations of KAIZEN™ culture, as in other processes, typical malfunctions occur. The workshop will discuss these malfunctions and their causes. The relationship between them will be shown. Moreover the lecturer will show the ways which the leader is performing his leadership role. Participants will learn how to avoid common mistakes in three stages: preparation, implementation and maintenance of KAIZEN™ culture. Each participant will acquire useful management tools that will enable him to signif-icantly improve his or her performance as a leader - the leader of KAIZEN™.

Group 4 IEffective Leadership – poka-yoke implementation of KAIZEN™

Krzysztof GwozdekManagement Consultant,

PROFES

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Price is the subject to negotiations for companies registering groups of participants. Discount depends on the number of participants enrolled.

Day 1, 2 and 3 PLN 3700 + 23% VAT

Day 1 and 2 PLN 2900 + 23% VAT

Day 1 PLN 1900 + 23% VAT

Day 2 PLN 1100 + 23% VAT

Day 3 PLN 1100 + 23% VAT

15% discount for all registrations before 29 September 2017 rabat w wysokości 15%

Haston City Hotel ul. Irysowa 1–351–117 Wrocław

Participation cost:

Event location:

Organizational conditions

Register form to download on the www.kongreskaizen.plkongreskaizen.pl

Kaizen Institute Polandul. Koreańska 1352-121 Wrocław, tel. 71 335 22 75, fax 71 335 22 79info@kaizen-institute.plwww.pl.kaizen.com

www.kongreskaizen.pl

Over the last three decades, Kaizen Institute has been the leading provider of a sustainable, competitive advantage for all industries. Our clients achieve successful organizational transformations with a long term, people - based business excellence system. We help them improve quality, cost, delivery, service and motivation which leads to better results, growth and development. Our defined methodologies increase the ability to change and significantly transform the organizational culture.

We work with people at all levels to be equipped with the principles and tools necessary to enhance only value added activities. As a result, business goals and high values are achieved throughout the entire organization. Kaizen Institute provides authentic, holistic and practical services worldwide. We serve our clients through consultation, training – and certification programs, seminars and networking events, benchmarking tours, award programs, and various publications including books, training materials and online learning.

Improving the World with Everyone, Everywhere, Every Day – The KAIZEN™ Way

20 KAIZEN™ Congress

kaizen.com

Organiser:

Kaizen Institute Poland Spółka z ograniczoną odpowiedzialnością Sp. k.ul. Koreańska 13, 52-121 Wrocław tel. 71 335 22 75, fax 71 335 22 79info@kaizen-institute.pl

www.kongreskaizen.plwww.pl.kaizen.com

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