LEAN MANAGEMENT<\/h1>\nUnderstanding, analysing, visualising and optimising processes.<\/h3>\n<\/div>\n\nTo ensure competitiveness it won’t suffice to compromise between cycle time, cost and quality. Lean Management offers new possibilities to increase performance. Process optimisation represents change. Leaving worn paths requires courage to question the current work flow. It is not only about improving individual processes and to improve quality. Rather a holistic approach that is now necessary in many sectors. It is no less than a different and better value chain. Lean Management includes all methods, mindsets and tools to optimise processes and to meet client requirements without unnecessary waste. This is guaranteed with a systematic, multi level process.<\/div>\n<\/div>\n![\"\"](\"https:\/\/volzconsulting.de\/wp-content\/uploads\/2017\/11\/Grafik_Zieldefinition_PP_EN.png\")
<\/div>\n\n\nFlow Principle<\/h3>\nThe Flow Principle ensures that every production factor needed, like resources or information, can be used unhindered during production or in a project. This guarantees that production or the project does not stall. Ist the production or the project “in flow”, a continuous growth in value of the product or the project forms.<\/div>\n<\/div>\n<\/div>\n\n\nTakt Principle<\/h3>\nOne cycle represents: “The realistion of even capacity and even operating speed of a project”. On top of that the supply of material for example happens in the rhythm of the project or the construction measure. The clock becomes the heartbeat of the projects and idle time as well as peak loads are avoided.<\/div>\n<\/div>\n<\/div>\n\n\nPull-Principle<\/h3>\nBased on the Pull Principle information and process components are pulled into the project at the intended point of time where they are processes. In contrast the Push Principle represents pushing information and project components from one step to the next. The Push Principle pays little attention to taking running projects or task structures into consideration.<\/div>\n<\/div>\n<\/div>\n\n\nNo Mistake Principle<\/h3>\nThe reason for this principle is clear – mistakes that identified later lead to higher waste that identifying mistakes immediately. Because of that a production or construction measure is structured and optimised to detect mistakes at the earliest possible time and to fix it. Avoiding mistakes minimises rework – changes in planning are reduced, transparency rises and the workload drops noticeably.<\/div>\n<\/div>\n<\/div>\n\n\nVisualisation<\/h3>\nVisualisation is the base of every adjustment, because only with a consistent visualisation improvements can happen elsewhere. Abstract data and coherencies are put into a graphical or visually ascertainable form. A clear visualisation has the goal to ideally pool exchanging experiences as well as knowledge in the project or the company.<\/div>\n<\/div>\n<\/div>\n\n\nShop-Floor-Management<\/h3>\nThe Shop-Floor-Management\u00a0primarily supports the continuous development of processes and sequences on site. A consistent information basis for example is as defining for success as directed communication of different topics. With a oriented communication landscape it is clearly organised which information gets communicated and how discrepancies need to be taken care of.<\/div>\n<\/div>\n<\/div>\n<\/p>\n\nLEAN MANAGEMENT for the construction industry<\/h1>\nThe successful transformation to a lean construction company<\/h3>\n<\/div>\n\nThe Volz Consulting GmbH, with their experience, successfully transfers the Lean Management Principles to the construction industry. The Japanese management philosophy forms the core component, avoiding waste and continuously improving processes.<\/div>\n\nIt does not make a difference whether companies specialised themselves on asphalt paving, canalisation or rail construction, milling or other trades. On the basis of your core competency a target process is identified and tested on performance, then adjusted and implemented throughout the company.<\/div>\nOur focus is on the staff. We put great value on developing and implementing solutions together.<\/div>\nIn order to achieve this all involved in the project are taken into consideration. Therefore the acceptance and implementation speed rise significantly. The result is a sustainable competitive advantage that cannot be copied.<\/div>\n<\/div>\n\n<\/div><\/div>\n
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To ensure competitiveness it won’t suffice to compromise between cycle time, cost and quality. Lean Management offers new possibilities to increase performance. Process optimisation represents change. Leaving worn paths requires courage to question the current work flow. It is not only about improving individual processes and to improve quality. Rather a holistic approach that is now necessary in many sectors. It is no less than a different and better value chain. Lean Management includes all methods, mindsets and tools to optimise processes and to meet client requirements without unnecessary waste. This is guaranteed with a systematic, multi level process.<\/div>\n<\/div>\n<\/div>\n
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\nFlow Principle<\/h3>\n
