Lean is management system that, when aligned with your industry, organization, and culture:
“At JKA, we believe that Lean is a people development process…”
Our clients objectives vary. Our clients capabilities vary. Our clients timeline and appetite for change vary. What often starts as an initial focus on quality or capacity often shifts to other objectives as business needs change or as ‘what can be accomplished’ is seen first hand.
Objectives can be strategic (achieve Patient Centered Medical Home Level III certification, increase market share (cardiology service line) 20%, reduce product development cycle 50%), operational (reduce door to doc time 50%, improve productivity 12% or improve HbA1C score from 71% to 95%) or tactical (reduce average speed to answer 50%, reduce operating room turnaround time 50%, or increase assembly cell productivity 12%). For these types of reasons, one size does not fit all.
Understanding an organizations culture, current improvement capabilities and appetite for change are inputs that are key to determining where to begin, what is possible, and how to determine an appropriate pace of change for an organization.
Many companies connect Lean, Transformation, and Culture as if culture transformation is requisite. Our experience is that most organizations like who they are and the majority of what they do, their real desire is to enhance or develop a specific need or capability.
Understanding and factoring one’s culture is key to maximizing impact, minimizing cost and optimizing organizational learning for all improvement activities. Over time, culture is influenced as capabilities are developed, leadership styles are shiftes and problem identification and problem solving becomes what we do every day.
One size does not fit all… Our approach when working with any organization encompasses…
Understanding that both individual and organizational development is about the active creation, capture, and nurturing of key learning moments, our approach targets the continual creation of key learning-teaching elements at all levels within an organization.
Working in sectors across industry ranging from healthcare to manufacturing to drilling for oil energy, or understanding the distinct differences of working within a sector such as health care (health systems, hospitals, physician practices, health plans, SNF’s) we have learned to identify and respect the nuances and differences within and across industries and our focus, approach, and pace of change according to the needs and starting points for each organization.
Once again emphasizing that (1) lean is a people development process, (2) one size does not fit all and (3) that lean is about the enhancing an organizations ability to improve performance, we have come to describe “Lean” is a management system that when implemented properly results in a culture of problem solving and problem solvers.
Clients include GE Healthcare, Datex Ohmeda, and Hill- Rom Industries. Projects include: engineering, supply chain, customer service, manufacturing, finance, and distribution.
Founded in 2006, John Kim formed JKA after 20+ years of (1) implementing lean running operations as a vice president and general manager and (2) developing lean strategies around the world as president and COO at two large lean consultancies. John’s hands on lean transformation experience at companies such as Danaher and The Hon company and nearly a decade of experience working and learning from his Japanese sensei, provided the foundation for what has emerged as JKA today.
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