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Your People Make the Difference.
Build Leaders at Every Level.

Becoming the master and sculpture of your own journey.

Making it all work!

In an Enterprise in motion™, the traits all leaders share are:

Creativity – Challenging the status quo
Capability – Ability to orchestrate change
Courage – Willingness to experiment and learn
Credibility – Readiness to lead by example – “talk it, walk it, teach it”

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. One of the sticky issues will likely come as no surprise, absence of leadership routines, up and down the hierarchy, to lead and manage the improvement effort.

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Practitioner Skill Development

Our new Skill-Set Development Process (SDP) focuses on teaching the How-To of relevant improvement practices in short sessions that translate learning into action and provide immediate ROI…

…virtual, on-site, or both

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Developing a Problem-Solving Culture

How to create a problem-solving culture within organizations. Everyday more and more companies are built on the principles and practices of operational excellence and strategic innovation...

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Executive Coaching

Developing the Lean Enterprise in motion™ requires transforming busy executives into Lean executives with a new mindset and a better balance between short and long term goals. This transition is not learned in a classroom. It comes from...

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Idea Spread, Culture Change, and the Coaching Kata

#09 OE Newsletter

The questions companies bring to us today generally converge on one primary theme—culture change.

  • “We’ve been ‘doing Lean’ for years, but it hasn’t really taken hold across the organization.”
  • “We have a few people who ‘get it’ but we can’t seem to replicate that enthusiasm in others.”...
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#1 White Paper

Lean Leadership

Pragmatic Steps for Leading Lean: In recent conversations with manufacturing and service industry leaders, lean managers discussed problems they face as they work to advance operational excellence in their organizations. The sticky issues will likely come as no surprise; they include ones most of us are already aware of and have encountered for years...

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Convincing the Unconvinced

This week I was reminded of some advice I received from a Japanese sensei early in my Lean career.  We were working together in an organization that had just embarked on the Lean journey. 

They were about 3 months into the effort when the Japanese sensei and I sat down to meet with the Plant Manager. The plant manager shared his frustration with the progress he was having getting his associates to accept the change…he proceeded to tell us that...

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