Flow Principle<\/h3>\nThe Flow Principle ensures that every production factor needed, like resources or information, can be used unhindered during production or in a project. This guarantees that production or the project does not stall. Ist the production or the project “in flow”, a continuous growth in value of the product or the project forms.<\/div>\n<\/div>\n<\/div>\n\n\nTakt Principle<\/h3>\nOne cycle represents: “The realistion of even capacity and even operating speed of a project”. On top of that the supply of material for example happens in the rhythm of the project or the construction measure. The clock becomes the heartbeat of the projects and idle time as well as peak loads are avoided.<\/div>\n<\/div>\n<\/div>\n\n\nPull-Principle<\/h3>\nBased on the Pull Principle information and process components are pulled into the project at the intended point of time where they are processes. In contrast the Push Principle represents pushing information and project components from one step to the next. The Push Principle pays little attention to taking running projects or task structures into consideration.<\/div>\n<\/div>\n<\/div>\n\n\nNo Mistake Principle<\/h3>\nThe reason for this principle is clear – mistakes that identified later lead to higher waste that identifying mistakes immediately. Because of that a production or construction measure is structured and optimised to detect mistakes at the earliest possible time and to fix it. Avoiding mistakes minimises rework – changes in planning are reduced, transparency rises and the workload drops noticeably.<\/div>\n<\/div>\n<\/div>\n\n\nVisualisation<\/h3>\nVisualisation is the base of every adjustment, because only with a consistent visualisation improvements can happen elsewhere. Abstract data and coherencies are put into a graphical or visually ascertainable form. A clear visualisation has the goal to ideally pool exchanging experiences as well as knowledge in the project or the company.<\/div>\n<\/div>\n<\/div>\n\n\nShop-Floor-Management<\/h3>\nThe Shop-Floor-Management\u00a0primarily supports the continuous development of processes and sequences on site. A consistent information basis for example is as defining for success as directed communication of different topics. With a oriented communication landscape it is clearly organised which information gets communicated and how discrepancies need to be taken care of.<\/div>\n<\/div>\n<\/div>\n<\/p>\n\nLEAN MANAGEMENT for the construction industry<\/h1>\nThe successful transformation to a lean construction company<\/h3>\n<\/div>\n\nThe Volz Consulting GmbH, with their experience, successfully transfers the Lean Management Principles to the construction industry. The Japanese management philosophy forms the core component, avoiding waste and continuously improving processes.<\/div>\n\nIt does not make a difference whether companies specialised themselves on asphalt paving, canalisation or rail construction, milling or other trades. On the basis of your core competency a target process is identified and tested on performance, then adjusted and implemented throughout the company.<\/div>\nOur focus is on the staff. We put great value on developing and implementing solutions together.<\/div>\nIn order to achieve this all involved in the project are taken into consideration. Therefore the acceptance and implementation speed rise significantly. The result is a sustainable competitive advantage that cannot be copied.<\/div>\n<\/div>\n\n<\/div><\/div>\n
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\nTakt Principle<\/h3>\n
Takt Principle<\/h3>\nOne cycle represents: “The realistion of even capacity and even operating speed of a project”. On top of that the supply of material for example happens in the rhythm of the project or the construction measure. The clock becomes the heartbeat of the projects and idle time as well as peak loads are avoided.<\/div>\n<\/div>\n<\/div>\n\n\nPull-Principle<\/h3>\nBased on the Pull Principle information and process components are pulled into the project at the intended point of time where they are processes. In contrast the Push Principle represents pushing information and project components from one step to the next. The Push Principle pays little attention to taking running projects or task structures into consideration.<\/div>\n<\/div>\n<\/div>\n\n\nNo Mistake Principle<\/h3>\nThe reason for this principle is clear – mistakes that identified later lead to higher waste that identifying mistakes immediately. Because of that a production or construction measure is structured and optimised to detect mistakes at the earliest possible time and to fix it. Avoiding mistakes minimises rework – changes in planning are reduced, transparency rises and the workload drops noticeably.<\/div>\n<\/div>\n<\/div>\n\n\nVisualisation<\/h3>\nVisualisation is the base of every adjustment, because only with a consistent visualisation improvements can happen elsewhere. Abstract data and coherencies are put into a graphical or visually ascertainable form. A clear visualisation has the goal to ideally pool exchanging experiences as well as knowledge in the project or the company.<\/div>\n<\/div>\n<\/div>\n\n\nShop-Floor-Management<\/h3>\nThe Shop-Floor-Management\u00a0primarily supports the continuous development of processes and sequences on site. A consistent information basis for example is as defining for success as directed communication of different topics. With a oriented communication landscape it is clearly organised which information gets communicated and how discrepancies need to be taken care of.<\/div>\n<\/div>\n<\/div>\n<\/p>\n\nLEAN MANAGEMENT for the construction industry<\/h1>\nThe successful transformation to a lean construction company<\/h3>\n<\/div>\n\nThe Volz Consulting GmbH, with their experience, successfully transfers the Lean Management Principles to the construction industry. The Japanese management philosophy forms the core component, avoiding waste and continuously improving processes.<\/div>\n\nIt does not make a difference whether companies specialised themselves on asphalt paving, canalisation or rail construction, milling or other trades. On the basis of your core competency a target process is identified and tested on performance, then adjusted and implemented throughout the company.<\/div>\nOur focus is on the staff. We put great value on developing and implementing solutions together.<\/div>\nIn order to achieve this all involved in the project are taken into consideration. Therefore the acceptance and implementation speed rise significantly. The result is a sustainable competitive advantage that cannot be copied.<\/div>\n<\/div>\n\n<\/div><\/div>\n
