Lean Focus
Business System™

The Lean Focus Business System™ is made up of 5 Key Elements: Growth, Lean, Leadership, Foundation, and Guiding Principles. These elements contain a series of structured processes and tools that, applied with our hands-on approach, are proven to deliver sustained, profitable growth. To see how those proven processes and tools can be applied to your business, explore our interactive diagram below.

Select a system to explore, and click each item to learn more.

Growth System

Discover

An introductory course to VOC techniques to help teams learn and identify different techniques to apply in order to get the feedback needed to drive product/service quality and improvements. The different customer decision-making stage gates and using a cross-functional approach to soliciting feedback to gain valuable working insights in the discovery stages. Can include a hands-on workshop application to a real problem.

A comprehensive set of tools, processes, and templates used to effectively manage and deliver product and/or services in a business. Tools such as product roadmaps, product requirements documents, competitive comparison checklists, technology roadmaps, are used in the functional area of product management. Product management is an organizational function within a company dealing with new product development, business justification, planning, verification, forecasting, pricing, product launch, and marketing of a product or products at all stages of the product lifecycle. Similarly, product lifecycle management (PLM) integrates people, data, processes and business systems. It provides product information for companies and their extended supply chain enterprise.

How many products are too many products? Product Portfolio Management is a thorough assessment of your current and future pipeline Product Portfolio and aligning towards your long-term strategic objectives while gaining short-term wins for improvement. Through a process-driven review of your Portfolio, you can align you product performance goals with your overall Strategic goals within the organization for improved communication, momentum with your sales and marketing efforts, and performance.

Used in the Discover process, Customer Segmentation helps an organization identify opportunities for the highest potential impact to the business in both the short- and long-term strategy, combining analysis with forecasted revenue. You will work with a Commercial Growth Leader who has held a senior Leadership position with P&L responsibility who will understand the ins and outs of meeting revenue targets while driving tactical action plans to produce real results. Customer Segmentation is used when you are using targeted market selection and campaigns, are tackling unpenetrated market opportunities, leveraging your core strengths, a strategic reorganization of the business, or foresee market changes and need to forecast new opportunities.

Design

The Lean R&D assessment provides an effective method of assessing and benchmarking your organization’s product development process. In addition, it establishes a measure of the effectiveness of an organization’s product development process and a measurable basis of comparison with other companies. Further, practices which are strategic levers are related to product development strategy and an implied strategy based on the use of these practices is compared to the intended strategy to assure strategic alignment of product development. Most importantly, the assessment uses “gap” analysis to identify high-payoff improvement opportunities that can lead to an action plan.

Value is determined by the alignment of performance and cost. Value is increased if the customer wants, needs, and is willing to pay for more performance. VAVE, or Value Analysis Value Engineering, is a team approach to analyze value in a product, system or service. You will apply VAVE when you are improving value for competitive purposes, improving successive products (i.e. version 1.0, 2.0, etc.), taking a price cut or increase, or trying to find cost of goods sold improvements.

A Visual Project Management module will help your team with a project that may require cross-functional participants, significant resources, and/or longer term project management with a clear timeline for delivery. An Obeya Room (meaning “big room” in Japanese) is utilized to bring together critical resources that drive the “project” forward, used to house the daily management, reviews, and problem-solving needed to drive a project forward according to expected timelines.

The conventional product design approach relies on new products being designed first, then relegated to the rest of the business to carry out. This approach has distinct disadvantages, such as a costly manufacturing process resulting, gaps in talent/skills/assets needed to produce it, launch delays, and disconnect with sales and marketing requirements. However, the 3P Product Design Approach allows a team to design concurrently with business operations in mind, aligning production, preparation and process to be the focus. This results in better product manufacturing, less capital investment upfront, on-time launches, and lower costs for long-term sustainment.

This module takes an approach to designing products that are easy to manufacturing by improving the process for simple assembly, applying poka yoke (error-proofing) concepts, and simplifying raw materials, suppliers, set-ups and assembly. One would apply this concept when trying to reduce supply chain costs, improving purchasing and forecasting accuracy, error-reduction in assembly, and streamlining and cross-training labor for productivity gains.

Deploy

AGP = Accelerated Growth Process is a structured process to improve integrated sales and marketing initiatives to identify more customer opportunities and build sales and marketing strategies for higher win rates. It will focus on deep customer understanding, identifying points of differentiation, building and executing measurable sales and marketing programs to build demand, leads and conversion rates.

Funnel Management is a disciplined process to align an organization’s collective opportunities – size, mix of early and late stage, time lapse between identification and close, win rate – with what is required to successfully achieve or exceed revenue and growth targets. Funnel management requires: sales processes (a common sales language for managing opportunities from identification to close, including associated tools), Standard KPIs and Targets, and a clear Funnel Review Cadence and Process.

Pricing Leaders must be able to address four fundamental decisions: 1. What should the price be? 2. When should discounts be granted and how can they be managed? 3. What structure of prices will generate the highest profits? 4. How will competition and industry dynamics influence pricing decisions. This module will help your team identify your current state and identify opportunities for improved pricing pull-through and profitability. If you currently face high or increasing discount levels, margin erosion, competitive space that seems “price-based”, or planning for price adjustments for the future, this module will help your team execute a strategy.

