CAPABILITIES — PROCESS
Lean and Six Sigma, applied with discipline and built into how your teams manage every day — so the gains hold long after the project ends.
Lean Six Sigma is one of the most widely used improvement methods in the world. Research on Lean Six Sigma project failures finds that the leading causes aren't technical, they're organizational: lack of top-management commitment, resistance to change, inconsistent monitoring. Shinsei's engagements are structured around all three: governance that keeps leadership committed, Kaizen facilitation that puts the people doing the work in charge of designing the change instead of receiving it, and daily management systems that catch drift before it erases the gains.
For executives and operational leaders who need performance gains that compound instead of fade.
Map how the work really flows
We trace your process end to end — where value moves, where it stalls, and where to act first. The Lean name for this: value stream mapping.
Design your improvement program
Who owns it, how often it runs, and how problems escalate — the structure that turns scattered efforts into one managed program.
Solve problems at the root
Structured projects that follow the data to the true cause, fix it, and prove the fix worked. The method: Six Sigma's DMAIC.
Rapid improvement events
A focused team, a clear target, and a few days of concentrated work — measurable change, fast. Known in Lean as kaizen.
Daily management systems
Simple visible measures, short daily team check-ins, and consistent leader routines — the daily structure that holds the gains.
Change leadership & culture building
Structured change methods and influence-based practice that build real ownership — not just compliance.
Lean Six Sigma training & certification
Belt-level training and certification, delivered in-house so your team owns the expertise.
Point improvement at what matters most
Annual priorities translated into measurable targets at every level, so improvement effort lands where the strategy needs it. The method: hoshin kanri, or strategy deployment.
Shorter turnaround times
Fewer defects and errors
Less waste and rework
Disciplined daily management
A team that keeps improving on its own
Integrated by design — Simulation tests what Process proposes, and Analytics proves the gains held. Three capabilities, one engagement.
Tell us what's been tried and what faded. We'll show you what has to change for the gains to hold.
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