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\nPull-Principle<\/h3>\n
Pull-Principle<\/h3>\nBased on the Pull Principle information and process components are pulled into the project at the intended point of time where they are processes. In contrast the Push Principle represents pushing information and project components from one step to the next. The Push Principle pays little attention to taking running projects or task structures into consideration.<\/div>\n<\/div>\n<\/div>\n\n\nNo Mistake Principle<\/h3>\nThe reason for this principle is clear – mistakes that identified later lead to higher waste that identifying mistakes immediately. Because of that a production or construction measure is structured and optimised to detect mistakes at the earliest possible time and to fix it. Avoiding mistakes minimises rework – changes in planning are reduced, transparency rises and the workload drops noticeably.<\/div>\n<\/div>\n<\/div>\n\n\nVisualisation<\/h3>\nVisualisation is the base of every adjustment, because only with a consistent visualisation improvements can happen elsewhere. Abstract data and coherencies are put into a graphical or visually ascertainable form. A clear visualisation has the goal to ideally pool exchanging experiences as well as knowledge in the project or the company.<\/div>\n<\/div>\n<\/div>\n\n\nShop-Floor-Management<\/h3>\nThe Shop-Floor-Management\u00a0primarily supports the continuous development of processes and sequences on site. A consistent information basis for example is as defining for success as directed communication of different topics. With a oriented communication landscape it is clearly organised which information gets communicated and how discrepancies need to be taken care of.<\/div>\n<\/div>\n<\/div>\n<\/p>\n\nLEAN MANAGEMENT for the construction industry<\/h1>\nThe successful transformation to a lean construction company<\/h3>\n<\/div>\n\nThe Volz Consulting GmbH, with their experience, successfully transfers the Lean Management Principles to the construction industry. The Japanese management philosophy forms the core component, avoiding waste and continuously improving processes.<\/div>\n\nIt does not make a difference whether companies specialised themselves on asphalt paving, canalisation or rail construction, milling or other trades. On the basis of your core competency a target process is identified and tested on performance, then adjusted and implemented throughout the company.<\/div>\nOur focus is on the staff. We put great value on developing and implementing solutions together.<\/div>\nIn order to achieve this all involved in the project are taken into consideration. Therefore the acceptance and implementation speed rise significantly. The result is a sustainable competitive advantage that cannot be copied.<\/div>\n<\/div>\n\n<\/div><\/div>\n
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\nNo Mistake Principle<\/h3>\n
No Mistake Principle<\/h3>\nThe reason for this principle is clear – mistakes that identified later lead to higher waste that identifying mistakes immediately. Because of that a production or construction measure is structured and optimised to detect mistakes at the earliest possible time and to fix it. Avoiding mistakes minimises rework – changes in planning are reduced, transparency rises and the workload drops noticeably.<\/div>\n<\/div>\n<\/div>\n\n\nVisualisation<\/h3>\nVisualisation is the base of every adjustment, because only with a consistent visualisation improvements can happen elsewhere. Abstract data and coherencies are put into a graphical or visually ascertainable form. A clear visualisation has the goal to ideally pool exchanging experiences as well as knowledge in the project or the company.<\/div>\n<\/div>\n<\/div>\n\n\nShop-Floor-Management<\/h3>\nThe Shop-Floor-Management\u00a0primarily supports the continuous development of processes and sequences on site. A consistent information basis for example is as defining for success as directed communication of different topics. With a oriented communication landscape it is clearly organised which information gets communicated and how discrepancies need to be taken care of.<\/div>\n<\/div>\n<\/div>\n<\/p>\n\nLEAN MANAGEMENT for the construction industry<\/h1>\nThe successful transformation to a lean construction company<\/h3>\n<\/div>\n\nThe Volz Consulting GmbH, with their experience, successfully transfers the Lean Management Principles to the construction industry. The Japanese management philosophy forms the core component, avoiding waste and continuously improving processes.<\/div>\n\nIt does not make a difference whether companies specialised themselves on asphalt paving, canalisation or rail construction, milling or other trades. On the basis of your core competency a target process is identified and tested on performance, then adjusted and implemented throughout the company.<\/div>\nOur focus is on the staff. We put great value on developing and implementing solutions together.<\/div>\nIn order to achieve this all involved in the project are taken into consideration. Therefore the acceptance and implementation speed rise significantly. The result is a sustainable competitive advantage that cannot be copied.<\/div>\n<\/div>\n\n<\/div><\/div>\n
