Services

Publishing:
Send your manuscript to PCS Press, 809 SE 73rd Ave., Vancouver, WA 98664.

Workshops on Quick and Easy Kaizen:

I'm happy to tell you that we've been named a finalist for the People Do Matter awards which is given by the Pittsburgh Human Resources Association. We submitted a nomination centered around our VOICE program (Quick & Easy Kaizen). We had 1305 implemented ideas last year from 130 employees! And profits were up 600%! Obviously we have gotten a very good return on our investment with you. Rob Clark, VP Clark Metal Products

OnSite

We run a two and a half-hour workshop to kick off your improvement process.

Virtual

I can also teach you through a Polycom terminal.

Consulting on Quick and Easy Kaizen:

I feel that in time every major company in the world will have a Quick and Easy Kaizen process. People are Idea Generators. People have the intelligence and the ability to fully participate in the improvement process. Instead of management always telling people what to do, through Quick and Easy Kaizen managers let their employees know what they want to accomplish and then simply ask the workers "What do you think?" "How would you improve customer service?" How would you improve quality and safety?" A new dynamic takes place as people are empowered to serve themselves and their customers.

The world is shrinking and becoming more competitive. Internet and modern technology requires companies to harness all of their resources. People have a fundamental right to human dignity and to enhance their human value. Quick and Easy Kaizen is a process where the worker is asked to participate in the improvement process through identifying problems and coming up with simple solutions that they themselves can implement. It is a very powerful motivator and it works! It works very well.

Please do call us at 360-737-1883

The answer has a lot to do with another distinctive element of Toyota's approach: defining innovation as an incremental process, in which the goal is not to make huge, sudden leaps but, rather, to make things better on a daily basis. (The principle is often known by its Japanese name, kaizen continuous improvement.) Instead of trying to throw long touchdown passes, as it were, Toyota moves down the field by means of short and steady gains. And so it rejects the idea that innovation is the province of an elect few; instead, it's taken to be an everyday task for which everyone is responsible. Toyota implements a million new ideas a year, and most of them come from ordinary workers. (Japanese companies get a hundred times as many suggestions from their workers as U.S. companies do.) Most of these ideas are small making parts on a shelf easier to reach, say and not all of them work. But cumulatively, every day, Toyota knows a little more, and does things a little better, than it did the day before. by James Surowiecki May 12, 2008, the New Yorker Magazine It is not a cultural phenomenon, on the average, Japanese companies receive 24 implemented ideas per employee year and save $4,000 per employee per year. If Toyota and other Japanese companies can get those ideas so can you. Just call me at 360-737-1883.