Services image

Services

We engage with clients in a range of different ways, according to what is right for them:

 

  • Advisory
  • Consultancy
  • Practitioning
  • Training
  • Mentoring

     

Find examples of the some of the different approaches below:

 

Operational Due Diligence

Investing, Divesting, Acquiring

LI Europe has specific expertise enabling us to offer exceptionally powerful operational due diligence assessments for businesses looking to divest or acquire manufacturing operations.

Read more

 

Lean Manufacturing Audit Compliance

 

Helping you profit from your Lean Audit

Worried about getting value from the new supermarket audits? If you don’t customise your Lean Audit framework for FMCG it can slow down your rate of return and drive the wrong actions – whilst making the right choices will give you a competitive advantage. Our approach to tailoring your Lean Manufacturing framework will mean it delivers payback in 6-9 months.

Read More

 

Interim Placements

Supporting organisational capabilities

LI Europe can provide short-term, interim managers to support organisational capability towards improvement. We will only recommend highly experienced interims, with the right skill set – whether you are looking for operations, production, engineering, or technical managers skilled in operational efficiency improvement.

Contact Us

 

Coaching & Mentoring

Helping people excel in their roles

All LI Europe mentors have significant manufacturing and management experience gained through years of managing people in a manufacturing environment. Their guidance will be based on their past experience which means that they will share those experiences, including their mistakes, for you to learn from.

Read More

/>

Lean Sigma Training

Yellow, Green and Black Belts

Certified training to Yellow, Green or Black Six Sigma belt level, recognised by the FMCG Academy.

Join a regional group, or enquire about in-house bespoke training.

Read more

 

Testimonials

A key learning for me was that delegation is as much about the development of others as it is removing an action from my list. I now think of delegation as an opportunity for my team to develop and try new things. The more I do it, the more effective it is. Delegation is now one of my key management tools.

Front Line Manager on Aspire Programme

Over the past three months I have been concentrating mainly on changeover reduction, waste reduction and increased throughput. There has also been a challenge to behavioural patterns. All of these efforts have been using the knowledge that you gave me and I am delighted to say that all have been successful, culminating in increased throughput, less waste and an increase in OEE from an average of 78% to around 90%. There has also been a marked improvement with people issues.

Alwin Waterhouse, Improvement Manager, British Bakeries