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\nVisualisation<\/h3>\n
Visualisation<\/h3>\nVisualisation is the base of every adjustment, because only with a consistent visualisation improvements can happen elsewhere. Abstract data and coherencies are put into a graphical or visually ascertainable form. A clear visualisation has the goal to ideally pool exchanging experiences as well as knowledge in the project or the company.<\/div>\n<\/div>\n<\/div>\n\n\nShop-Floor-Management<\/h3>\nThe Shop-Floor-Management\u00a0primarily supports the continuous development of processes and sequences on site. A consistent information basis for example is as defining for success as directed communication of different topics. With a oriented communication landscape it is clearly organised which information gets communicated and how discrepancies need to be taken care of.<\/div>\n<\/div>\n<\/div>\n<\/p>\n\nLEAN MANAGEMENT for the construction industry<\/h1>\nThe successful transformation to a lean construction company<\/h3>\n<\/div>\n\nThe Volz Consulting GmbH, with their experience, successfully transfers the Lean Management Principles to the construction industry. The Japanese management philosophy forms the core component, avoiding waste and continuously improving processes.<\/div>\n\nIt does not make a difference whether companies specialised themselves on asphalt paving, canalisation or rail construction, milling or other trades. On the basis of your core competency a target process is identified and tested on performance, then adjusted and implemented throughout the company.<\/div>\nOur focus is on the staff. We put great value on developing and implementing solutions together.<\/div>\nIn order to achieve this all involved in the project are taken into consideration. Therefore the acceptance and implementation speed rise significantly. The result is a sustainable competitive advantage that cannot be copied.<\/div>\n<\/div>\n\n<\/div><\/div>\n
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\nShop-Floor-Management<\/h3>\n
Shop-Floor-Management<\/h3>\nThe Shop-Floor-Management\u00a0primarily supports the continuous development of processes and sequences on site. A consistent information basis for example is as defining for success as directed communication of different topics. With a oriented communication landscape it is clearly organised which information gets communicated and how discrepancies need to be taken care of.<\/div>\n<\/div>\n<\/div>\n<\/p>\n\nLEAN MANAGEMENT for the construction industry<\/h1>\nThe successful transformation to a lean construction company<\/h3>\n<\/div>\n\nThe Volz Consulting GmbH, with their experience, successfully transfers the Lean Management Principles to the construction industry. The Japanese management philosophy forms the core component, avoiding waste and continuously improving processes.<\/div>\n\nIt does not make a difference whether companies specialised themselves on asphalt paving, canalisation or rail construction, milling or other trades. On the basis of your core competency a target process is identified and tested on performance, then adjusted and implemented throughout the company.<\/div>\nOur focus is on the staff. We put great value on developing and implementing solutions together.<\/div>\nIn order to achieve this all involved in the project are taken into consideration. Therefore the acceptance and implementation speed rise significantly. The result is a sustainable competitive advantage that cannot be copied.<\/div>\n<\/div>\n\n<\/div><\/div>\n
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\nLEAN MANAGEMENT for the construction industry<\/h1>\n
LEAN MANAGEMENT for the construction industry<\/h1>\nThe successful transformation to a lean construction company<\/h3>\n<\/div>\n\nThe Volz Consulting GmbH, with their experience, successfully transfers the Lean Management Principles to the construction industry. The Japanese management philosophy forms the core component, avoiding waste and continuously improving processes.<\/div>\n\nIt does not make a difference whether companies specialised themselves on asphalt paving, canalisation or rail construction, milling or other trades. On the basis of your core competency a target process is identified and tested on performance, then adjusted and implemented throughout the company.<\/div>\nOur focus is on the staff. We put great value on developing and implementing solutions together.<\/div>\nIn order to achieve this all involved in the project are taken into consideration. Therefore the acceptance and implementation speed rise significantly. The result is a sustainable competitive advantage that cannot be copied.<\/div>\n<\/div>\n\n<\/div><\/div>\n
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The Volz Consulting GmbH, with their experience, successfully transfers the Lean Management Principles to the construction industry. The Japanese management philosophy forms the core component, avoiding waste and continuously improving processes.<\/div>\n
\nIt does not make a difference whether companies specialised themselves on asphalt paving, canalisation or rail construction, milling or other trades. On the basis of your core competency a target process is identified and tested on performance, then adjusted and implemented throughout the company.<\/div>\n
Our focus is on the staff. We put great value on developing and implementing solutions together.<\/div>\n
In order to achieve this all involved in the project are taken into consideration. Therefore the acceptance and implementation speed rise significantly. The result is a sustainable competitive advantage that cannot be copied.<\/div>\n<\/div>\n
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