Sammy learned and implemented the Toyota Production System (TPS) at Toyota facilities in Japan, Brazil, Venezuela, and United States. He has taught Lean to a multitude of consulting firms, educational organizations such as Harvard and Stanford, and even in humanitarian missions through Asia and Africa.
With 35 years of Lean experience, he has helped more than 450 companies. These include TPS projects in environments ranging from schools to hospitals to military, and many others and in a variety of countries, including China, Mexico, Canada, Indonesia, Brazil, Japan, Austria, the U.K., and the U.S.
He also is a faculty member with the Lean Institute and an instructor of Global Strategy Management for the California Community College system. He is a guest lecturer on Lean for post-graduate classes at Stanford University and a faculty member with the San Diego State University. He has been a speaker at conferences sponsored by the American Production and Inventory Control Society, the Association for Productivity and Quality (APQ), and the American Society for Quality (ASQ). He is fluent in Portuguese, Spanish, and English and has a basic knowledge of Japanese.
He currently aids companies implementing Lean through his company, Honsha Associates.
The Improvement Kata
How does an organization change the way its employees think? By changing the way the leaders think and behave. Toyota has succeeded in doing this, in part, because of their devotion to a coaching “kata.” In Japan, kata originally meant a detailed and choreographed pattern of movements that prepared one for self-defense and hunting. Kata has since come to describe any precise routine that is practiced so much it becomes habit forming. In the case of businesses, kata can be applied to problem solving and other CI-related activities. A former Toyota manufacturing executive will explain not only the efforts that Toyota goes through in creating and sustaining its continuous improvement culture, but also the types of kata that its leaders are expected to perfect. Gain insight into effective improvement habits and take away a couple of immediate actions that can begin to change the mindset of leaders, and subsequently your entire organization.