Sales teams tend towards conversations about products features, benefits, and pricing but not about business issues. 1/3 of customers are hung up purely on price, but 2/3 are willing to hear your argument. On average 87% of the revenues in complex B2B sales environments are being generated by just 13% of the sales population who create unique value-based selling. Value Selling is a selling skill built around product or service value proposition. Value Selling should be installed when you need to set a clear value proposition differentiated from competition, are engaging a sales team to move beyond price discussions, clear development of long term relationship building with customers, and want to increase and improve sales wins.

It’s a method that puts systems around the art of selling, relying not just on gut feel and native sales talent—the traditional qualities of the rainmaker—but also on data, analysis, processes, and tools to redraw the boundaries of markets and increase a sales force’s productivity.

Lean System

Quality

The Quality System Assessment process is an 8 element assessment that determines the organization’s current state effectiveness with: leadership culture of quality, customer experience – problem solving process, product management, research & development, supplier development, back-office processes, manufacturing processes, and technical support. Most importantly, the assessment uses “gap” analysis to identify high-payoff improvement opportunities that can lead to an action plan.

Quality Systems Basics is a systematic approach towards building an operation designed to provide up to the quality standards of your customer with consistency, repeatability, and sustainability. This module will help your team identify current state processes, make and try-storm improvements, and build quality into the process along the way, with a clear deliverable of a sustainable system in place, built and adopted by your associates.

Mistake proofing, also known as poka yoke, is intended to prevent or make it impossible for an error to occur or to make it evident that an error has occurred, thus creating a work environment built to perform its intended purpose. Jidoka is one of the Toyota Production System pillars that highlights work to be stopped immediately as soon as a problem occurs (to prevent defects from being passed down the line). This module will help you systematically identify and build improvements to your process to reduce or eliminate mistakes.

Variation Reduction Kaizen (VRK) is an efficient means of achieving an expected output using validated input and process standards. It allows for design of standard work to increase predictability when validated, followed, and sustained (quality, inventory, delivery, etc.). When ”noises” are turned into “constants”, it can establish best practice standards for all associates who engage in this process to follow. It allows a measurable standard to be audited against for performance. It allows you to control your controllables!

FMEA stands for Failure Modes Effect Analysis. A Failure Mode is the way a product, component, subassembly, input, or process can fail to perform its intended function, either as a result of an upstream operation or causing a downstream operation to fail. FMEA is a methodology to uncover the contributors to these concerns in the early development of a process or design and facilitate process improvement to prevent failure occurrences. In some cases, FMEA may be required by an applicable Quality Management System Standard (i.e. ISO)

Materials

The Materials System Assessment provides an effective method of assessing and benchmarking your organization’s materials management processes. In addition, it establishes a measure of the effectiveness of an organization’s materials process and a measurable basis of comparison with other companies. Further, practices which are strategic levers are related to materials strategy and an implied strategy based on the use of these practices is compared to the intended strategy to assure strategic alignment of the materials organization. Most importantly, the assessment uses “gap” analysis to identify high-payoff improvement opportunities that can lead to an action plan.

A Kanban system is meant to help maintain inventory levels using a visual “pull” system that signals production and delivery as material is consumed. A Kanban system is highly visual and tracked through a replenishment cycle, with a constant flow of production and inventory to meet demand in real time while keeping inventory levels low.

Heijunka = sequencing of production or level-loading. Focuses on the distribution between production volume and product mix evenly over time, or the level-loading of work to meet demand. Typically used in combination with other Lean principles to stabilize process flow, it converts uneven Customer “pull” into even, more predictable manufacturing process.

SIOP = Sales, Inventory and Operations Planning. A business process that provides management the ability to strategically direct its business to achieve competitive advantage on a continuous basis. It aligns the different functions involved in the forecasting of demand to delivery process: Sales, Marketing, Finance, and Operations. The process is performed at least monthly, brings together all functional plans, and reconciles, supply, demand, and new product plans. This module will help an organization implement a rigorous SIOP process.

Operations

The Analysis Approach, also referred to as Rapid Plant Analysis, gives an insight and road map for the critical opportunities for improvement throughout all aspects of the organization (manufacturing, operations, back-office, etc.). The team will work with on-site resources to assess critical value streams, observe work processes, drill into data sets, and result in a customized project list and improvements (savings or returns) with an ultimate road map for how the organization can achieve its targets.

TPM = Total Productive Maintenance. This is an installed system to maintain and improve the performance of your production and quality assets (i.e. machinery, equipment, process workflow, resources) to drive value-added activities. TPM will focus on the demand at which the business operates against the maintenance and scheduling needed to drive performance, thus avoiding one of the wastes of downtime that can occur from breakdowns or delays.

Set-up time is the time it takes to change equipment from the last good part of the previous production lot to the first good part of the subsequent production lot. If you think in terms of a race car and how the crew acts during a pit stop, the mission is to create shorter setup times, more frequent setups to reduce lead times to improve cost, quality and delivery by reducing inventory, direct labor, and space. The Set-up Reduction module (also known as SMED = Single Minute Exchange of Die) will help your team identify and implement Set-up Reductions.

