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www.kongreskaizen.pl

The biggest networking platform for KAIZEN™

practitioners and enthusiasts in Poland.

New edition of Masaaki Imai bestseller "Gemba KAIZEN™" again on the Polish market!

Jubilee XV European KAIZEN™ Congress

28–29–30 November 2018 Haston City Hotel Wrocław

Building KAIZEN™ Culture.Breakthrough KAIZEN™ projects, which

changed the culture of the organization.

pl.kaizen.com

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Ladies and Gentelman, this year we have the extraordinary pleasure to invite you for the next discussion about kaizen culture. For the 15th time we will be organizing the largest event dedicated to exchange of experiences in the conti-nuous area improvement in Europe. We would like to celebrate this special jubilee to devote to the subject of breakthrough kaizen projects, which influenced a fundamental change in the organizational culture in company. We have invited companies which will pre-sent case studies with the spectacular transformation projects in the area of continuous improvement and are open to share your experience.

Transformation towards the continuous improve-ment culture initiated from the level of leadership, begins change at the level of the basic position work and related changes in behaviors and habits of all employees. We realize that this is not the way to predict the success, especially in the long-term perspective. Hovewer, the consistent monitoring of processes behavior and thinking of employees have significant influence on the tempo and the right direction of changes and also is a good indicator of potential organization's success. Improving the wor-kplace and processes by using dedicated projects and workshops, lead quickly to the first significant changes in the main work positions. Dissemination of the new habits with support of the Daily KAIZEN™ approach and tools and effective leadership, discus-sed during the two recent congresses, with the help of daily basis kaizen trainings, promotional and everyday activities effort, they are already leading to a significant change of employee behavior. We are well cared for for support and consolidation of these behaviors, constituting leaven for a new organizational culture. Let's remember at the same time about the basic principles that we taught from our KAIZEN™ Guru, Mr. Masaaki Imai. Let's reject the excuses that something can not be done, and let's think about how to do it. Let's set aside state of affairs and free ourselves from the old paradigms. Let's choose simple solutions without waiting for the perfect one. Let's put them into effect immedia-tely, even if we have a of 50% chance to implement them. Let's ask 5 times 'why', before we reach the root cause of the problem. Let's seek advice from 10 people instead of leaning on the knowledge of only one adviser. In first order, let's try to implement solutions that involve low costs and remember that the way for the perfection with kaizen is endless. On this occasion we would like to mention that the Congress will be an opportunity to refreshed on the

Polish market Mr. Masaaki Imai bestseller "GEMBA KAIZEN™", in which all these truths are contained.

On the other hand, we know that the process of changing the culture of the organization is not sta-ble and is constantly fluctuating, mainly due to the factors of nature purely human. The change of the culture is happening in the first place in the area of our heads and emotions, and then then in the tech-nical area. Building the kaizen culture is strenuous and burdened many mistakes. Building the culture is a series of tiny, sometimes a little bigger, everyday ones projects that only in their mass cause the main change. It is not easy to manage and coordinate them all so that their vectors go precisely in one direction. It is certainly worth using proven solutions, referring to long-term experience of others to avoid traps, that you can come across on your way to the perfection.

Recognized and charismatic lecturers will share their practical experience and show not only the benefits of the solutions used, but also tell about the reefs they came up with and how to overcome them. It will go through the whole Congress one common deno-minator: improve everyday, improve by everyone, improve everywhere, from a small gradual change to a great startegic change... You will also see this on the second day of the Congress by visiting compa-nies which are working in with rules from years. On the third day you will feel this during the workshops in some of the companies. We would like to wish you, after these few days of inspiration, that you left with a strong conviction that organizations with the principles of kaizen culture are companies that have achieved success today and they are able to keep it in the future.

You are very much welcomeMariusz Bryke and the Kaizen Institute Poland Team

KAIZEN™ Congress3

Jayanth MurthyExpert with over 25-year international experience in improving organisations on the basis of KAIZEN™/lean philosophy and tools. Implemented optimisa-tion solu tions in manufacturing and service industries in more than 30 countries in Middle East, Africa and India. In 1991 established his own consulting busi-ness, in 2001 joined Kaizen Institute India as a part-ner 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™ pro-ject 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 Manage-ment 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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2018 KAIZEN™ Awards PolandThe prestigious award for companies that stand out in excellent, innovative and effective implementation KAIZEN™ principles and practices in three categories: productivity, quality and continuous improvement.

