NV Lean Coaching

In NV we firstly deall with Lean Transformation, that is the precise strategic choice which, starting from the analysis of the corporate status quo, is aimed at a consistent change of its modus operandi in each of its areas.  We like furthermore to support that main activity with the Lean Coaching, that accompanying the transformation process, must start from the enhancement of the work of every single resource. The Lean Coach, in synergy with the Lean consultants, has the task of ferrying the client from a present perceived  as inadequate and dysfunctional to the desired future (corporate vision). Providing this kind of support in all the different company areas and at all levels, such as managerial and operational, has in fact the objective of developing the necessary skills in order to optimize the professional performance both of the individual and the whole enterprise system. However improving things or even changing them, is never a simple operation, since it means questioning the structure, the balance, the behaviors and processes consolidated for a long time, and in view of this reason, the Coaching approach, inherent in the methodological approach of Lean Manufacturing, finds its success especially in its ability to listen to all of the individuals involved and works on their potential and possible resistances in a gradual, progressive and harmonious path. The Lean conversion is a collaboration among all the human resources involved in that path, in which everyone must be guided to find their own motivation, role and space for improvement and intimate satisfaction.
Every person in the company must be given the opportunity to perceive his/her value in contributing to the final result with his/her own creativity and proactivity, so that any company can reach an optimal result in general if it focuses on the continuous learning of the individual participant in the process and stimulate his/her daily and systematic training, with the consequence that in the end the company will get the maximum benefit.
As Taiichi Ohno pointed out with his famous phrase "One of the main causes of Toyota's success is to always look like itself. Trying to become like Toyota, absurdly, we move away more and more ", the Lean Journey, being a real journey towards business excellence, should lead to the process of emergence of the exclusive peculiarities of a company and be facilitated by eliminating all the disturbing elements that hinder its true and unique solution towards self-efficacy and efficiency.
A competent and expert Lean Coach will therefore guide and support the client to innovation and emancipation, taking into account that if there isn't personal mobility, there won't even be a  business one and that if the whole journey towards change is only based on technical rather than motivational acquisitions, any investment made for this cause may be completely in vain.
As weel as the technical project of Lean Transformation uses a tool of prior analysis of the "current state", in order to start a path of Lean Coaching on the human resources involved in that project, we refer to a preliminary Assessment that goes to investigate parameters related to the personal and collective experience of people,, that is to say a first evaluation of the starting condition of how the change decided by the company is perceived by the individual and the team .
The Lean Coaching dedicated to those human resources involved in the Lean Transfromation project, is directed by a precise methodological choice basing on the combination of Coaching (invidual + team / group) and a learning model which refers to the most current Constructivist paradigm, David Kolb's learning model (experiential learning), in order to synergistically exploit the potential of both approaches and strengthen their respective plus for the benefit of the final result.
The Soft-skills in support of Lean
An effective internal communication creates complicity among employees in the policies and strategies adopted by the company and disseminates the identity and values ​​of the company in order to make everyone aware where it's going, how is doing and above all why. The training session is therefore aimed first of all at adequately informing, on the objectives and implications of the current change process decided by the company, all the resources involved therein, then highlighting the transversal skills necessary to facilitate that change and finally creating individual responsibility with respect to the success and evolution of the process itself and individual contribute to the achievement of the ROI
The path for development and training of the Soft-Skills in support of the Lean foresees therefore three steps, all equally essential for a change really promoted, acted and maintained:
  • Adequate information of all the resources involved about the reasons and objectives of the decided change
  • Constant training of individual/ collective potential and soft supportive skills
  • Empowerment at all operational and managerial levels on the maintenance and further evolution of the final results
Train the Trainer
To get the skills to become Lean Facilitator
This training session is aimed at developing skills for classroom and on the job  sessions management, in order  to carry out the future role of facilitators in the Lean Transfomation program that will affect the establishment.
At the end of the training session the participants will be able to:
  • Recognize the conditions of effectiveness of a training session in terms of relationship and effective communication
  • Recognize the main characteristics of adult learning
  • Experiment training skills with reference to session management, interaction and relationship with participants
Leadership management
How to develop and manage the role of team leader
EachEach organized group has a long "forming" phase in which the group's goals and individual needs are compared. The tasks of the leader and those of the members of the group are to define a goal, clarify roles and skills, identify resources and tools and set rules to consciously and synergically achieve the goals set by the company. In this phase the conditions are created to build a team capable of positively dealing with obstacles and that knows how to question oneself in the search for alternative solutions as well as to develop characteristics such as the resilience and proactivity necessary to become a leader and guide an effective group and winning.
Our emotions are written in our history and as leaders we are often urged to come to terms with an inner script that refers to our limbic memory and spontaneously prepares the behaviors to be implemented in specific situations.
Knowing more deeply these reactive mechanisms helps us to grow as conscious leaders and therefore to exercise greater empathy towards the other and a better assertiveness in interactive communication. 
Team Building
How to strengthen the sense of belonging to the work team
If the first purpose is to create a team that through the awareness of motivations and emotions could face the business challenges successfully, a fundamental element that strengthens the cohesion of a group is undoubtedly adherence to the company's objectives; it is in this sense that it becomes functional to let people carry out a formative experience that consolidates the sense of belonging to the group as well as to the company, allowing the strengths of the individual and the group to emerge and allowing them to experiment, express themselves and operate on two parallel planes and interdependent:
  • doing together (working together to achieve common goals)
  • staying together (sharing vital space, time, emotions for the need to establish meaningful relationships, socialize and collaborate)