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Engage your people,
Improve quality, cost, delivery…
Stop thinking lean tools.

For the past four decades, we have partnered with global manufacturers
to develop their internal capabilities so they could reach their goals.

Success is defined by capabilities developed and deployed.
From operational transformation to continuous improvement…

Productivity was the first organization to introduce the principles of the Toyota Production System (Lean Manufacturing) to US manufacturers in the early eighties.  During this time, we studied and worked alongside Dr. Shingo, the father of the SMED system, and Mr. Iwata and Mr. Nakao, both hand-picked by Taiichi Ohno to take the principles of the System into the Toyota supply chain.

The knowledge acquired by our consultants helped us to gain in-depth experience in the application of Lean techniques and the development of continuous improvement cultures, which has allowed us to support global corporations in all industrial sectors in their pursuit of Lean excellence..

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Featured Insights

Key elements related to Operational Excellence and Innovation in Manufacturing

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What is TPM – Total Productive Maintenance

Establishing Stable and Reliable Processes and Equipment. Today’s operating environment demands predictable equipment performance. A company cannot become lean, or […]

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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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Flow Management

Linking People, Materials, Information and Equipment. If you are coming up short on attaining your required levels of cost, quality […]

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#5 White Paper

Leaning the Quality Control Laboratory

Effectively “leaning” the QC lab environment requires a thorough understanding of lab functions in the context of the pharmaceutical manufacturing value stream...

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TPM Stakeholder Roles and Responsibilities

#23 OE Newsletter

When we were thinking of a topic for this issue of our Operational Excellence Newsletter, I had just completed a conversation with the maintenance manager of an electronics firm who was interested in getting a Total Productive Maintenance (TPM) program started at his facility. He asked if I could provide him with some information on stakeholder roles in a TPM effort to help him “sell” the program internally.

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Cost Reduction

It is generally not a good idea to bring a knife to a gunfight. Because the level of competition a business experiences will only increase over time, Lean is commonly implemented as “the answer” to achieving critical near-term cost reduction targets.

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Lean Rollout—Pull, Readiness, and Getting Started

#19 OE Newsletter

The success of an organization’s lean strategy depends on thorough planning, a commitment to the process and engaged leadership. Lean […]

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TexOps testimonial

“Having had some LEAN training back 10 years ago, we thought our company was quite LEAN.  In consultations with Productivity […]

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