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Our Approach
Kaizen Sensei believes that there must be a partnership between the client and the consultant. Trust must be developed so that the workers feel ownership in the ‘new’ culture they are part of. We accomplish this through implementing Lean, Kanban, Kaizen and Heijunka practices and by Engineering operational changes that make it impossible to do a task incorrectly. We use the tools of Six-sigma for data mining depth that allow the discovery of root causes of problems thus eliminating  problems permanently.

“By the People, For the People, With the People”

Here are the steps taken to ensure a regression proof implementation:

   1.  Learn About “Lean”
   2.  Gain Management Commitment
   3.  Do Assessment
   4.  Draw Current State Map (Value Stream Mapping)
   5.  Draw Future State Map
   5.  Develop “Lean” Strategic Plan from Future State Map
            - Goals and objectives
            - Resources evaluation
            - Needs
            - Costs and Payback time line
   4.  Determine New “Lean” Metrics
   5.  Develop Culture Structure
   6.  Analysis of Processes
   7.  Determine Product Family - (PQ Analysis)
   8.  Reengineer/reprocess
   9.  Implement—Do it to the plan!
            - Train upper Management
            - Train new culture
            - Begin on-the-job training
  10.  Reassessment
            - Recalibrate and adjust immediate plan and review
              Strategic Plan's goals and  objectives.
            - Retrain and reinvest:
                    a. Capital
                    b. Manpower
                    c. Technology

Kanban, Hoshin Fundamentals: Our Approach

Most business executives have heard all the buzzwords describing new methodologies that refer to the latest "Flavor-of-the-month" improvement scheme, including Kanban, Heijunka, Kaizen and Inventory and Production Control. Many of these same companies relegate the use of these "New Techniques, or Schemes" to a small portion of the business, to be tried-out, investigated and to see, when thrown against the wall, what sticks?

The whole concept of "Lean" is not a flavor-of-the-month, nor is it something that can be relegated to only a portion of a business. "Lean" is a new philosophy, one based on worker participation and involvement in the decision making process. "Lean" is "By the People, With the People, For the People". The workers own the process and are accountable for their results.
Metrics board
Gemba
Participative Management
Metrics - Benchmarks
Kaizen Sensei
15 Quick saving potentials
Even before you attempt to implement "Lean", There are 15 way to bring savings IMMEDIATELY!
A3 Example as used in Japan and by Kaizen Sensei
Kaizen Sensei at training session
THEME:
- "What are we trying to do?"
BACKGROUND:
- Problem context and importance
CURRENT CONDITION:
- Diagram of current process.
- What about the system is not ideal?
- Extent of the problem(s), i.e., measures
CAUSE ANALYSIS:
- Most likely root cause of problems in the current  
  condition:
- 5 why's analysis
TARGET CONDITION:
- Diagram of proposed new process
- Countermeasure
IMPLEMENTATION PLAN:
- What?
- Who?
- When?
- Cost/Benefit:
FOLLOW UP:
Plan                                         
- Predicted Performance      
- How, when to Check 
Actual Results 
- Date Check Done
- Results, Compare to Predicted