Ninety days, on your floor, with your people. One client cut lead time by 46%. This page shows how an engagement starts, what it asks of you, and what you keep when we leave.
If two or three of these describe your plant, the capacity you need is probably already inside the building.
Nobody on the line can tell you what the customer needs per hour, so every shift runs to its own pace and the schedule is a guess.
The board gets filled in every morning. Problems get written down, and the same ones are still there next week because nothing escalates.
The event week looks great. Three months later the area runs the old way, because nothing was built to hold the new one in place.
You have paid for an assessment before. You got a thick deck, a list of opportunities, and no change on the floor.
When orders rise, the only lever anyone reaches for is another shift or more people, not more output from the hours you already pay for.
Your best supervisors spend the day chasing parts and expediting, with no time left to develop their people or improve the work.
Our practitioners learned the Toyota Production System inside Toyota: at NUMMI, through the Operations Management Development Division (OMDD), and transferring it to outside companies through the Toyota Production System Support Center (TSSC).
Fourtre has been installing authentic TPS since 2006, and our work has taken us to every continent except Australia and Antarctica. Monte Mitchell, our President & CEO, also serves on the faculty of the Lean Enterprise Institute.
Three stages, one area of your operation, and a team of your own people who own the result at the end.
We walk the floor with you and the people who run it.
Each visit is a working week on the floor, with assignments for your team between visits.
We review the numbers against the baseline with your leadership.
A sample of published results. Client identities are anonymized; results are presented by industry and operating context.
The core model is 90 days. We spend the first week on your floor, then one on-site week each month for three months. What happens after day 90 is decided together, on results.
No. We start from how your operation runs today. What we need is a leader who owns the result and a team that will be on the floor with us. Prior lean programs are fine too; we often rebuild what slipped back.
Access to the floor, an executive sponsor, and the time of the people who run the area we start in: operators, team leaders and supervisors. The work is done with them, during real production, not in a training room.
We do not hand you a list of recommendations and leave. The changes are made on the floor while we are there, by your people, and by day 90 your leaders are running the system without us.
We do not publish a price because no two operations start in the same place. After the first conversation we scope the investment together, tied to the result you need and the area we start in.
Yes. The Toyota Production System applies wherever work flows: process and discrete manufacturing, greenfield lines, and transactional work such as mortgage processing and claims.
Answer four short questions to confirm fit, then pick a time for a conversation with us.