The EH&S Risk Kaizen utilizes a 35 point risk assessment (hazard/exposure categories) to identify potential and observed risks in a defined scope of analysis. These risks are prioritized in terms of their probability of occurrence and consequence to the organization, and are put into an action plan for implementation and monitoring, both during and after the kaizen.

The Energy & Waste Saver Kaizen utilizes an energy/waste audit, to assess how much energy is consumed / waste generated and to evaluate what measures could improve the facility’s energy/waste efficiency. Whether the audit focuses on a whole site or on specific end uses, systems, or processes, it will often find opportunities that may, when implemented or corrected, save significant amounts of energy and money.

Leadership System

Business

Our MVV Process is designed to deliver an aligned Mission Statement, Vision Statement and Set of Core Values. These are the cornerstones of Transforming Company Culture.

Strategic Planning is the annual Strategic Planning Process and review that sets the short- and long-term direction for the organization. But have you covered all the bases you need to make clear decision making? Have you narrowed your Strategic Initiatives to the Critical Few? Have you a clear direction in not only “what” you are going to do, but “how” you are going to do it? The Strategic Planning process will allow an organization to go through the critical assessments in order to make fact-based, strategic planning to drive the course of the organization towards competitive breakthrough results.

When you are looking for breakthrough competitive advantage, you are looking for Strategy Deployment! Strategy Deployment builds off your Strategic Planning process in which you set and drive breakthrough results. Known as Strategy Deployment (aka hoshin kanri or Policy Deployment), our Lean Focus approach will guide you through identifying your gaps in your current state to achieve your future goals, whether that be to improve to industry standard, achieve “best in class” or “world class” status, or really change the market with breakthrough competitive advantage.Strategy Hands-on development of strategy deployment process using the client’s strategic initiatives as an input. Deliverables: Strategic plan deployed into a structured results-based execution process. Level 1, Level 2, matrices, bowlers, action plans, and A3s. Obeya room and standard work for leadership cadence of monthly review. Attendees: Senior Leaders by function, GM/Presidents, key associates tied to strategy.

Business Review Cadence is more than just a monthly meeting. If your current state operations review appears as a “Show and Tell” and less about driving results, let Lean Focus help you identify your critical core value drivers, cadence, action plan design, KPIs (key performance indicators), and review agendas to drive real results.

In a merger or acquisition, due diligence and a plan for integration from one organization into another requires a high level of expertise, insights, and planning on the front end. Lean Focus’ team and leadership are highly trained and knowledgeable in the requirements of thorough Due Diligence processes, identifying key focus areas, risk management, and post-acquisition planning.

Culture

The Lean Culture Diagnostic assesses the lean maturity of an organization looking at 5 Elements of a High Performing Culture and 14 Guiding Principles (Ways of Working). Most importantly, the assessment uses “gap” analysis to identify high-payoff improvement opportunities that can lead to an action plan.

This process is designed to define and drive employee engagement in the Transformation. Focus is on involving all levels of organization in the transformation and measuring the impact to core business KPI’s.

As a Leader in an organization, you are the most critical to drive the direction, culture, and performance by your team. Leading a full- or partial-scale Lean Transformation will take understanding, patience, and diligence. Through this 1-day course, you will be exposed to the most critical Leadership elements needed in order to adopt, implement, and sustain a thriving Lean culture.

Continuous Improvement Leaders need to practice what they preach, meaning continuous improvement and learning is a continuous process! During the CI Leader Boot Camp week, leaders will get hands-on training on how to prepare, execute, and sustain kaizen events, learn critical skills for driving involvement and engagement of participants to drive results, and ultimately, best practices for building a strong C.I. culture throughout the organization.

This Kaizen week is identified at the organization’s highest level (i.e. President’s Kaizen, Breakthrough Kaizen) which allows for senior leadership to participate in highest level and critical Value Stream kaizen events in one week. Multiple kaizens can be conducted during one week, with the aim to achieve breakthrough results while engaging the participation of Senior Leaders.

Talent

Do you have the right Talent to achieve your goals today? Do you have the right “bench” to step up to bat if any of your Talent were to leave? These are tough questions that an organization must be prepared to answer in today’s competitive employment marketplace. Our Talent Search team will support your organization in not only identifying a game plan for today’s players but also building the “bench” of future star players.

At the core of driving an Organization’s Vision, Mission, and Culture, is the talent and infrastructure of resources to support it. Through a rigorous Organization Review and Strategy development process, an organization can construct its resources, people, and reporting layers to drive the results it needs. The deliverable here is to enable competing by design.

If your objective is to drive a high performing culture, a critical component to that culture is the recruitment and on-boarding of talent. Led by a senior leader in the Human Resources and Talent team, Lean Focus will help your organization identify and implement a program that is customized and critical to the strategic direction and culture of your organization.

