"FBE is a professional partner in providing training and consulting services, empathetic in addressing customer needs, creative in designing tailor-made training, demanding in the performance of their instructors, and capable of handling complex projects. As a result, the trainings and projects provided by FBE in the field of process improvement at Volkswagen SK are efficient and consistently in demand."
Mariana Mlčúchová
Personal Development – head of education
"FBE has been an invaluable partner on our journey towards implementing a sustainable culture of continuous improvement. They supported us at a strategic level and worked with our managers on a daily basis, face-to-face with our frontline employees in our factories. From the beginning, in the planning phase, they supported us with initial workshops and training, helped to create a harmonized vision and goals, and then co-created improved workplace standards, communication enhancement, and the utilization of new improvement tools."
Kevin Day
Industrial Performance Director
"The Lean Management training was at a high professional level. The course was very well prepared, and the instructor had practical knowledge since he implemented these methods in various companies. The game in which we all participated showed how things can be improved in practice and what has the most significant impact. Moreover, the training took place in a pleasant and friendly atmosphere."
Marián Tegda
Department manager
"For several years, FBE has been providing education for our management and sales network. Thanks to the professional collaboration with FBE, we are able to continuously develop our skills and thus increase customer satisfaction."
Patrik Pajtáš
Director of the Corporate Clients department (2021)
"A developmental project from FBE focused on customer experience, which included revising customer letters, compiling a dictionary of recommended formulations, as well as practical training for around 50 of our employees, allowed us to get closer to our customers and achieve a modern and positive impression in communication with a focus on CX. We appreciate the quality of FBE's services, the expertise and approach of the instructor, and the emphasis on our needs, as Tatra banka constantly thinks about customers and aims to improve CX. I recommend FBE and look forward to further collaboration."
Marek Majtner
Head of Client Satisfaction Department (2021)
"In collaboration with FBE, we were able to innovate IT operation processes and set their quality parameters according to the requirements of all stakeholders - from the supplier to the end user."
Viktor Cingel
Vice president
"The level of cooperation that we have with FBE, combined with their expertise and constant efforts to create better experience for the trainings have made our partnership very successful. The trainees gave the training a very positive score and have since been asking for more."
Blaise Francisco
Program Manager for Operations
"The value of the seminars lies in the fact that they do not focus on information 'for the drawer,' but on how to convince people to gain determination for changes and be willing to practically do something for them."
Ing. Marián Marek
CEO
"The know-how of company G2G3 in organizing simulation games in the field of process management (IT Services Management), combined with the excellent presentation and facilitation skills of FBE lectors, is an ideal combination for a seamless entry into the world of process management."
Alexander Sobek
Processes & Standards,
"We have been cooperating with FBE for many years on the development of our purchasers. The programs are always tailored to our specific needs and bring clear results in practice. Part of the development included preparations for specific important negotiations with suppliers and subsequently shadowing directly during real negotiations, which helped achieve the set negotiation goals. I appreciate the high professionalism of the instructors and their ability to focus on results, which continually advance our employees. I highly recommend FBE."
Ing. Marianna Štrbíková
HR Generalist
"We have been collaborating with FBE for several years, and our cooperation has gradually evolved into a key partnership. FBE is invaluable support for us in complementing our know-how and developing our LEAN Six Sigma team, managers at all levels, and other employees. At FBE, we especially appreciate the seniority of the instructors in terms of knowledge and practical level and their ability to tailor training solutions to our needs."
Jana Bernaťáková
Director of the Department of Organization and Process Management
"FBE always approaches our requests with great flexibility and professionalism. Feedback from participants in training sessions conducted by FBE is particularly positive. They highlight the proactive approach, a high-quality team of instructors, effective and engaging methods for soft skills development. In specialized training, such as project management and statistical process control, we appreciate the knowledgeable instructors, their adaptation to our needs, and the conveyance of a wealth of relevant professional information. This company has consistently been among the top-rated providers of educational activities for a long time.
Andrea Tuchyňová
Ledership & Development Manager
I want to thank you for a great 2 days offsite meeting of the wider Foxconn management
Thanks to every member of the team because I have to admit it was a great combination of coaches.... I can't pick the best one because they were all the best 😊.
Already on site there were comments from fellow management.... "Best offsite yet".
Establishment of PMO and preparation for ISO certification
Customer
Member of the European group of a provider of modern employee benefits.
Problem/Opportunity
Support of strategic IT project, assistance in establishing a PMO and preparation for ISO certification.
Methods and tools used
Cost/benefit analysis, logical framework, PERT, gap analysis, RIPRAN, value stream mapping, Pareto, Ishikawa, waste analysis (VA-BVA-NVA), responsibility assignment matrix.
Improvements achieved
The result is a renewed ISO without findings, and within 2 years of PMO establishment, projects are within the tolerance limits of the set time and cost deviation.
Project Management Maturity Assessment
Customer
World leader in technological production
Problem/Opportunity
Assessment of project management maturity and identification of potential for improvement.
Methods and tools used
Quality Function Deployment, Benchmarking, Requirements Traceability, Automation and digitization of processes. Layered Auditing, RACI matrix, Waste hunting, Gap analysis, Action plan, Certification of project management experts.
Improvements achieved
Aligned end-to-end process with project management requirements and company stakeholder expectations.
