Originally developed by Toyota, Hoshin Kanri is the open secret to Toyota’s long lived success. As a dynamic management planning and improvement system, Hoshin Kanri should be an integral part of any lean improvement program. Unfortunately, here in the West, lean initiatives typically go ahead without this essential ingredient. The result is an 80% failure rate to meet expectations.
The fact is that Hoshin Kanri will ensure amazing productivity transformations in almost any SME. Read about how we help firms like yours use this big company technique.
Is COVID forcing a new business reality on you? Are you having to rethink your business model? Is cash-flow short? If so, then our rapid business turnarounds service will help you stabilize the business and get back on track – fast.
If you are heading into crisis mode, then you need to energize everyone in a concerted effort to innovate and make things work better than ever before. After dozens of successful rapid turnarounds we assure you that our rapid turnaround methods do just that, orchestrating a massive effort to transform performance.
In fact we are so sure of your ultimate success that we even offer you a guarantee.
In his groundbreaking book, Jeremy Old explains how to transform productivity and organizational performance by handling twelve key emotional drivers.
Jeremy uses the latest science to show why conventional management often puts productivity into a nosedive. With his explanation comes a wealth of practical advice on how to boost employee enthusiasm, commitment and competence. His insights will enable you to transform your leadership career and your organizational destiny.
Most managers we speak to cannot believe this. But believable or not research shows that the average senior manager is unaware of 96% of operational problems impacting customers and employees at the coal face.
The significance of so many problems submerged beneath the surface is that company profits are suppressed by a massive 40%. So, if you are not already making 10% net profit use our business health check to find out why. The health check will give you the heads up on what to improve as well. Read more about our Business Health Check …
With 70% of major business improvement initiatives failing, is rapid business transformation just a mirage? There is an art to achieving ambitious strategic goals. Toyota calls this open secret ‘Hoshin Kanri’ and they have used it for decades to become global leaders.
The key to Hoshin Kanri’s consistent success, lies in its ability to orchestrate dozens of improvements with overall strategy whilst simultaneously inspiring employee engagement at every level and across the whole organisation; sounds useful? Read more … Or get the full facts: Download our free white paper on Hoshin Kanri.
Business improvement projects
Loss making turnarounds
34:1 Average client ROI
Manufacturing & Services industry sectors
Start-ups including R&D projects
Let’s meet for a chat and establish your areas of growth. We can go through what could benefit your business and how Team Business Development could help you.
TBD’s employee engagement programmes are self-funding, as motivated and committed employees can boost productivity by 50% or more. The impact will measurably transform your bottom-line. And we guarantee it.
WARNING If you are contemplating a major change initiative, you need to know that change seldom turns out as planned.
Read our whitepaper and learn about Hoshin Kanri, a simple but holistic approach to business change and transformation, that proves consistently successful in promoting change.
You cannot run a business blind and on average senior management are aware of only 4% of problems facing staff and customers...
As an owner manager or manager, you are aware that being a leader can be a lonely task, it pays to keep a balanced perspective ...
The COVID-19 environment prioritises the need for early response to stress and mental health problems
Based on the human givens approach to psychotherapy my sessions routinely give fast and effective relief from emotional distress and a variety of other problems.
What if you could get get five times the price for your business in the next 2 years? …
Our Rapid Business Turnarounds service helps small firms stabilise fast and adjust to the post COVID business realities
“… The most exciting thing to have happened since I set up the company… Not only do we now have a much clearer overall direction, but the planning process disciplines us to focus on exactly how we will fulfil our aims."
"At the time we really needed help, Jeremy came through and provided invaluable aid restructuring and redirecting the business. He put us back into a healthy profit after a really difficult period when the recession hit us. A year later we are using him again to help refine systems, processes and teamwork"
“TBD has achieved more in three weeks than I normally achieve in six months”.
We have learned a lot from Jeremy’s involvement and now have a clear structure to the way we run improvement projects. TBD has really helped us see the forward strategy, identifying future risks and opportunities in a structured way.
"TBD is the best thing the firm has done for years. It is like a breath of fresh air. We can handle a variety of issues in a fast and practical way without getting bogged down by argument and long-winded discussion. The group planning gives us a much better collective focus on what we have to do next and the simple means to do it as well."
“TBD is just brilliant. The one-day workshop has transformed 100 or so whinges into 14 coherent projects. It has collated, filtered and ordered all the different viewpoints and opinions so that the links have become apparent and we can see where we are and where we need to get to next.”
“Senior managers now make more of a communal effort. We talk a lot more, whereas before we worked in isolation; each doing their own thing, but not really realizing our impact on other departments. Factory workflow is much improved and profitability is up.”
“Instead of having departmental rivalry, each department can now see that what they are doing may be causing a problem for other departments. They are now far more supportive of altering their own ways of doing things to assist the needs of other departments.”
“The improvement projects set up by the planning team have introduced an array of initiatives including lean manufacturing techniques, such as the 5 ‘S’s, and widespread NVQ training. We are already experiencing reductions in scrap generated and are projecting a 25% savings in the despatch department. Basically the whole place just seems a lot more organised.”