Performance Management and Development is a critical pathway to ensure that your associates’ performance and development is tied to the strategic direction and vision of the company, while also ensuring engagement for retention. Our Talent Search team will guide your organization through the process and installment of a Performance Management program along with the action plan to install and ensure sustainment to drive results.

Developing emerging leadership talent is vital to sustainable growth. Our LDP process delivers a structure to how to bring talent along in their development journey. It also provides for a level setting on how all leaders should lead in an organization.

What gets measured gets done, what gets rewarded builds a culture. Our R&R process helps the organization aligned compensation and reward with the results and values of he company in order to further strengthen the culture.

Foundation

A Value Stream is a key business process that adds value to a product or service. Value Stream Mapping allows you to identify the Current State of your key value stream, identify wastes in your processes, and use real data to identify measurable targets for improvements. A Value Stream Mapping exercise allows you to visualize the “big picture” of a high level process and identify key “kaizen” event improvements to target to improve the process towards a measurable Future State.

This program will train on concepts of Standard Work and apply to a real live problem at the client site. Final deliverables will include SW confirmed and finalized, associates trained on the new SW, and a Leadership report out of impact to gap.

Once improvement priorities are identified (typically identified in a Value Stream Map), TPI is one tool Lean Focus uses to help clients build stronger processes and tools. It helps identify the more detailed level process mapping in its current state, identifying process breakdowns, try-storming new improvements, and implementing towards a future state with clear, measurable deliverables and impact to the process.

Kaizen involves breaking down a process, removing any unnecessary elements, and then putting it back together in a new and improved way. The process should now work more smoothly and fully utilize the skill sets of everyone involved. A kaizen event is a five-day team workshop with a specific goal or set of goals for an area that needs improvement. This event will be led by a team leader and will include training, data collection, brainstorming, and implementation. At the end of the event, the team leader will create a follow-up plan and a report to be submitted to management. Many people are familiar with the term “kaizen”, which is Japanese for “change for better”. In business, kaizen refers to any activities that improve the function of a process.

Often times, teams and companies will find themselves firefighting the same problems over and over again or are stuck as to how to resolve a problem. Most often, a problem is poorly defined or nebulous in nature! Associates will gain experience with our proprietary Problem-Solving System (PS2) using real problems brought in as pre-work and provided case studies. Skill development will be the focus for the 2 days, where you will learn AND apply new and unique approaches to solving problems such as: developing your “burning platform,” clearly and succinctly defining your problem, and breaking down your problem into its largest causal contributors.

Daily Management is the most important tool/process in a successful lean transformation. Daily problem-solving across key performance metrics in the various business functions will enable the business to achieve its strategic objectives over the long term. Real business results will be realized during this event.

This module helps teams identify the difference between what is Value Added to a product/service/final deliverable and what is not value added. In order to improve the work processes, one must eliminate the 8 wastes and the 3Ms = Muda (waste), Mura (unevenness), Muri (Forcibly).

One of the critical elements towards a Lean working environment is an emphasis on Safety, while creating a Visual Control in order to satisfy other critical requirements of the business, such as Quality, Delivery, Inventory, Productivity, and Engagement. 6S, which stands for “Safety, Sort, Set-in-Order, Shine, Standardize, and Sustain” is a framework for creating a visual, controlled environment to deliver products/services at an expected output level. This module will review the requirements and installment for a sustainable culture using 6S and Visual Controls.

Guiding Principles

The foundation for Growth, Lean, and Leadership relies on the culture of how we work. This is an overview that encapsulates the principles of the 14 principles or ways of working for the foundational system to be built upon.

Kaizen mindset

continuous flow

create pull

level the work

stop and fix

standardize work

visualize problems

mind vs. wallet

Leaders teach

develop people

respect others

go see yourself

eliminate waste

high expectations

Select a system to explore, and hover over each item to learn more.

Growth System

Discover

Customer Insight 360 & VOC

Customer Insight 360 & VOC
An introductory course to VOC techniques to help teams learn and identify different techniques to apply in order to get the feedback needed to drive product/service quality and improvements. The different customer decision-making stage gates and using a cross-functional approach to soliciting feedback to gain valuable working insights in the discovery stages. Can include a hands-on workshop application to a real problem.

Product Management Toolkit

Product Management Toolkit
A comprehensive set of tools, processes, and templates used to effectively manage and deliver product and/or services in a business. Tools such as product roadmaps, product requirements documents, competitive comparison checklists, technology roadmaps, are used in the functional area of product management. Product management is an organizational function within a company dealing with new product development, business justification, planning, verification, forecasting, pricing, product launch, and marketing of a product or products at all stages of the product lifecycle. Similarly, product lifecycle management (PLM) integrates people, data, processes and business systems. It provides product information for companies and their extended supply chain enterprise.

Product Portfolio Management

Product Portfolio Management
How many products are too many products? Product Portfolio Management is a thorough assessment of your current and future pipeline Product Portfolio and aligning towards your long-term strategic objectives while gaining short-term wins for improvement. Through a process-driven review of your Portfolio, you can align you product performance goals with your overall Strategic goals within the organization for improved communication, momentum with your sales and marketing efforts, and performance.

