Production &
production related areas
Leading in production
The industrial working day differs significantly from other areas of work: quality and quantity orientation, shift work, large management spans in professional or disciplinary responsibility and value creation processes based on the division of labor, all combine to make production an exciting area.
In particular, the acute shortage of skilled workers, collaboration and work organization, as well as the management of often intercultural teams, confront people and organizations with special challenges.
In order to achieve the corresponding effectiveness of our personnel and organizational development measures, we take into account the appropriate framework conditions and focus all our efforts on the specific requirements of your day-to-day business.
On-site, online and international
Over 2,500 participants from 3 different continents
Over 25 years of experience
Our expertise
- Development of business leaders
- Improving group and team collaboration in shift systems
- Strategy development to achieve common goals in production settings
- Accompanying groups or individuals in change processes
- On-going training of technical trainers
- Sensitization of multicultural teams
- Facilitation of workshops
- Synchronization of leadership teams
- Expanding the expertise of those leading the charge
Target Groups
Target Groups
In our training programs we accompany both managers from various manufacturing areas, and also from technical teams such as production control, production planning, warehouse management, logistics, quality management, maintenance and repair, technical services and maintenance, etc.
What makes us different? Each of our programs is unique.
Our learning journeys are adapted to the specifics of your company and to your corporate culture and values.
Learning journeys & architectures
For employees with potential: The focus of this learning journey is “identify young talents, create prospects & retain them”. As a rule, participants are nominated by their supervisors (their nomination can be validated additionally through our diagnostic assessment), and then they progress through the program together as a fixed group.
It is also helpful to generate a mix from different departments (production, maintenance, production support areas and logistics) so that the program, in addition to being purely knowledge transfer, also results in the creation of (cross-plant/departmental) team building and networking.
During the program, the talented employees deal with topics such as personal location analysis, self-management, and role change from colleague to manager as well as communication.
For technical managers: Often they find themselves in a “sandwich position” between management practice and their own staff. They come into contact with a leadership role for the first time without having disciplinary responsibility.
Of course, this is also a suitable means of developing one’s own employees and counteracting the shortage of skilled workers – because in this case, managers are often recruited from within the company’s own ranks. Program contents of this learning journey are e.g. the reflection on the role change, leading without disciplinary responsibility and its communication, dealing with changes as well as their effects on one´s own team.
For shift supervisors with disciplinary responsibility, master craftsmen and foremen: Both the productivity and quality as well as the retention of skilled workers and employees in a company depend, to a large extent, on leadership skills.
Therefore, participants on this learning journey examine their own leadership role, leading critical/conflicting conversations, consistent and at the same time appreciative leadership communication in change processes as well as the possibilities for influencing the development of their own team.
For employees with potential: The focus of this learning journey is “identify young talents, create prospects & retain them”. As a rule, participants are nominated by their supervisors (their nomination can be validated additionally through our diagnostic assessment), and then they progress through the program together as a fixed group.
It is also helpful to generate a mix from different departments (production, maintenance, production support areas and logistics) so that the program, in addition to being purely knowledge transfer, also results in the creation of (cross-plant/departmental) team building and networking.
During the program, the talented employees deal with topics such as personal location analysis, self-management, and role change from colleague to manager as well as communication.
For technical managers: Often they find themselves in a “sandwich position” between management practice and their own staff. They come into contact with a leadership role for the first time without having disciplinary responsibility.
Of course, this is also a suitable means of developing one’s own employees and counteracting the shortage of skilled workers – because in this case, managers are often recruited from within the company’s own ranks. Program contents of this learning journey are e.g. the reflection on the role change, leading without disciplinary responsibility and its communication, dealing with changes as well as their effects on one´s own team.
For shift supervisors with disciplinary responsibility, master craftsmen and foremen: Both the productivity and quality as well as the retention of skilled workers and employees in a company depend, to a large extent, on leadership skills.
Therefore, participants on this learning journey examine their own leadership role, leading critical/conflicting conversations, consistent and at the same time appreciative leadership communication in change processes as well as the possibilities for influencing the development of their own team.
Learning Journey
Learning Journey
Example of a learning journey
Read more about a customer implementation!
How to be effective through individual learning journeys
- Interactive modules based on the client’s values, with a high practical content and peer mentoring
- Fixed group of 8-10, max. 12 participants
- Transfer phases between the modules of approx. 6-8 weeks, to work through the transfer tasks and intensify the networking among the participants
- Networking among themselves and within the company to synchronize leadership behavior
- Guidance of the participants by the direct manager, e.g. dialogues on the basis of predefined questions on goal setting
- Involvement of the management team: in the form of motivational speeches or informal dialogues and fireside evenings, etc.
- Modules take place as in-house events on the customer’s premises or in a seminar hotel.
- Plant tours – also through the production facilities of other industries/customers, other locations or suppliers
- Target group oriented, practical and interactive implementation of the program content
What challenges are you facing? We are available for a no obligation exchange of information as your sparring partner. Please do not hesitate to contact us!
Topic-specific offers
Leadership skills in production
Jens Witte: training on the shopfloor (video is in German)
contact person
Questions? Feel free to contact us!
Jens Witte
Consulting personnel and organizational development
contact person
Questions? Feel free to contact us!
Jens Witte
Consulting personnel and organizational development