Ideas, methods, and field-tested perspectives for leaders improving flow, quality, and operational performance.
From Incito Consulting Group practitioners
Assessment, Hoshin & Leadership
40 articles
Assessment, Hoshin & Leadership
What to expect in the first 90 days of a Lean enterprise deployment
For executives starting a Lean transformation as they scale for 2027: what should happen by day 30, 45, 60 and 90, starting with leadership alignment on one True North.
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Hoshin Kanri for 2027: align your leadership team before the new year
For CEOs and COOs of growing manufacturers: what Hoshin Kanri means and how to deploy a 2027 strategy from True North to monthly reviews.
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How plant leaders connect daily work to customer value
For manufacturing and operations leaders: connect plant and functional teams to customer delivery, quality, and value as demand and site complexity grow.
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Strategic alignment across plants starts with shared definitions
Align executive, plant, and functional leaders before a growth or multi-site Lean deployment. Clarify goals, strategy, objectives, tactics, and resource choices.
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GSOT for manufacturing: turn growth goals into plant-level action
Apply GSOT to a manufacturing growth plan: connect capacity goals, operating strategy, measurable objectives, and plant-level actions through strategy deployment.
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Manufacturing growth strategy: turn vision into measurable goals
Translate a manufacturing growth vision into measurable capacity, delivery, and launch goals, with site ownership and a strategy deployment review process.
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Employee retention during plant growth: check strategic clarity
For operations leaders scaling plants and teams: investigate how conflicting priorities, inconsistent standards, and unclear growth plans contribute to frustration.
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Multi-site strategy deployment: turn growth plans into daily work
Deploy a growth strategy across plants and functions. Connect executive priorities to site capacity, resource commitments, daily decisions, and operating feedback.
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Assessment, Hoshin & Leadership
How to Run a Quarterly Customer-Value Review
Key takeaways A quarterly customer-value review is a leadership decision meeting that tests whether the company’s promise, operating system, and customer evidence still agree. Bring three kinds of evidence: customer…
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Assessment, Hoshin & Leadership
Five Signs Your Definition of Customer Value Has Expired
Key takeaways A customer value definition expires gradually: the dashboard stays green while customers absorb more effort or choose an alternative. Five signs: rising customer effort while technical performance holds,…
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Assessment, Hoshin & Leadership
How Emotional Connection Strengthens Customer Loyalty
Key takeaways Emotional connection in a business relationship is built on reliability, low customer effort, clear communication, and visible recovery when something goes wrong. Processes create emotional outcomes: long waits…
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Assessment, Hoshin & Leadership
Build a Dual-Metric Lean Scorecard for Flow and Customer Experience
Key takeaways A dual-metric Lean scorecard pairs one operating measure with one related customer signal for the same value-stream segment, population, and review period. Typical pairs: cycle time with customer…
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Assessment, Hoshin & Leadership
How to Add a Customer Lane to a Value Stream Map
Key takeaways A customer lane adds the customer’s actions, expectations, and friction above the internal flow on an existing value stream map. It extends core VSM disciplines rather than replacing…
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Assessment, Hoshin & Leadership
Lean Without Customer Thinking Becomes Cost-Cutting
Key takeaways Lean is a management system for creating more customer value with less waste. Lower cost is an outcome of a better system, not the definition of Lean. Define…
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