Submit your project, share your best kaizen practices, join the international group of laureates, the best companies which build the culture of continuous improvement.

We are waiting for applications till 30th September 2018, under e-mail address: awards-en@kaizen.com

More pl.kaizen.com

KAIZEN™ Change Model

GEBERIT Produkcja Sp. z o.o. Laureate of 2017 KAIZEN™ Awards Poland

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Receptionnetworking and relations

KAIZEN™ Streamsworkshops with experts

Gemba Walk Visitsbest practices and

ready-to-use solutions

Case Studies experiences from international companies

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Day One: Tools Day Wednesday, 28 November 2018

Registration and welcoming coffee Official opening and hosting Mariusz Bryke – Managing Director Marta Kanus – Project Manager, Consultant Kaizen Institute Poland

Kaizen Institute Consulting Group

From the experience of a world-class expert: Kaizen Institute India and Africa.The KAIZEN™ project or the so-called Breakthrough KAIZEN™ is one of the key success factors on the way to KAIZEN™/lean. A man for preservation the stability needs two legs, and so is KAIZEN™. Continuous improvement is based on two key pillars: Daily KAIZEN™ and Breakthrough KAIZEN™ (Projects KAIZEN™). The role of Projects KAIZEN™ is to solve problems, improve organization, work with PDCA and achieve breakthrough results that are in line with the needs operational and business. If continuous improvement is not going to be our habit, KAIZEN™/lean will not have the expected impact on the business. So, how to build a level of awareness, a way of thinking and acting which will let us systematically achieving the breakthrough results? The speaker will share the key clues based on his rich international experience.

Coffee breakCase Study: FCA Poland

Innovation in solutions is the key to effective production. An innovative approach to reducing losses on the example of FCA Poland S.A.The subject of the lecture will be presenting the concept of "Blue Room" as the strat-egy to attack and eliminate muda and losses in planned and a systematic way, to ensure that the budgetary targets are achieved. To do this n the most effective way, the identified losses should be attacked by kaizen projects carried out by compe-tent, qualified people, using the right methods and tools. At FCA Poland, this is the role of "Plant Academy". At the end, the speakers will present examples of kaizen projects and the most effective solutions implemented on the production lines.

Case Study: PKP ENERGETYKA

Continuous improvement program - Step by Step. We listen, we cooperate, we improve.The speaker will present the concept of continuous improvement that was adopted by PKP Energetyka by implementing the Step by Step Program. He will describe four specific projects implemented during this Program along with an indication of benefits and also difficulties in implementation. The presented projects will concern: 1) Daily KAIZEN™ 1 (Organization of Teams) and Daily KAIZEN™ 2 (Organization of Workplace) in over 90 locations across the country, 2) Program Team Organiza-tions, that is building a team of employees to implement and then keep running the practices, 3) Last Planner System, as a system for monitoring implementation in construction investments, developed and validated during pilot actions, 4) Sugges-tion System of PKP Energetyka as a tool for work standardization.

Coffee break

7.30 8.30

8.50

Jayanth Murthy Founder Director

10.2010.40

Marzena SielskaWCM Coordinator

FCA Poland S.A.

Andrzej TokarzManager,

Welding Production Unit

11.25

Wojciech SmardzDirector of the Process

Optimization Office

12.10

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Case Study: Shell (Kaizen Institute)

KAIZEN™/lean in the fuel industry – how to achieve breakthrough results.Based on the experience from the international KAIZEN™/lean projects being implemented in the fuel industry, the speaker will present key aspects relevant to achieving breakthrough results. Discuss typical implementation areas for upstream, downstream and global functions. She will present the specifics of the fuel industry together with an indication of individual characteristics and common features for the implementation of KAIZEN™, comparing with other industries. She will also show you how to build a culture of continuous improvement in work pro-cesses in a way that will let you achieve long-term results, how to make a change in the organization, what is necessary in order to build the KAIZEN™ culture in the organization in the appropriate way, with emphasis on the fuel industry.

