“This course was the most beneficial of its kind I have ever attended in my career. My team left with a brand new vision as well as specific action steps to implement immediately.”
CEO, North American Furniture Manufacturer
“Across all the degrees and certifications I’ve earned, they didn’t emphasize the foundational piece of the human element. You have the 'secret sauce' to true culture deployment.”
VP of Operations, Global Food Manufacturer
“Great insights on how to develop a high-performing organization by relentlessly focusing on problem resolution and people development.”
General Manager, Leading North American Auto Manufacturer
FocusIn is a knowledge exchange among senior executives in operations, human resources, and sales across varying industries looking to seed and foster best-practices in their own roles and environments. We customize our content, case studies, and interactive exercises around the attendees in the room to be thought-provoking and help build tools to sustain a high-performance culture. FocusIn is recognized by the Society for Human Resource Management (SHRM) to offer Professional Development Credits (PDCs) for SHRM-CP® or SHRM-SCP®.
Get a glimpse of FocusIn with this video clip from our October 2020 event:
Mike is Executive Director for the Center for Quality People & Organizations (CQPO), an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share Lean Quality philosophy and human resource practices with education, business, and community organizations.
Mike is an adjunct professor with the University of Kentucky’s Center for Manufacturing, the University of Dayton’s Center for Competitive Change and a member of the faculty of Lean Enterprise Institute. Prior to CQPO, Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing.
Mike currently supports organizations with Lean Culture transformations focusing on the roles of Executive Management and Human Resources and how the quality people value stream connects to the production value stream.
Participation in over 12 hours of executive leadership workshop sessions led by Mike Hoseus
Complimentary access to all event materials and case studies, made available to you on the Orchestra engagement platform
Site visits at local manufacturing plants for hands-on learning (previous site visits include Bosch, Hitachi, Hyster-Yale, and Toyota Kentucky)
Register for FocusIn Kentucky, March 16-18, 2021
In-Person Seat (with Site Visits)
In-Person Seat (w/out Site Visits)
Virtual Seat (Full Event)
Virtual Seat (Single Day)
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According to the Toyota Way, company strategy is founded upon the mutual trust between the company and its employees, and long-term mutual prosperity for all stakeholders.
Mission, Vision, Values
A company’s Mission, Vision & Values are the foundation of its culture — all business processes start with values. The Toyota Way integrates the organization’s core business and ethical beliefs into all daily operations. Toyota has also established unique mechanisms to confirm that their values are being lived out each and every day.
Redefine the company hierarchy with the concept of Servant Leadership. This idea is focused on the mindset of working “for” others, versus others working for you. This mindset is powerful in its ability to communicate empathy and ownership of leadership responsibility. Toyota has done this differently by creating a system where problems are viewed as a good thing, and leaders are in positions to coach their teams.
True North (Hoshin)
Hoshin is the process of reflective learning led by management that works to keep the organization on a consistent track to its strategy (True North) despite short-term influences. In the lean organization, the work of managers involves teaching this pattern of thinking, fostering it to "take hold" across all levels of the company, and acting in order to continuously improve.
Cross-training is all about encouraging employees to expand their skills beyond the scope of their immediate job descriptions. This allows teams to readily identify strength and weakness while being objective and empathetic about development targets. Cross-training also acts as a starting point for standardized work as it assumes the ability to teach others how to perform a given task in a structured way.
JIT (Job Instruction Training)
Job Instruction Training is broken down into four essential steps: prepare the worker, present the operation, try out performance, and follow up. The Toyota Way systematizes job training to match the PDCA model for problem solving to emphasize employee development and encourage continuous improvement.
Standardized work forms the basis from which improvements in process can be made. By setting clear standards, you can easily identify and correct out-of-standard conditions. In this way, Toyota was able to quickly rise to the top of the industry in terms of identifying and quickly solving problems. Standardized work is the basis from which work is performed and improved.
Value Stream Performance
In the Toyota Way, value flows horizontally across business processes and the most important problems a company faces are cross-functional. By thinking about and approaching problems from a "value stream" or "systems" mindset, it allows team members to identify waste, improve value to the customer, and remove constraints to the process.
A3 is a core communication tool at Toyota that allows leaders to establish clarity and alignment to purpose. This is a well-established tool that allows for the concise and structured presentation of a problem statement and the corresponding PDCA analysis and "story-telling".
Leadership Case Study
Participate in an interactive leadership case study that elucidates the PDCA & 8-Step Process of how to identify and solve problems. We will follow the journey of Gavin, a team member who has identified a problem in his work area. Along the way we will break down and prioritize the problem before setting improvement targets, identifying containments and countermeasures, and involving others in the learning.
PDCA is a systematic problem solving process in which you first identify a "Plan", then you "Do" the action or implement the plan, then you "Check" the results of the plan/implementation, and finally you "Act", or standardize the countermeasures into daily operations. This methodology has been taught and replicated across the world, and you will gain firsthand perspective as to how to maximize the effectiveness in your working environment.
TBP (Toyota Business Practice)
TBP is the global problem-solving process at Toyota. This is the "language" that is spoken in every facility, by every team member. This is the detail behind how each problem is identified, labeled, prioritized, analyzed, evaluated, contained, counter-measured, closed, and shared across the ~360,000 company employees and beyond.
Employee Engagement is the crux of the people development system. By enabling team members to actively participate in problem-solving and communication, it empowers the ability for the team and its members to excel and thrive. Toyota identifies key steps along the people development value stream - Attract, Develop, Engage, and Inspire. You will learn about each!
In the Toyota Way, hiring a new employee is a long-term commitment to the employee’s well-being and development. Because Toyota espouses the philosophy that its people are its greatest asset, hiring the right people to do the right job is an extremely important function of the business. You will learn more about the rigorous assessment funnel and practices behind the hiring system.
Lean Culture & Core Competencies
Lean Culture is identified as being one of continuous improvement, centered around people and processes. The Lean Core Competencies can be broken down into Thinking & Operational Abilities and Leadership & Teamwork abilities. All of these competencies link directly to the organization’s purpose and sincere commitment to its people. You will learn what it means to "live" this out in your role as a leader.
Lean Management System
The Lean Management System can be broken down into four essential steps: Go and See, Define Normal Conditions, Solve a Problem, and Sustain and Nurture the Processes/People. This system is unique in that it encourages managers to not only solve problems, but to also teach others the method for solving problems and how to implement solutions and/or permanent countermeasures. This course will teach you a practical approach of how to build and foster a lean management system.
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