PARTNERSHIPS — Programs & Services

• An institution is created together with the instructors who teach at it
• Curriculum is assigned to that institution, so a learner’s catalog is what the institution was sold rather than everything that exists
• Instructors enrol their own students at their own institution
• Students work through the modules of the curriculum assigned to them
• The content is the published field-protocol library, read from the compiled method build rather than from a brochure

• Value stream mapping — current state, future state, and the improvement budget that comes out of the analysis
• Kaizen events — facilitated daily and weeklong events against a defined problem
• SMED and changeover reduction — setup time attacked as internal and external work
• Line balancing — work content levelled against takt across stations
• Level loading and schedule analysis — heijunka, and what the schedule is actually asking the line to do
• Pull systems — kanban sizing and implementation in place of scheduled push
• Material handling and conveyance — routed delivery, waterspider routes and presentation at the station
• 2P and 3P — process preparation and production preparation for new lines and plant redesign
• Plantwide 5S — sort, set, shine, standardize and sustain as a plant program rather than an audit
• Standard work development — the documented method, its takt, its sequence and its standard WIP
• Supply chain mapping — the value stream extended past the plant fence

• SPC implementation and live monitoring — control charts standing up on real characteristics, monitored rather than filed
• Process capability studies — capability and performance indices with the estimator and its conditions stated
• Measurement system analysis — Gage R&R and the studies that establish whether a gage can tell two parts apart
• Design of experiments and machine centerlining — factor screening, optimization, and the settings a machine is returned to
• Calibration program review — assessment of an existing program, its intervals and its records. We review a calibration program; we do not perform calibration
• Wargaming and simulation — discrete-event models of a line or a decision before committing capital to it

• Hoshin kanri and strategy deployment — objectives cascaded and measured, with GAAP-compliant savings calculation behind the numbers, consolidated through Hoshined
• MDI deployment — managing for daily improvement, on paper or virtually through TaktiCore
• Leadership standard work — what each layer of management does daily, weekly and monthly, written down
• Operational excellence program management — the program run as a program, with a portfolio and a cadence
• Fractional operational excellence support — component-wise deployment held over time rather than delivered and left
• Management system effectiveness — a deep dive on whether the system produces decisions or paperwork
• Shingo Prize preparation — a five-year track toward assessment

• ISO 9001 quality system — deployment, improvement, evaluation and overhaul of an existing system
• HIRARC deployment — hazard identification, risk assessment and risk control as a standing system
• Safety program implementation — full program build or overhaul, evaluated against what the floor actually does
• Maintenance and reliability — TPM, autonomous and planned maintenance, and a blueprint maintenance program
• Critical spare parts — the inventory that decides how long a failure lasts
• Fleet maintenance and centerlining — one standard across an organization’s assets, with the SVEND platform holding the records

• Engineering evaluation — the engineering read on a process, a layout or a proposed change
• Energy assessment — consumption assessed and recommendations made against it. The assessment framework is still being built, so what it covers is worth asking about rather than assuming from this line
• Training program implementation — the structure that makes a plant able to train its own people
• Recruiting — finding the people a deployment needs to survive after it ends

• Full library of playbooks including Bills of Materials (BoMs)
• Pre-work and follow-up (30-60-90 days) calls included — customers own the plan and charter
• Value Stream Map → Value Stream Analysis → Annual Improvement Budget (GAAP-compliant savings) facilitation & support
• Custom API tools and virtual Hour × Hour plan-to-actual boards (varying sizes available)
• Training and leadership development programs (custom branding, tailored to partner needs)
• Multi-site executive support for OpEx huddles, Friday report-outs, Hoshin consolidation and more — consolidation runs on Hoshined

A manufacturer working to keep people employed, or to add headcount, can apply for a reduced day rate. Operational excellence is often sold as a way to need fewer people; that is not what this practice is for, and the rate reflects it.

There is no form to fill in beyond the one below. Say what you are trying to protect or build in the project intake and we will talk about the rate directly. Reductions are agreed case by case, in writing, before any work starts.

• Ingress. A system already holding measurements — a calibration laboratory, a machine monitor, a manufacturing execution system — hands them over, and they arrive carrying their provenance rather than as an anonymous column of numbers.
• Egress. A record leaves whole: a calibration certificate its recipient can check, an analysis carrying its conditions and provenance, a worksheet another tool opens natively.

• Operators already use the product on the floor
• A real seam exists and is cheap to build on both sides
• The two products sell different things
• The integration makes the partner’s product more valuable, rather than only ours