Case Study: PPG Deco (brands: Decoral, Bondex, Drewnochron)

Elements of a change in the culture of an organization that wants to be predictable.At the PPG Deco Poland plant in Wroclaw, currently, the average work experience of employees exceeds 20 years. The last two decades have been a period of transfor-mation from a local company (Polifarb Wrocław SA) to a global, efficient organization (PPG Industries Inc). At that time there was also a generational change and a com-plete revision of market requirements. Experience gained over the years, which is a strong point of the plant, is also the biggest constraint in its further development. So how gather best practices, determine the best ways to work, increase efficiency and at the same time cope with huge seasonal variability, temporary employee turnover? During the speech, the speakers will share their experiences from the introduction of KAIZEN™ tools to change the culture from three perspectives (production line, plant, group of plants).

LunchCase Study: Santander Bank Poland

The right time, the right place, the right people – improvement in the bank.We do not have to convince anybody how important is people involvement and some kind of "optimistic sense" in implementing the continuous improvement approach. But what if we want to do it in the environment in which we have every day dealing with dozens of different processes, with varying degrees of complexityand automation? How to start our optimization effort and from which places to start? BANK is undoubtedly such an environment. On the example of Santander Bank Poland we will try to show you how to prepare the start of optimization activ-ities. And above all what data we need and how to obtain them to set priorities accordingly. And, of course how to ensure a full understanding of people, why we do that, what we do and why we do it right. It will be a short story about getting know the processes, difficult choices and improvement complex environment which is BANK.

Summary and further Congress logistics Mariusz Bryke – Managing Director Marta Kanus – Project Manager, ConsultantKaizen Institute Poland

12.30

Carmen BeernaertSenior Executive

at Kaizen Institute

13.15

Tomasz MaleszkaBPI Manager

Natalia WójcikBPI Coordinator

Marcin ZiomkoInternal Trainer,

Operator

14.0015.00

Jakub KonewkaDepartment Director

15.45

Day One: Tools Day Wednesday, 28 November 2018

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16.00–18.30

Jayanth Murthy Founder Director

Kaizen Institute India and Africa

Andre OliveiraBusiness Development

Director, ConsultantKaizen Institute Poland

Radosław OwieczkaManager of the Kaizen and

Six Sigma Department

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

A. KAIZEN™ CultureDoes the organizational culture based on the KAIZEN™ philosophy create a com-petitive advantage? Yes, if the organization implements the KAIZEN™ principles using to common beliefs and values, and practice everyday routines to strengthen good practices and principles. And it does not take them uncritically from other organizations. KAIZEN™ allows employees to use tools that allow to refine every process. But without taking into account the soft, touching sphere human nature, we will achieve only a partial result. From the point of view of KAIZEN™ philos-ophy it is an ideal strategy of the approach: "everyone, everyday, everywhere". However, the practice looks different more often: "some, sometimes, in some places". And although the vast majority of professionally managed organizations is aware of the benefits of KAIZEN™, only a few of them have succeeded maintain the benefits achieved in the long term. Based on research taken by Kaizen Institute, it was estimated that from all organizations that have attempted to implement the KAIZEN™ philosophy and culture, only 5% managed to successfully build a sus-tainable culture of continuous development. Change in this direction must start at the level of leadership and can not be delegated. The main task of leaders is to stand at its head, open their minds and employees for new solutions, understand-ing, application in practice, learning by trial and error and adaptation of specific methods to their environment. This requires consent for employees' curiosity and tolerance for experimenting and failures, as well as creating an atmosphere free from sense of guilt. International practicioner of KAIZEN™ will share his experience in this area lean / KAIZEN™ giving the participants of the stream a personal conver-sation and attempts to find answers to some issues bothering Polish companies.

B. Breakthrough KAIZEN™

Breakthrough KAIZEN™ – project KAIZEN™ – is aimed at achieving a lasting step change in the Gemba. This should happen in 3 to 6 month cycles within the organ-ization, where project teams led by the upper echelons of the organization should plan the strategy for the company and assure its implementation. To create the vision for this strategy a group of leaders of the organization should perform a value stream planning, where the current state is described, opportunities are detected and a KAIZEN™ Future vision is defined. This is followed by the implemen-tation of structural projects led by the same people which defined the lean KAIZEN™ vision. Implementation is done in workshops in which teams improve processes by means of structural problem solving, process mapping, waste elimina tion, SMED, Standard Work, Line design, Autonomous maintenance, among others. By get-ting employees involved in KAIZEN™ breakthrough activities, making them sensitive to ongoing waste identification and elimination, commitment and confidence will run high throughout the organization. In turn double digit improvements will fol-low in terms of growth, productivity, equipment efficiency, quality and motivation.

