Inforgon
Inforgon
Helping You to shape the future of your organisation

Expert of the three diachronic processes shaping the future of your organisation

Permanent strategic adjustment

Relentless innovation

Continuous improvement

Consulting

Consulting and Coaching

Strategy definition and deployment

Strategy definition workshops

Strategy cascading workshops

Coaching of first, second and third level managers for best strategy execution

Implementation or Reengineering of the innovation process

Creativity workshops

Design and engineering workshops

Integrated Risk and Opportunities Management Systems

Kaizen-Blitz TQM workshops

Toc Lean Six Sigma & TLSS-Blitz projects

Business Process Reengineering projects

For better effectiveness we use and give for free to our clients buying consulting and training services Sofware Aps allowing them to capitalize their collective knowledge.

Consulting

Assessment & lead of self-assessment

EFQM

Assessment & self-assessment

MALCOLM BALDRIDGE

Assessment & self-assessment

CAF

Assessment & self-assessment

ESPRIT DE SERVICE FRANCE (French Spirit of service)

Assessment & self-assessment

Action-oriented training

Detailed content can be requested by e-mail

The permanent strategic alignment process (3 to 5 days)

Mastering the Balanced Scorecard (1 to 2 days)

Mastering the HOSHIN deployment (1 to 2 days)

The EFQM framework (1 to 2 days)

Mastering the benchmarking process (1 day)

The relentless products/services/experiences Innovation process (3 to 5 days)

The innovation standards (3 to 5 days)

Mastering the design listening closely to market (DLCM) (2 days)

Mastering the functional analysis and value analysis (2 days)

Mastering the quality function deployment QFD (2 days)

Mastering the Design for Six Sigma and Lean Product Development methods (2 days)

Mastering the Jugaad innovation (1 day)

Mastering the creativity tools (2 days)

Mastering the cradle to cradle approach (2 days)

Mastering the circular regenerative design (4 days)

The continual improvement process: incremental, algorithmic, and radical methods (3 to 5 days

Standard ISO 9001 Quality (3 days)

Standard ISO 14001 Environment (3 days)

Standard ISO 45001 Health and safety at work (3 days)

Standard ISO 27001 Information Systems Security (3 days)

Standard ISO 20000 Information Technologies: services’ management (3 days)

Standard ISO 310000 Risk management (3 days)

Standard SA 8000 Social Responsibility (3 days)

The COSO framework (2 days)

The algorithmic improvement method TOC LEAN SIX SIGMA (5, 10, 20, 30 days)

The business process reengineering approach BPR (2 to 3 days)

The incremental improvement approach KAIZEN TQM (2 to 3 days)

Audits

Management Systems Audits

Audit ISO9001

Audit ISO14001

Audit ISO27001

Audit ISO20000

Audit ISO45001

Audit SA8000

Intangible Assests Audit

Innovation Process Audit

Talks

Our talks

The three diachronic processes that shape the future of your business

The power of integrated management for sustainable corporate performance and excellence

Quality as support for regenerative innovation

Writings

Le management de l’informatique d’entreprise

Masson, 1991

Radarise your business for success

EFQM, 2005, 2010, 2013

ISO 9001: 2008 - Consolider l’esprit de son système de management de la qualité

Qualité Références, 2009

ISO 9004: 2009 - Orienter son système de management de la qualité vers la durabilité des performances

Qualité Références, 2009

Pratiques de benchmarking : Créer collectivement du sens à partir du succès d’autres organisations

Lexitis Editions, 2010

Le challenge partenarial : L’art de la création et de la maîtrise des synergies gagnantes

Lexitis Editions, 2011

Le guide de l’EFQM : Réussir son passage vers l’excellence et la performance durable

Lexitis Editions, 2011

La révolution ToC Lean Six Sigma dans les services : Comprendre, analyser et améliorer la performance de sa relation de service

Lexitis Editions, 2012

Appliquer le ToC Lean Six Sigma dans les services : Déployer et mettre en œuvre les méthodes et outils d'une relation de service performante et durable

Lexitis Editions, 2014

Piloter l’ajustement stratégique permanent : Organiser l’ingénierie collective de l’agilité organisationnelle au service de la performance durable

AFNOR Editions, 2016

L’innovation processus dans les services : Mettre la réingénierie radicale des processus au service des percées stratégiques privées et publiques

AFNOR Editions, 2016

Le management intégré d’audit de contrôle et d’évaluation (MIACE) : pour quoi faire ?

QR 2005/04

Le management intégré de la performance et de l’excellence durables (MIPED) : une méthode pour rendre le management de l’excellence efficace

QR 2005/07

Non-qualité publique : La SNCF !