Innovation Factory

Innovation Factory
Innovation Factory incorporates key concepts & principles of design thinking. Provides an overview of the innovation process and design thinking. Covers the 5 action phases of design thinking. It also covers design thinking mindsets, tools, and templates. It results in a working innovation process for a business that can be used to drive new product or service organic growth.

Customer Segmentation & Visibility

Customer Segmentation & Visibility
Used in the Discover process, Customer Segmentation helps an organization identify opportunities for the highest potential impact to the business in both the short- and long-term strategy, combining analysis with forecasted revenue. You will work with a Commercial Growth Leader who has held a senior Leadership position with P&L responsibility who will understand the ins and outs of meeting revenue targets while driving tactical action plans to produce real results. Customer Segmentation is used when you are using targeted market selection and campaigns, are tackling unpenetrated market opportunities, leveraging your core strengths, a strategic reorganization of the business, or foresee market changes and need to forecast new opportunities.

Design

Lean R&D Assessment

Lean R&D Assessment
The Lean R&D assessment provides an effective method of assessing and benchmarking your organization’s product development process. In addition, it establishes a measure of the effectiveness of an organization’s product development process and a measurable basis of comparison with other companies. Further, practices which are strategic levers are related to product development strategy and an implied strategy based on the use of these practices is compared to the intended strategy to assure strategic alignment of product development. Most importantly, the assessment uses “gap” analysis to identify high-payoff improvement opportunities that can lead to an action plan.

Value Analysis / Value Engineering

Value Analysis / Value Engineering
Value is determined by the alignment of performance and cost. Value is increased if the customer wants, needs, and is willing to pay for more performance. VAVE, or Value Analysis Value Engineering, is a team approach to analyze value in a product, system or service. You will apply VAVE when you are improving value for competitive purposes, improving successive products (i.e. version 1.0, 2.0, etc.), taking a price cut or increase, or trying to find cost of goods sold improvements.

Visual Project Management / Obeya Kaizen

Visual Project Management / Obeya Kaizen
A Visual Project Management module will help your team with a project that may require cross-functional participants, significant resources, and/or longer term project management with a clear timeline for delivery. An Obeya Room (meaning “big room” in Japanese) is utilized to bring together critical resources that drive the “project” forward, used to house the daily management, reviews, and problem-solving needed to drive a project forward according to expected timelines.

3P Kaizen: Process, Product, Plant

3P Kaizen: Process, Product, Plant
The conventional product design approach relies on new products being designed first, then relegated to the rest of the business to carry out. This approach has distinct disadvantages, such as a costly manufacturing process resulting, gaps in talent/skills/assets needed to produce it, launch delays, and disconnect with sales and marketing requirements. However, the 3P Product Design Approach allows a team to design concurrently with business operations in mind, aligning production, preparation and process to be the focus. This results in better product manufacturing, less capital investment upfront, on-time launches, and lower costs for long-term sustainment.

Design for Manufacturing

Design for Manufacturing
This module takes an approach to designing products that are easy to manufacturing by improving the process for simple assembly, applying poka yoke (error-proofing) concepts, and simplifying raw materials, suppliers, set-ups and assembly. One would apply this concept when trying to reduce supply chain costs, improving purchasing and forecasting accuracy, error-reduction in assembly, and streamlining and cross-training labor for productivity gains.

Deploy

Commercial Discovery & Accelerated Growth Process Kaizen

Commercial Discovery & Accelerated Growth Process Kaizen
AGP = Accelerated Growth Process is a structured process to improve integrated sales and marketing initiatives to identify more customer opportunities and build sales and marketing strategies for higher win rates. It will focus on deep customer understanding, identifying points of differentiation, building and executing measurable sales and marketing programs to build demand, leads and conversion rates.

Sales Funnel Management

Sales Funnel Management
Funnel Management is a disciplined process to align an organization’s collective opportunities – size, mix of early and late stage, time lapse between identification and close, win rate – with what is required to successfully achieve or exceed revenue and growth targets. Funnel management requires: sales processes (a common sales language for managing opportunities from identification to close, including associated tools), Standard KPIs and Targets, and a clear Funnel Review Cadence and Process.

Strategic Pricing

Strategic Pricing
Pricing Leaders must be able to address four fundamental decisions: 1. What should the price be? 2. When should discounts be granted and how can they be managed? 3. What structure of prices will generate the highest profits? 4. How will competition and industry dynamics influence pricing decisions. This module will help your team identify your current state and identify opportunities for improved pricing pull-through and profitability. If you currently face high or increasing discount levels, margin erosion, competitive space that seems “price-based”, or planning for price adjustments for the future, this module will help your team execute a strategy.

Value Selling

Value Selling
Sales teams tend towards conversations about products features, benefits, and pricing but not about business issues. 1/3 of customers are hung up purely on price, but 2/3 are willing to hear your argument. On average 87% of the revenues in complex B2B sales environments are being generated by just 13% of the sales population who create unique value-based selling. Value Selling is a selling skill built around product or service value proposition. Value Selling should be installed when you need to set a clear value proposition differentiated from competition, are engaging a sales team to move beyond price discussions, clear development of long term relationship building with customers, and want to increase and improve sales wins.

