Testimonials:

Just completed the Lean Japan Tour by Shinka Management — an exceptional deep dive into Toyota principles and their execution in practice.

The program is thoughtfully designed, with training and factory benchmarks that showcase TPS concepts at the highest standard. Seeing them applied with such precision is both inspiring and energizing.

Grateful to the Shinka Management team for delivering a world-class experience. Many thanks to Paul Smith, Eri Dennis, and Ichi Yamada for their care and hospitality.
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This was an extremely insightful tour. Very well run by Paul and the team from Shinka Management. Highly recommended.
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The tour was highly professional. The food and hotels were excellent, and the best part was the learning experience. We had hands-on exposure to kanban, and seeing Lean and Kaizen in action during the factory visits was extremely informative. The Q&A sessions provided us with deeper insights into the thinking of each management team we met. I can’t wait to gradually implement these learnings in our company.

Many thanks to the Shinka team – especially Paul, Eri, and Ichi – for taking such good care of us.

Highly recommended! Excellent value for money.
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First of all I would like to offer an absolute gesture of gratitude to the Shinka Management team – Paul, Ichi, Kaji Sensei, and especially Eri who often went out of her way to make sure everything ran smoothly and we had a great time. In my opinion the organization of the whole tour was superb.

As for the learning journey, I came in expecting to receive answers to my questions, but left with a sense of self growth. What I have lived through this week was a realization that I can’t expect to have epiphanies about continuous improvement and the implementation of lean practices. Instead my eyes were opened to see that everyone has the same struggles and it was inspirational.

I leave this experience motivated and with a mind full of challenges, and I thank you guys for that.
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Paul, Eri and Ichi provided a fantastically well curated tour to the birthplace of continuous improvement. Hearing the theory, experiencing practical hands-on learning at the dojo, and then seeing the theory put into practice at a number of world class manufacturing plants was thought provoking, motivating and inspiring. Now the fun starts – putting theory into practice!
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Participating in the Shinka Management lean tour was an absolutely transformative experience. The opportunity to witness lean principles in action across renowned factories and a cutting-edge hospital offered unparalleled insights into operational excellence.

The factory visits were a masterclass in efficiency and continuous improvement. Observing Toyota Production System methodologies firsthand—from Gemba walks to 5S practices – highlighted the power of eliminating waste and empowering frontline teams. The meticulous attention to detail and culture of kaizen were nothing short of inspiring.

Equally impactful was the hospital tour, where lean thinking transcended manufacturing to revolutionize healthcare. Seeing workflows optimized for patient care, error reduction, and staff collaboration demonstrated lean’s universal applicability. It reshaped my perspective on how process excellence can save lives while boosting efficiency.

Beyond the sites, the tour’s cultural immersion – from engaging with Japanese business etiquette to savoring local traditions – enriched the learning journey. Shinka Management’s exceptional organization, knowledgeable leaders, and thoughtful itineraries made every moment invaluable.

This tour isn’t just educational; it’s a catalyst for innovation. I wholeheartedly recommend it to any professional seeking to deepen their lean expertise and ignite transformative change.
This experience will resonate in my work for years to come!
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It’s truly inspiring to witness the active participation of our employees in the PIME 4.0 kaizen suggestion scheme. Their engagement reflects how deeply the culture of continuous improvement is taking root across the organization. The steady increase in submitted suggestions continually challenges us—not only in terms of managing them effectively, but also in ensuring we allocate the necessary resources for their implementation.

Designing a recognition system for implemented ideas has been a particularly rewarding aspect. This system, which tracks the maturity of the EPS, plays a vital role in sustaining motivation, allowing everyone to clearly see the tangible benefits of their contributions. We’ve seen how employees are now integrating the generation of improvement ideas into their daily routines, with the added satisfaction of seeing these ideas put into practice in their own work environments. This sense of ownership brings great pride—both in the value they add and in knowing their voices are heard and their input leads to real change.

Since the program’s inception, our Continuous Improvement Team has grown and evolved significantly, and Shinka Management’s guidance has been instrumental in this journey. We are confident that we’re on the right path and must continue progressing—strengthening our culture of continuous improvement through the development of every person who is part of Escorial.

Read more about the support provide by Shinka Management at Escorial Argentina:
Case Study: Lean Transformation at Escorial
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As Head of Continuous Improvement, seeing the growth of teams from within is what motivates me most. Many employees who had never faced these types of challenges are now not only encouraged to present their ideas, but they do so with pride, commitment, and solid proposals. The Quality Circles demonstrated that continuous improvement is not just a technical tool, but an opportunity for personal development. And when that happens, the results follow. These types of spaces are key to sustaining over time the transformation we are building together.

It was a different experience, one that took us out of our routine and made us grow. Being able to contribute a real improvement, present it to the entire management team, and feel heard taught us something that goes beyond work. I hope everyone at the plant can experience something like this.

The A3 method helped us think differently. New ideas began to emerge, some of which became proposals for improvement. Before, many solutions were temporary, and problems kept returning. Today, we seek to solve them from the root causes.