Service Catalog

DOJO – Building a Training Center

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Why this service is needed?

We support companies in creating dedicated DOJO training spaces that ensure training standardization, faster employee onboarding, and skills development in a safe environment. We minimize adaptation time, operational errors, and employee turnover by utilizing proven TWI methods and the 70:20:10 model.

dojo

What is our role?

  • We help design and build a DOJO space tailored to the organization’s specific needs.
  • Together with the team, we create thematic corners (Safety, Quality, 5S, TWI) with practical materials and training games.
  • We design the structure and training path for employees, integrating the 70:20:10 model and TWI IP methodology.
  • We prepare DOJO instructors and trainers to conduct training based on TWI standards.
  • We provide expert and operational support at every stage of building and launching the center.
  • We assist in monitoring and improving the effectiveness of the onboarding process after launching the DOJO Room.

A handful of facts

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Prepared DOJO centers in various organizations
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Employees who have gone through the developed DOJO centers
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Trained DOJO trainers who train employees
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Implementation support

We provide support based on the Kata process, which allows us to adapt our activities to the specifics of your organization, taking into account the jointly set goals. The Kata process consists of four key elements that enable effective implementation of assumptions.

Determining the course of action

Designing a concept that responds to the organization's goals and challenges.

Determining the current state

Learning about the current situation and collecting input data to define the next step.

Determining the target state

Determining the desired and measurable end result and a plan for its implementation.

Experiments - consultations

Implementation of activities in accordance with the established cooperation model, based on PDCA cycles.

We operate according to PDCA

P

PLAN

  • Analysis of the current onboarding process and identification of areas for improvement.
  • Definition of DOJO implementation goals (e.g. reducing adaptation time, standardizing training, improving quality).
  • Adaptation of the DOJO concept to the structure and needs of the organization.
  • Planning the content and functions of each corner (Safety, Quality, 5S, TWI).
  • Planning the role of DOJO trainers, instructors, and line leaders throughout the process.
  • Development of the implementation schedule and role distribution.
  • Preparation of a toolkit to support onboarding (e-learning, checklists, Smart Onboarding, etc.).

D

DO

  • Creation of the physical DOJO Room space in the plant (e.g., adapting a room or designating a specific zone).
  • Building the four key thematic corners (Safety, Quality, 5S/Kaizen, TWI).
  • Developing and placing educational content and preparing games and practical simulations in each corner.
  • Creating or updating TWI work instructions as a training base in the TWI corner.
  • Preparing teaching materials: videos, checklists, guides, interactive exercises.
  • Conducting pilot onboarding training sessions using the new center.
  • Training DOJO instructors and trainers according to the TWI methodology.
  • Facilitating interaction between new employees, trainers, mentors, and other team members.

C

CHECK

  • Collecting feedback from training participants (surveys, interviews, feedback sessions).
  • Monitoring performance indicators: onboarding time, work quality, retention.
  • Assessing knowledge and skills levels after completing the DOJO (tests, observations).
  • Verifying the quality of work of DOJO instructors and trainers.
  • Comparing the effectiveness of implementation with the previous onboarding model.
  • Identifying challenges and barriers in the teaching and adaptation process.

A

ACT

  • Modification of the DOJO training program based on analysis and participant feedback.
  • Improvement of educational materials, demonstration workstations, and practical games.
  • Continuous development of DOJO trainers’ and TWI instructors’ competencies.
  • Implementation of a quality control system for training conducted in the DOJO.
  • Introduction of innovative training methods (VR, gamification, AI).
  • Scaling the DOJO concept to other plants or departments within the company.
  • Updating digital tools supporting onboarding (e.g., Smart Onboarding).

Want to learn more? Contact us!

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    Our clients

    Wedel
    Geberit
    Viessmann
    Lajkonik
    Sumito Electric
    Tarczyński
    Autoliv
    Stadler
    UPM Raflatac
    Jost
    BSH
    Danone
    e-obuwie
    Kompania Piwowarska
    Recaro
    Tenneco
    Titanx

    Our Customers' Opinions

    (…) Mr. Kamil Müller led each workshop in a very interesting and engaging way. The workshops were 100% practical, based on many examples and exercises. Mr. Kamil was very willing to share his knowledge and experience with the workshop participants, creating a great atmosphere (…)
    Joanna Szmycińska-SłowikHR Bussines Partner | Geberit Produkcja Sp. z o.o.
    (…) Each training conducted by Leantrix Sp z o.o. was conducted reliably and adapted to the needs of our organization, which additionally strengthened the effectiveness of the activities. The experience of the trainers allowed us to meet the challenges posed by our specific production.(…)
    Karolina GrześkiewiczPersonnel Specialist | VIESSMANN Technika Grzewcza Sp. Z o.o.
    (…) Leantrix Sp. Z o.o. demonstrated reliability. The company was open to our comments and suggestions, ready to modify the training program and develop individual solutions to enhance the effectiveness of the activities.(…)
    Paweł KonsewiczProduction Manager | JOST POLSKA Sp z o.o.