Optimize your
management system
Assess - Transform - Accelerate - Sustain
We believe the fundamental problem in lean implementation is:
1. Lean Manufacturing is a multi-disciplinary field (which Industrial Engineering and Organizational Development) regularly do not overlap in job functions or career paths.
2. Lean Manufacturing implementation requires systems knowledge to adapt and grow, and one "system thinker" in the organization isn't enough to build decision-making frameworks.
- Change Leaders
- Continuous Improvement Leaders, Kaizen Specialist, CI Coordinators, Change Management Facilitators and Strategy Analyst
- Operations Leadership
- Plant Managers, Value Stream Leaders, Managers, Supervisors, Group Leaders and Team Leaders
- Technical Leadership
- Industrial Engineers, Manufacturing Engineers, Process Engineers & Product Engineers
- Customer Experience
- Quality Engineers and Quality Process Analyst
- Human Resource Leaders
- Learning and Development Specialist, Organizational Designers, Human Resource Managers & HR Generalist
1. Industrial Engineering
2. Organizational Development
3. Systems Theory
Manyards 1st Edition Industrial Engineering Handbook is likley the most representational text on how Toyota applies Methods Engineering. The 8 wastes (orginated from process charting), Ford's Work Simplification program (is known today as Kaizen Events) and the Man-Machine Chart (is Toyota's combination table). All of these techniques orginated from Manyard's IE handbook published in 1957 from 81 consultants.
Organizational Development is a field that tries to make the complex workings of a company simple and easy to understand. OD uses abstraction and generalization to help managers and leaders make sense of the world around them. The best managers can only hold in theirmind six or seven variables at one time, which makes the need to generalize an important skill in decision making.
A systems perspective can be problematic for lean implementation because most of the emphasis in lean implementation has been the identification of a part or piece of TPS (Toyota Production System). Unfortunately, implementing one element of TPS can often weaken the entire system if interactions are not well understood. Most companies find it less appealing to hear that the solution has to be an entire one, instead of a partial one.
The company was founded by Dr. Phil Marksberry, when he started his education and consulting career in 2006 at the University of Kentucky. One of his first contributions to the field of Lean Manufacturing was a 7-year study of the Toyota Production System in the context of organizational behavior, management science, systems theory and industrial engineering. The Modern Theory of the Toyota Production System is the first of its kind to use systems theory to study how the pieces of the Toyota Production System (TPS) work together to achieve a much needed balance between the "Technical" and "Social" elements. The book gives credit to many of the earlier contributors to the field of Industrial Engineering, Organizational Development and Systems Theory.
https://www.amazon.com/Modern-Theory-Toyota-Production-System/dp/1466556749
PUBLICATIONS
Employee suggestion systems are often used as a way to improve participation from members of the organization to help solve problems that cannot be solved through traditional organizational practices.
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This work investigates the in-house capabilities that are transferred from Toyota to suppliers as a way to more deeply understand how TPS can evolve. This work utilizes a form of data mining to analyze Toyota’s initial practices employed in supplier development.
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The goal of this work was to investigate the managerial practices of today to understand if Toyota is sheltering themselves from these newer practices or embracing them like most believe.
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The purpose of this paper is to analyze Toyota’s management directed kaizen activities named Jishuken. Currently, there are many variations in understanding how Toyota develops its managers to support daily kaizen, especially when Toyota managers have different levels of understanding of Toyota production system (TPS) and skills essential in applying TPS.
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Toyota’s success in the automotive industry has been contributed to many factors, one of which is their systematic company-wide problem solving approach. While Toyota’s structured framework for thinking through problems may offer some interesting insight, it is speculated that how they develop and train their managers to share this thinking with their employees is the key to implementation.
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This work investigates the QCs program in Toyota to discover why QCs can achieve success in Toyota and the difficulty of implementing them in other companies.
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Team
Phil Marksberry, PhD, PE
President / Owner
Responsible for the strategic direction, sales and business growth. Expertise in systems theory, organizational development and industrial engineering.
Frank Fritz
Practitioner
Skilled in designing Continuous Flow systems using Just in Time and Heijunka. Also including Jidoka management, SMED and single point scheduling.
Jennifer Smith
Practitioner
Responsible for production leveling, system balance analysis, work content analysis, pattern generation, kanban and Just-In-Time systems.
Jason Strole
Practitioner
Experienced in supervision and floor management development systems (FMDS). Also including, 5S, Visual Management, Line Balance / Yamazumi.
Marcy Figueroa
Practitioner
Experienced in gemba management, agile manufacturing, cell development, statistics and DMAIC.
Keith McCowan
Practitioner
Skilled in Type 1, 2 and 3 standard work. Experienced in time and motion study, ergonomics and methods engineering.
Nancy Hainley
Practitioner
Focus areas include Root Cause Analysis (RCA), Overall Equipment Effectiveness (OEE), Total Productive Maintenance (TPM) and 5W1H problem solving
John Baker
Practitioner
Proficient in Lean fundamentals, VSM (value stream mapping), TAKT time development, 3P Design and Implementation and Lean Daily Management.
Diane Martin
Practitioner
Skilled in lean for the office using simulations, ABC/XYZ material strategy and change management.
Christopher Tsakiris
Practitioner
Highly experienced implementor of LEAN Principles and Practices, DMAIC & DMADV, Hoshin Kanri Strategy Development & Policy Deployment and Tiered Visual Performance Management.
Ravani Eldasari
Practitioner
Skilled in process flow mapping, critique and implementation of complex systems. Also including cellular manufacturing, inventory management and control.
Dr. Hessam Vali
Senior Practitioner
Offering customized software solutions for clients wanting to expand their data analytics in Lean Systems. Also including cost reduction, bottleneck analysis and KPI development.
Our Values
Respect
Engagement
Achievment
Courage
Humility
Contact
- Newburgh, Indiana, United States