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From Continuous Improvement to Continuous Innovation.

Developing Leaders – Engaging the Workforce – Building Long-term Capabilities in Service and Manufacturing Industries for nearly 40 years.

Productivity Inc. has worked with the Global 1000 since 1979. We pioneered the implementation of Lean and TPM methodologies in manufacturing and continue to extend these principles across a wide range of service industries. Today we focus on three progressive strategies: Operational Excellence, Innovation and Leadership Development. Working together these strategies provide the means to continually refresh a company’s value proposition while making the organizational changes needed for daily improvement and sustainable growth.

who we are


What we do…

Our DNA, derived from the Toyota Production System, and honed over four decades implementing cultural transformation in most all industry and service sectors, provides the foundation from which we guide management teams in the creation and implementation of an overall operational excellence and innovation strategy.

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Guiding Transformation

We guide organizations in their transformation by assisting leaders in structuring and deploying their strategy and in developing the technical and cultural capabilities needed to improve and grow.

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Leadership Development

Developing Leaders at Every Level
In our interactions with manufacturing and service industry organizations there is a consistent theme to the problems they face as they work to advance operational excellence…

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Our stories & resources

After several years of practice of design and innovation in large industrial groups and start-ups and a background in management and design, academic research and teaching, Géraldine Hatchuel founded Choregraphy – we design experience…

#2 White Paper

Developing Lean Talent

A recent study by executive search firm The Avery Point Group revealed that demand for continuous improvement (CI) talent is strong post-recession; it has more than doubled since 2010 and is up over last year. Of particular interest to the lean community, this eighth annual study also showed that the need for lean-centered skill-sets is accelerating, surpassing that for six-sigma-centered expertise.

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#3 White Paper

Lean Practices Support Innovation

To consistently drive top-line growth, leaders must commit to a disciplined and creative focus on meeting today’s market challenges while strengthening capabilities for future competitive mastery. It’s a matter of keeping the core business running optimally without losing sight of what’s on the horizon—and being prepared for and open to “creative destruction.”

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#4 White Paper

Kaikaku: Moving Beyond Kaizen

Andy Meyerhofer, plant manager at CertainTeed, was not sold on the 3P process when it was first proposed as the right approach to tackle a major project. In fact, he tried to sidestep it.

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Making Empowerment Real:
Four Steps Managers Must Take

Empowering and enabling associates is key to the success of any continuous improvement initiative. In this article from our archives, Ray Floyd, retired Worldwide Manager of Exxon Mobil Manufacturing Services, author, and Industry Week Hall of Fame inductee, reveals four essential ingredients to making empowerment real. In the article, originally published in the December 1991 Productivity Newsletter, Floyd notes that communicating clear goals is the first step managers must take to assure that empowerment works. Managers must also provide the skills to achieve the goals, time to work on improvement, and resources with which people can make changes. Even 28 years later, Floyd’s advice still hits the mark!

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