Hoshin Kanri is a little known management planning system developed by Toyota, that reverses the poor track record of more conventional lean initiatives. Hoshin Kanri works for any reasonably competent SME and is capable of amazing transformations in productivity. Read about how we help small enterprises using this big company technique.
Engaged employees have productivity levels at least 50% higher than the norm. But what is the secret to motivating and inspiring your employees? Well its all about working with human nature not against it. TBD has a fairly unique take on this aspect of leadership. So, read more about how our unique methods can bring about a rapid transformation in productivity.
In this groundbreaking book, Jeremy Old explains how to transform productivity and organizational performance by handling twelve key emotional drivers. Jeremy uses findings from modern neuroscience and psychotherapy to explain 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.
Amazing but true! The average senior manager is unaware of 96% of operational problems impacting customers.
This inability to see the reality of everyday operations submerged beneath the surface suppresses company profits by 40%. If you are not already making 10% net profit and want to find out why, read more about our Business Reality Check …
The art of rapid business transformation
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.
Our company described in numbers
Business improvement projects
Enterprises helped
Loss making turnarounds
34:1 Average client ROI
Manufacturing & Services industry sectors
Start-ups including R&D projects
Get your free business consultation today.
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.
The key to higher productivity and organisational success
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.
Hoshin Kanri and the art of business transformation
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.
Check out our other business improvement services
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 ...
Stress audits are a powerful tool to rectify problem areas in engagement, performance, and productivity ...
Are you coping? Stress management counselling can help you think more clearly and work more effectively ...
What if you could get get five times the price for your business in the next 2 years? …
83% of mergers and acquisitions fail to create a competitive sustainable advantage. What if you could buck this trend ...
Testimonials
Clive Elliott, Elliott and Hayward Partnership, agricultural contractors
“… 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."
Ed Taylor, Director
"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"
Jeff Heyes, veteran turnaround specialist in the UK print industry Borcombe Ltd
“TBD has achieved more in three weeks than I normally achieve in six months”.
Jerry Steedman, MD
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.
Keith Simpkins FJ Warren
"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."
Mandy Williamson, Chief Executive
“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.”
Marc Allen director Tekne shop fitting Ltd
“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.”
Martin Daniel, production director, BAS Fine Art Printers
“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.”
Phil Williams, Operations Director, Holloid Plastics Ltd
“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.”