Strategic planning of the project portfolio
Customer
Slovak subsidiary of a global electrotechnical concern
Problem/Opportunity
Set the project portfolio with regard to the company’s strategy
Methods and tools used
Defining the vision and mission, Hoshin Kanri / x-matrix, deriving KPIs and PIs, redefining measurement systems for KPIs, creating a steering committee, setting communication and escalation flows, PMO standardization, project life cycle management.
Improvements achieved
Orientation of the company to results, participatory planning, acceptance of the direction of the company by stakeholders, early control and reaction mechanisms, better use of resources for strategic projects.
Transformation and Standardization PMO
Customer
World leader in mineral insulation production.
Problem/Opportunity
Support for standardization of project management
Methods and tools used
Coaching the transformation of PMO at a group level, training sponsors and project managers on new processes in more than 10 countries. Co-creating PMO documentation, and deploying plans for optimized workflows.
Improvements achieved
The result is a calibrated process across the management levels of the group in the areas of Strategy, Operations, Technology, Logistics, Sales, Marketing, and Maintenance.
Improving internal quality at the supplier
Customer
Supplier of components for the automotive industry
Problem/Opportunity
Internal parts poor quality due to poor surface flatness (high proportion of waste and rework)
Methods and tools used
Improvement Procedure - DMAIC; Measurement Systems Analysis (MSA); Box-plot; Part Topology; Hypothesis Testing; Control Diagrams
Improvements achieved
79,8 % reduction in scrapability due to poor flatness
Increasing the availability of injection moulding machines from a supplier of moulded components
Customer
Supplier of moulded components for the automotive industry
Problem/Opportunity
Poor availability of injection moulding machines due to long changeover times
Methods and tools used
SMED; 5S; TPM; Ishikawa diagram; Pairwise comparison; Standardization and visualization; DOE - Design of experiments
Improvements achieved
42.4% reduction in changeover times, 15% reduction in the number of adjusters, 23.2% reduction in MTBF and 47.6% reduction in MTTR
Increasing turnover and reducing inventory at the parts supplier
Customer
Supplier of parts for the automotive industry
Problem/Opportunity
Failure to achieve the Group's standard for the turnaround of parts in stock
Methods and tools used
Improvement process - DMAIC; Pareto analysis; Box-Plot; Process map (Flowchart); Value stream analysis (VSM); Trend diagram; Kanban minimum and maximum value analysis
Improvements achieved
Increase in inventory turnover by approx. 30% and reduction in inventories by approx. € 600 thousand
Optimising production and cycle times at an electronic component supplier
Customer
Supplier of electronic components for the automotive industry
Problem/Opportunity
Long production time not matching customer requirements
Methods and tools used
Wastage analysis (VA-BVA-NVA analysis); Pareto diagram; Process mapping; Gap analysis; Cellular design; MTM - analysis
Improvements achieved
Production Lead Time reduced by 20.3%, individual cycle times reduced by 26.6% on average
Reducing scrap and speeding up production times at an automotive parts supplier
Customer
Supplier of parts for the automotive industry
Problem/Opportunity
Increase in the percentage of scrapping of parts due to friability and straightening
Methods and tools used
Improvement procedure - DMAIC; Multivariate analysis; Box-plot analysis; Histogram; Cause and effect analysis; Grid distribution analysis; SCAMPER
Improvements achieved
Reduction of scrap rate to 24.1% from the pre-project level, acceleration of production times for heat treatment by 30.9%
Reduction of changeover times on assembly lines at the supplier of assembled components
Customer
Supplier of assembled components for the automotive industry
Problem/Opportunity
Non-standard assembly line changeovers and large time differences in line changeovers
Methods and tools used
SMED; Standardization and visualization; 5 x why; Pareto analysis; Regression analysis; FMEA analysis
Improvements achieved
56.8% reduction in changeover times, 10% reduction in the number of adjusters
Reduction of work in progress at a supplier of prefabricated components
Customer
Supplier of assembled components for the automotive industry
Problem/Opportunity
Large quantities of work in progress increasing the value of inventories
Methods and tools used
Value Stream Analysis (VSM); Inventory analysis based on the cube principle (ABC, GMK and XYZ analysis); Introduction of the pull principle into production; Implementation of Kanban
Improvements achieved
81.2% reduction in work in progress
Scrap reduction at compressor manufacturer
Customer
Manufacturer of compressors
Problem/Opportunity
High scrapability of rotors caused by inadequate circularity
Methods and tools used
DMAIC Improvement Process; Measurement Systems Analysis (MSA); Static Process Model; Process Description and Analysis (Flowchart); 5 x Why; Ishikawa Diagram; Pareto Diagram; Best of the Best & Worst of the Worst (BoB and WoW); FMEA Analysis
Improvements achieved
Reduction of scrapping by 83.7%
Waste in the production of insulation materials - Six Sigma Project
Customer
Supplier of insulation for the construction industry
Problem/Opportunity
High percentage of poor quality (Class II), causing an annual loss of up to €60,000, overlooked for marketing opportunities. However, market changes required an urgent solution.
Methods and tools used
Verification of the measuring system (X-ray); Analysis of the causes of poor quality (overview of historical changes); Technical change - modification of the design. Introduction of softness monitoring; Definition of new thresholds and feedback on maintenance
Improvements achieved
Reduction of confusion by 2/3 - saving 40 000 € per year
Selected courses
A selection of our most requested courses in the field of soft skills as well as process and project management.
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