QR 2006/04

Le scandale de la certification intégrée

QR 2006/07

La revue des stakeholders, premier levier de la durabilité

QR 2006/07

Qualité : Levier ou bourbier ?

QR 2006/10

Monde bancaire : Management intégré de la qualité et des risques opérationnels

QR 2006/10

Qualité grâce ou en dépit du leadership ?

QR 2007/01

Collectivités locales : pour une performance publique durable

QR 2007/04

Qualité et innovation

QR 2008/07

Satisfaction client : une orientation invoquée par toutes les organisations mais si médiocrement mise en œuvre dans les faits

QR 2009/10

EFQM 2010 Pleins feux sur la durabilité

QR 2010/01

Pourquoi recourir à des consultants et autres intervenants externes ?

QR 2010/10

EFQM et benchmarking : deux inséparables. Combler les trous dans la raquette

QR 2011/04

La maîtrise des partenariats : Un intangible désormais essentiel à la performance

QR 2011/10

L’amélioration algorithmique ToC Lean Six Sigma

QR 2012/04

Les nouveautés du modèle EFQM 2013

QR 2013/01

Un système de management intégré des risques au cœur du plan stratégique

QR 2013/10

APICIL vise la business excellence

QR 2014/12

Réduction intelligente des coûts grâce au Blitz ToC Lean Six Sigma

QR 2014/12

Modèle EFQM : Critère N°1 : Le leadership

Enjeux N° 262

The EFQM model : an extraordinary tool to consolidate the intangible assets

QB 2003/09

Radarising inforganisations: Using system dynamics to implement integrated sustainable excellence and performance management systems

6th European Congress for System sciences - 2005/09

Integrated Audit, Assessment and Investigation Management

QW 2008/07

Engineering an effective innovation process

QW 2008/08

Deploying an overall Risk Management Framework COSO and ISO 27001

QW 2008/11

Collective Sensemaking, the hidden variable in a performance management system

QW 2009/08

Customer satisfaction: an orientation asserted by all organisations but actually so poorly implemented

QW 2010/01

Europe refreshes its business excellence framework 2010 towards durable performance

QW 2010/03

Process improvement in the Public sector

QW 2010/04

From health and safety at work toward health and safety assurance for all stakeholders

QW 2010/06

Management and Leadership have first of all to be a value adding process

QW 2010/09

Collective Knowledge Bases, essential levers for business performance

QW 2010/10

Virtuous or Poisonous Parenting Value?

QW 2010/11

ToC - Lean - Six Sigma and ISO9001: two complementary approaches to be articulated for leveraging effective and sustainable operational excellence

QW 2011/01

Optimizing non-linear activities

QW 2011/03

Integrated reporting

QW 2011/04

The Partnership Challenge

QW 2011/08

Articulating ToC Lean Six Sigma and ISO 26000: putting process engineering and improvement at the service of all stakeholders for a better contribution to sustainable development

QW 2011/12

Reengineering radically processes still remains a necessity

QW 2012/02

Why hell are the quality – CSR or business excellence officers so unhappy?

QW 2012/04

Relationship signature: a major item of quality contributions to brand building

QW 2012/09

Europe refreshes its EFQM model 2013

QW 2012/12

Steering Corporate Performance: new trends with legacy quality methods

QW 2013/04

Steering Corporate Performance: new trends with legacy quality methods

QW 2013/04

Collective competences: the ghost in the performance engine

QW 2013/06

Quality and Business Agility are neither contradictory nor incompatible

QW 2014/01

The major challenge of business and society excellence: fighting against the value destroyers and the rents of all kinds

QW 2014/03

No serious risk assessment without complete inventories and accurate notation scale

QW 2014/04

How can SMEs become world-class businesses in a few years? With "Bottleneck Concentrated Strategy"!

QW 2014/07

Smart and fast operational costs reduction Gain 15% to 20% costs with Blitz ToC – Lean - Six Sigma

QW 2014/10

How to implement an integrated IT management system certified ISO-9001/ISO-20000/ISO-27001

QW 2014/11

The Performance Four-Leaf clover

QW 2014/12

With ISO 9001: 2015 QMS auditing is becoming increasingly closer with Excellence Model assessment: focusing on the business model

QW 2015/01

The hidden value of a good internal audit or assessment: New mind-sets

QW 2015/02

Monitoring and steering genuinely your processes and piloting overall corporate performance with accurate indicators and relevant measurements

QW 2015/05

Contact us

We will get back to you as soon as possible

Send email to : contact@inforgon.eu