C. KAIZEN™ Shop Floor ManagementAn organization that wants to achieve a high level of KAIZEN™ culture should think about improving the communication corridor between employees and management. What to do to get rid of hours of unreasonable meetings, report-ing, thousands of KPIs. An alternative to the classic approach management can be MDI, or Managing for Daily Improvement, what means managing daily improvements. If you want to eliminate meeting constantly with the same

KAIZEN™ Streams choice of workshops

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Day One: Tools Day Wednesday, 28 November 2018

problems, turning the same battles, stagnation of improvement ideas, creating frustration among employees and a decrease in morale among the crew, this workshop will help you to learn good practices in this regard. The speaker will show how you can improve communication channel between each manage-ment level in the company, how you can optimize meetings to make them as effective as possible. Together with the participants, he will develop ways to report KPIs to employees that they feel responsible for them. He will also present quick ways and efficiently defining repair / improvement actions.

D. KAIZEN™ TWIEffective introduction of employees to their work is a challenge for a number of enterprises. The employee's market makes it much harder attract and retain employees. That is why the emphasis on effective introduction of the new employee is so important. Participants will learn the system of the new employ-ees introduction which is implemented in Cooper Standard Automotive – Build-ing and Talented Organization (BTO) system. This system is based on an initial analysis of employees' skills and predispositions. It contains standardized intro-ductory training, which take place in the so-called BTO Room. Employees can learn there the most important principles of health and safety, quality and order and organization of work and te way of gemba trainings. The system builds also the TWI method – Job Instruction, which is used by certified Instructors BTOs on production field. The speaker will present how to manage the system BTO in the organization, what is connected with the KPI presentation. He will show the method of reporting and the certification process of BTO Instructors and Trainers. He will also present TWI method – Job Instructions.

E. KAIZEN™ Values Each organization has the unique DNA. Every person in the company is a car-rier of genetic information. How to make sure that the communication between employees support the organization's goals? When in relationships between people synergy emerges? How to shape company values to stimulate engage-ment and self-motivation? Can generations X, Y, Z create a foundation together supporting the KAIZEN™ philosophy? How the company values and the culture of continuous improvement can create a bridge through the ORGANIZATION OF TOMORROW? We invite you to an interactive workshop based on the real and proven solutions operating in the enterprise. You will be able to see both with the benefits of changes and challenges with whom the organization has to face.

F. KAIZEN™ Suggestions Employee suggestions are one of the best tools to help you improve the organ-ization. However, how to create a system that will effectively involve all employ-ees? The speakers will present the rules and stages of implementation employee suggestion program at LOTTE Wedel. They will discuss related issues with measures of the benefits of implemented suggestions, the role of employees and management in process optimization. They will show how important healthy cooperation is and not competition and a properly tailored employee motivation system. They will share also the problems they encountered during the imple-mentation of the suggestion system and ways to solve them.

Bartosz MisiurekCI Senior Manager, BTO

Global Trainer, Cooper Standard Polska

Arkadiusz RatajczakCEO,

Maxim Ceramics

Grzegorz PętalKaizen Consultant,

Kaizen Institute

Katarzyna BartochowskaContinuous Improvement

Manager

Bartłomiej PukaczProduction Team Leader,

LOTTE Wedel

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G. KAIZEN™ ToolboxImproving production processes with KAIZEN™/lean manufacturing tools is more and more often directly associated with building a culture of continuous improve-ment in organisation. The aim of the workshop is to show, how through the implementation of KAIZEN™/lean tools like 5S, Standard Work, TPM we can build organizational culture that allows achieving specific goals and KPIs. Using the prac-tical simulation game "Be in the goal" participants will develop the methods and patterns that, despite the changing ones conditions, will allow to get the desired results. The speakers will share their own experience and good practices which are helpful in building the culture of continuous improvement in processes within the production company.

H. KAIZEN™ Problem SolvingProblem Solving, or Structured Problem Solving, is one the tools which can help to improve the organization. Problems are related phenomena, always cause some effect (including errors or defects) and occur for some reason. Understanding the link between the problem and its effect and of course the problem and the cause is extremely important. Troubleshooting problems should be integrated with goals, results and building the continuous improvement culture. This approach builds the responsibility for results at each level of the organization and allows employees to understand common goal and direction, thanks to which they are able to solve problems effectively. During the workshop, participants will have the opportunity to see why raising employees awareness and the ability to identify root cause of the problems is so important. They will also learn how to encourage the team to self-control. The speaker will also present categories of errors due to their place: directly on the line, in the testing phase or noticed by customers. Participants will take part in a practical exercise using sheet for error analysis..

