Honsha is a premier Lean Consulting group that has built a strong reputation by transforming companies using the TPS/Lean philosophy learned at Toyota. Based in Carlsbad, CA (USA) and with offices in São Paulo (Brazil) and Tokyo (Japan), Honsha serves companies of all sizes and types, from small and midsize companies to Fortune 500 and major multinational corporations around the world.
For almost two decades, Honsha has been implementing TPS/Lean all over the world in a variety of industries: Automotive, Food, Pharmaceutical, Manufacturing, Healthcare, Banking, Insurance, Government, and others. We focus on the purpose of TPS/Lean and the principles of Continuous Improvement and Respect before we look for ways to implement tools. This has allowed us to develop a strong and loyal customer base because this is the basis for our customers to become self-reliant.
Honsha associates, being former Toyota team members, have been deeply exposed to the Toyota culture and its DNA, and because of this unique background, their understanding goes beyond the Lean Manufacturing tools which one can read and learn through books. At Honsha, they have all worked it, lived it and engrained it into their way of practicing and modeling TPS/Lean. Our clients constantly remind us that we “see things differently” and this is our edge.
Why we are called “Honsha”
Honsha is a Japanese word that is translated to mean headquarters or Origin (HON=Origin and SHA=Company). Within the TOYOTA company, the corporate head office, is referred to as Honsha. Our associates are Toyota Alumni and thus our knowledge comes from the Origin of lean.
“To develop capabilities within organizations so they can achieve excellence while utilizing their own resources”
What we do
What others say about us
…in less than four years, we have 45 Lean management champions that are leading the engagement in lean culture of our 1,800 associates.
After 2 years working with Honsha we decided to start Lean transformation in Administrative areas. We’ve been achieving great results, reducing process lead time and waste that results in cost reduction.
Having participated in the fabrication of these devices for many, many years; I was extremely blown away by the success, and was actually able to see it with my own eyes. It all seemed kind of like black magic but, in the end, it [lean] turned out to be just pure science.
I worked with Darril several years ago and immediately thought of him when my department was considering training. Darril was able to easily relate to Toyota members through a deep understanding of the Toyota Way and use of common terminology. The participants were immediately engaged and open to the message. He was also able to reinforce messages from upper management without appearing rehearsed or prompted through sharing his own personal stories. Overall, our training was a success and I heard only good comments from the participants.
Honsha gives us a clear vision of how we can leverage the continuous improvement process in our organization, emphasizing the total involvement of everyone in search of the simple and effective.
The Honsha seminar revolutionized my thinking and approach to process improvement.