Sales Force Productivity

Sales Force Productivity
It’s a method that puts systems around the art of selling, relying not just on gut feel and native sales talent—the traditional qualities of the rainmaker—but also on data, analysis, processes, and tools to redraw the boundaries of markets and increase a sales force’s productivity.

Lean System

Quality

Quality System Assessment

Quality System Assessment
The Quality System Assessment process is an 8 element assessment that determines the organization’s current state effectiveness with: leadership culture of quality, customer experience – problem solving process, product management, research & development, supplier development, back-office processes, manufacturing processes, and technical support. Most importantly, the assessment uses “gap” analysis to identify high-payoff improvement opportunities that can lead to an action plan.

Quality Systems Basics

Quality Systems Basics
Quality Systems Basics is a systematic approach towards building an operation designed to provide up to the quality standards of your customer with consistency, repeatability, and sustainability. This module will help your team identify current state processes, make and try-storm improvements, and build quality into the process along the way, with a clear deliverable of a sustainable system in place, built and adopted by your associates.

Mistake Proofing / Jidoka

Mistake Proofing / Jidoka
Mistake proofing, also known as poka yoke, is intended to prevent or make it impossible for an error to occur or to make it evident that an error has occurred, thus creating a work environment built to perform its intended purpose. Jidoka is one of the Toyota Production System pillars that highlights work to be stopped immediately as soon as a problem occurs (to prevent defects from being passed down the line). This module will help you systematically identify and build improvements to your process to reduce or eliminate mistakes.

Variation Reduction

Variation Reduction
Variation Reduction Kaizen (VRK) is an efficient means of achieving an expected output using validated input and process standards. It allows for design of standard work to increase predictability when validated, followed, and sustained (quality, inventory, delivery, etc.). When ”noises” are turned into “constants”, it can establish best practice standards for all associates who engage in this process to follow. It allows a measurable standard to be audited against for performance. It allows you to control your controllables!

FMEA Kaizen: System, Design, Process

FMEA Kaizen: System, Design, Process
FMEA stands for Failure Modes Effect Analysis. A Failure Mode is the way a product, component, subassembly, input, or process can fail to perform its intended function, either as a result of an upstream operation or causing a downstream operation to fail. FMEA is a methodology to uncover the contributors to these concerns in the early development of a process or design and facilitate process improvement to prevent failure occurrences. In some cases, FMEA may be required by an applicable Quality Management System Standard (i.e. ISO)

Materials

Material System Assessment

Material System Assessment
The Materials System Assessment provides an effective method of assessing and benchmarking your organization’s materials management processes. In addition, it establishes a measure of the effectiveness of an organization’s materials process and a measurable basis of comparison with other companies. Further, practices which are strategic levers are related to materials strategy and an implied strategy based on the use of these practices is compared to the intended strategy to assure strategic alignment of the materials organization. Most importantly, the assessment uses “gap” analysis to identify high-payoff improvement opportunities that can lead to an action plan.

Dynamic Kanban & PFEP

Dynamic Kanban & PFEP
A Kanban system is meant to help maintain inventory levels using a visual “pull” system that signals production and delivery as material is consumed. A Kanban system is highly visual and tracked through a replenishment cycle, with a constant flow of production and inventory to meet demand in real time while keeping inventory levels low.

Heijunka (Level Loading)

Heijunka (Level Loading)
Heijunka = sequencing of production or level-loading. Focuses on the distribution between production volume and product mix evenly over time, or the level-loading of work to meet demand. Typically used in combination with other Lean principles to stabilize process flow, it converts uneven Customer “pull” into even, more predictable manufacturing process.

SIOP Process

SIOP Process
SIOP = Sales, Inventory and Operations Planning. A business process that provides management the ability to strategically direct its business to achieve competitive advantage on a continuous basis. It aligns the different functions involved in the forecasting of demand to delivery process: Sales, Marketing, Finance, and Operations. The process is performed at least monthly, brings together all functional plans, and reconciles, supply, demand, and new product plans. This module will help an organization implement a rigorous SIOP process.

Operations

Rapid Plant Analysis

Rapid Plant Analysis
The Analysis Approach, also referred to as Rapid Plant Analysis, gives an insight and road map for the critical opportunities for improvement throughout all aspects of the organization (manufacturing, operations, back-office, etc.). The team will work with on-site resources to assess critical value streams, observe work processes, drill into data sets, and result in a customized project list and improvements (savings or returns) with an ultimate road map for how the organization can achieve its targets.

Total Productive Maintenance

Total Productive Maintenance
TPM = Total Productive Maintenance. This is an installed system to maintain and improve the performance of your production and quality assets (i.e. machinery, equipment, process workflow, resources) to drive value-added activities. TPM will focus on the demand at which the business operates against the maintenance and scheduling needed to drive performance, thus avoiding one of the wastes of downtime that can occur from breakdowns or delays.