Banquet, Haston City HotelOpening Congress prizes drawingTOP KAIZEN™ Awards CeremonyGala KAIZEN™ Awards Poland 2018Networking of KAIZEN™ practicioners and fans

Kaizen Institute Team

Piotr HofbauerProject Leader

Mateusz GorlowskiProject Team Leader

Magdalena WypchłyProject Leader,

VELUX

Maciej KocProduction and

Engineering Manager, GETINGE

20.00 –01.00

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Day Two: Gemba Benchmarktour Day Thursday, 29 November 2018

Grupa 1 Fiat Chrysler Automobiles Poland (TYCHY) Car manufacturing

Grupa 2 Fiat Chrysler Automobiles Poland (TYCHY) Car manufacturing

Grupa 3USP Zdrowie(WROCŁAW)Medicines manufacturing

Grupa 4 Velux Poland(NAMYSŁÓW)Roof windows manufacturing

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

Grupa 6Cooper Standard(DZIERŻONIÓW) Vehicle body seals manufacturing

Grupa 7Sitech (POLKOWICE)Automotive seating manufacturing

Grupa 8 Volvo(WROCŁAW) Buses manufacturing

Grupa 9JTI Polska (GOSTKÓW, NEAR ŁÓDŹ)Cigarettes manufacturing

Grupa 10

Manufacturing company

Grupa 11

Manufacturing company

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/managers/coordinators 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

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Day Three: Gemba Workshop Day Friday, 30 November, 2018

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.

Methods used to eliminate muda at the VELUX plant in Namysłów.The aim of the workshop is to familiarize partici-pants with a developed method of conducting KAIZEN™ workshops at the VELUX factory in Namy-słów. Approach used by our company involves engaging and encouraging all employees to chan-ges. We teach how to look critically at processes noticing the potential to improve, eliminate waste and immediately implement developed improve-ments. Practical KAIZEN™ workshops using SMED, will be based on observation current state, analy-sing and planning of activities and implementation of developed ideas. Efficiently conducted KAIZEN™ workshops are the key element on the road to improving and creating the organizational culture in accordance to the KAIZEN™/lean philosophy.

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.

Grupa 1

Velux(NAMYSŁÓW)Roof windows manufacturing

Piotr HofbauerProject Leader

Mateusz GorlowskiProject Team Leader

Magdalena WypchłyProject Leader,

VELUX

KAIZEN™ Congress13

Day Three: Gemba Workshop Day Friday, 30 November 2018

Grupa 2

Volvo(WROCŁAW) Buses manufacturing

Grupa 3

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

Andrzej BalLean Specialist

Patryk SzatkowskiSenior Manager ACE

& Lean Transformation

Maciej PieńkowskiACE & NPI Projects Lead

Effective problem solving by using QRPS tools. The workshop will be dedicated to familiarizing the participants with the QRPS process and methodo-logy (Quick Response Problem Solving). We will present case studies from Volvo in case of safety, quality, productivity. Participants will practice the tool QRPS at least in the scope of the first two steps. During the visit on the production field we will pre-sent practical use and work with paper QRPS format in the selected area.

Integrated production and logistics vs solutions lean.The workshop will be devoted to the simulation "Inte-grated production and logistics " that enables partici-pants putting yourself in the role of an assembly line operator, on which faces the basic problems: pressure time, lack of material, quality problems. In first phase, participants must find their place in the organization, which is not managed, but they must deliver products that the customer ordered. Next round is the introduc-tion of new solutions in the kaizen and lean field, inter-spersed with a theoretical introduction. Each round ends with a summary of the company results and allows participants to play the different roles in organization: operator, master, logistics. It also gives the ability to understand the principles that control the production.

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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 3900 + 23% VAT

Day 1 and 2 PLN 2900 + 23% VAT

Day 1 PLN 1900 + 23% VAT

Day 2 PLN 1500 + 23% VAT

Day 3 PLN 1500 + 23% VAT

15% discount for all registrations before 30 September, 10% discount for registration before 31 October.

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

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20 KAIZEN™ Congress

pl.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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