Setup Reduction

Setup Reduction
Set-up time is the time it takes to change equipment from the last good part of the previous production lot to the first good part of the subsequent production lot. If you think in terms of a race car and how the crew acts during a pit stop, the mission is to create shorter setup times, more frequent setups to reduce lead times to improve cost, quality and delivery by reducing inventory, direct labor, and space. The Set-up Reduction module (also known as SMED = Single Minute Exchange of Die) will help your team identify and implement Set-up Reductions.

EH&S Risk Kaizen

EH&S Risk Kaizen
The EH&S Risk Kaizen utilizes a 35 point risk assessment (hazard/exposure categories) to identify potential and observed risks in a defined scope of analysis. These risks are prioritized in terms of their probability of occurrence and consequence to the organization, and are put into an action plan for implementation and monitoring, both during and after the kaizen.

Energy & Waste Saver Kaizen

Energy & Waste Saver Kaizen
The Energy & Waste Saver Kaizen utilizes an energy/waste audit, to assess how much energy is consumed / waste generated and to evaluate what measures could improve the facility’s energy/waste efficiency. Whether the audit focuses on a whole site or on specific end uses, systems, or processes, it will often find opportunities that may, when implemented or corrected, save significant amounts of energy and money.

Leadership System

Business

Mission, Vision, Values Process

Mission, Vision, Values Process
Our MVV Process is designed to deliver an aligned Mission Statement, Vision Statement and Set of Core Values. These are the cornerstones of Transforming Company Culture.

Strategic Planning

Strategic Planning
Strategic Planning is the annual Strategic Planning Process and review that sets the short- and long-term direction for the organization. But have you covered all the bases you need to make clear decision making? Have you narrowed your Strategic Initiatives to the Critical Few? Have you a clear direction in not only “what” you are going to do, but “how” you are going to do it? The Strategic Planning process will allow an organization to go through the critical assessments in order to make fact-based, strategic planning to drive the course of the organization towards competitive breakthrough results.

Strategy Deployment

Strategy Deployment
When you are looking for breakthrough competitive advantage, you are looking for Strategy Deployment! Strategy Deployment builds off your Strategic Planning process in which you set and drive breakthrough results. Known as Strategy Deployment (aka hoshin kanri or Policy Deployment), our Lean Focus approach will guide you through identifying your gaps in your current state to achieve your future goals, whether that be to improve to industry standard, achieve “best in class” or “world class” status, or really change the market with breakthrough competitive advantage.Strategy Hands-on development of strategy deployment process using the client’s strategic initiatives as an input. Deliverables: Strategic plan deployed into a structured results-based execution process. Level 1, Level 2, matrices, bowlers, action plans, and A3s. Obeya room and standard work for leadership cadence of monthly review. Attendees: Senior Leaders by function, GM/Presidents, key associates tied to strategy.

Business Review Cadence

Business Review Cadence
Business Review Cadence is more than just a monthly meeting. If your current state operations review appears as a “Show and Tell” and less about driving results, let Lean Focus help you identify your critical core value drivers, cadence, action plan design, KPIs (key performance indicators), and review agendas to drive real results.

Due Diligence & Acquisition Integration

Due Diligence & Acquisition Integration
In a merger or acquisition, due diligence and a plan for integration from one organization into another requires a high level of expertise, insights, and planning on the front end. Lean Focus’ team and leadership are highly trained and knowledgeable in the requirements of thorough Due Diligence processes, identifying key focus areas, risk management, and post-acquisition planning.

Culture

Lean Culture Diagnostic

Lean Culture Diagnostic
The Lean Culture Diagnostic assesses the lean maturity of an organization looking at 5 Elements of a High Performing Culture and 14 Guiding Principles (Ways of Working). Most importantly, the assessment uses “gap” analysis to identify high-payoff improvement opportunities that can lead to an action plan.

Engagement Process

Engagement Process
This process is designed to define and drive employee engagement in the Transformation. Focus is on involving all levels of organization in the transformation and measuring the impact to core business KPI’s.

Executive Champion Bootcamp

Executive Champion Bootcamp
As a Leader in an organization, you are the most critical to drive the direction, culture, and performance by your team. Leading a full- or partial-scale Lean Transformation will take understanding, patience, and diligence. Through this 1-day course, you will be exposed to the most critical Leadership elements needed in order to adopt, implement, and sustain a thriving Lean culture.

CI Leader Boot Camp

CI Leader Boot Camp
Continuous Improvement Leaders need to practice what they preach, meaning continuous improvement and learning is a continuous process! During the CI Leader Boot Camp week, leaders will get hands-on training on how to prepare, execute, and sustain kaizen events, learn critical skills for driving involvement and engagement of participants to drive results, and ultimately, best practices for building a strong C.I. culture throughout the organization.

Breakthrough Kaizen Week

Breakthrough Kaizen Week
This Kaizen week is identified at the organization’s highest level (i.e. President’s Kaizen, Breakthrough Kaizen) which allows for senior leadership to participate in highest level and critical Value Stream kaizen events in one week. Multiple kaizens can be conducted during one week, with the aim to achieve breakthrough results while engaging the participation of Senior Leaders.

Talent

Talent Management Process

Talent Management Process
Do you have the right Talent to achieve your goals today? Do you have the right “bench” to step up to bat if any of your Talent were to leave? These are tough questions that an organization must be prepared to answer in today’s competitive employment marketplace. Our Talent Search team will support your organization in not only identifying a game plan for today’s players but also building the “bench” of future star players.

Organizational Readiness Process

Organizational Readiness Process
At the core of driving an Organization’s Vision, Mission, and Culture, is the talent and infrastructure of resources to support it. Through a rigorous Organization Review and Strategy development process, an organization can construct its resources, people, and reporting layers to drive the results it needs. The deliverable here is to enable competing by design.

Recruit & Onboarding

Recruit & Onboarding
If your objective is to drive a high performing culture, a critical component to that culture is the recruitment and on-boarding of talent. Led by a senior leader in the Human Resources and Talent team, Lean Focus will help your organization identify and implement a program that is customized and critical to the strategic direction and culture of your organization.

Performance Management Process

Performance Management Process
Performance Management and Development is a critical pathway to ensure that your associates’ performance and development is tied to the strategic direction and vision of the company, while also ensuring engagement for retention. Our Talent Search team will guide your organization through the process and installment of a Performance Management program along with the action plan to install and ensure sustainment to drive results.

Leadership Development Process

Leadership Development Process
Developing emerging leadership talent is vital to sustainable growth. Our LDP process delivers a structure to how to bring talent along in their development journey. It also provides for a level setting on how all leaders should lead in an organization

Reward & Recognition Process

Reward & Recognition Process
What gets measured gets done, what gets rewarded builds a culture. Our R&R process helps the organization aligned compensation and reward with the results and values of he company in order to further strengthen the culture.

Foundation

Value Stream Mapping (VSM)

A Value Stream is a key business process that adds value to a product or service. Value Stream Mapping allows you to identify the Current State of your key value stream, identify wastes in your processes, and use real data to identify measurable targets for improvements. A Value Stream Mapping exercise allows you to visualize the “big picture” of a high level process and identify key “kaizen” event improvements to target to improve the process towards a measurable Future State.

Standard Work / Leader Standard Work

This program will train on concepts of Standard Work and apply to a real live problem at the client site. Final deliverables will include SW confirmed and finalized, associates trained on the new SW, and a Leadership report out of impact to gap.

Transactional Process Improvement (TPI)

Once improvement priorities are identified (typically identified in a Value Stream Map), TPI is one tool Lean Focus uses to help clients build stronger processes and tools. It helps identify the more detailed level process mapping in its current state, identifying process breakdowns, try-storming new improvements, and implementing towards a future state with clear, measurable deliverables and impact to the process.

Kaizen Event Process

Kaizen involves breaking down a process, removing any unnecessary elements, and then putting it back together in a new and improved way. The process should now work more smoothly and fully utilize the skill sets of everyone involved. A kaizen event is a five-day team workshop with a specific goal or set of goals for an area that needs improvement. This event will be led by a team leader and will include training, data collection, brainstorming, and implementation. At the end of the event, the team leader will create a follow-up plan and a report to be submitted to management. Many people are familiar with the term “kaizen”, which is Japanese for “change for better”. In business, kaizen refers to any activities that improve the function of a process.

Problem-Solving System

Often times, teams and companies will find themselves firefighting the same problems over and over again or are stuck as to how to resolve a problem. Most often, a problem is poorly defined or nebulous in nature! Associates will gain experience with our proprietary Problem-Solving System (PS2) using real problems brought in as pre-work and provided case studies. Skill development will be the focus for the 2 days, where you will learn AND apply new and unique approaches to solving problems such as: developing your “burning platform,” clearly and succinctly defining your problem, and breaking down your problem into its largest causal contributors.

Daily Management

Daily Management is the most important tool/process in a successful lean transformation. Daily problem-solving across key performance metrics in the various business functions will enable the business to achieve its strategic objectives over the long term. Real business results will be realized during this event.

8 Wastes & 3Ms

This module helps teams identify the difference between what is Value Added to a product/service/final deliverable and what is not value added. In order to improve the work processes, one must eliminate the 8 wastes and the 3Ms = Muda (waste), Mura (unevenness), Muri (Forcibly).

6S & Visual Management

One of the critical elements towards a Lean working environment is an emphasis on Safety, while creating a Visual Control in order to satisfy other critical requirements of the business, such as Quality, Delivery, Inventory, Productivity, and Engagement. 6S, which stands for “Safety, Sort, Set-in-Order, Shine, Standardize, and Sustain” is a framework for creating a visual, controlled environment to deliver products/services at an expected output level. This module will review the requirements and installment for a sustainable culture using 6S and Visual Controls.

Guiding Principles

The foundation for Growth, Lean, and Leadership relies on the culture of how we work. This is an overview that encapsulates the principles of the 14 principles or ways of working for the foundational system to be built upon.

Kaizen mindset

continuous flow

create pull

level the work

stop and fix

standardize work

visualize problems

mind vs. wallet

Leaders teach

develop people

respect others

go see yourself

eliminate waste

high expectations

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