Expertly trained by multiple Japanese Bridgestone sensei over several years, all whilst being responsible for transforming a conventional legacy company into a Lean organisation and becoming one of Bridgestone’s star performing sites, allowed us to gain not only knowledge, tools, and skills following the Learn by Doing approach, but also, ‘deep understanding’ to facilitate change the Lean way and how to progress into a ‘learning organisation’ from Frontline to C- level executives, without which you cannot claim to have a lean organisation. Furthermore, the ability to integrate the entire organisation NOT just operations into the Lean transformation is again a unique skill often only realized through hands-on learning accompanied by comparative reflection (Hansei) of failed and successful interventions.

Having successfully delivered transformations on different continents and across a wide range of industries and cultural settings make us ideally suited to any environment.

Here is what executives say about sensei Dirk Crouse

Buy-in to our OE program is pretty good at the LT level which is where it is needed the most, and you have achieved this by coaching well. I am also very happy with how Hoshin Kanri has gone, it was a huge challenge.  – Chris Larkins – VP Operations Seqirus CSL


  “A seasoned subject matter expert who delights in building sustainable organisation capability” – Craig Jackson – Operations & Supply Chain GM, Fonterra Australia

Driving the change management initiatives responsible for the successful roll out of Operational Excellence with significant improvement in business performance through a higher degree of employee engagement” – Neil McGillivray – Operations Director – Fonterra Brands  NZ

His in-depth knowledge, and genuine determination to help our company is fondly remembered and respected by all of us to this day. A great guy and mentor

– Manuel Rice (Managing Director, Griptech)


Operational Effectiveness

Cultural Change

  • Respect for People principle
  • Lean Management system
  • People-oriented Change Management
  • Kaizen culture
  • Learning enterprise / organisation
  • Leadership and Executive training
  •  Learning and Gemba coaching
  • Continuous improvement with Continuous Gemba coaching & learning
  • Reflective learning models (e.g. Hansei)
  • Lean Personnel HR systems 
Work place culture
View of Hoshin Kanri wall display


  • Strategy & Hoshin Kanri
  • Vision and Values, Strategy planning, Tactical actions, both top to bottom and bottom-up determination achieving alignment through a process called catch-ball
  • Policy Deployment through robust execution methodology
  • Lean Leadership

Industry Expertise

Industry picture at night
  • Automotive manufacturers and Tier suppliers
  • Aluminium casting
  • Consumer Goods
  • Continuous Processing Industries
  • Food Industry including Dairy and Baking
  • Heavy and Light Manufacturing
  • Hospitality
  • Industrial
  • Maintenance, TPM, Autonomous Maintenance
  • Metal fabrications
  • New Product Development and Launch
  • Packaging
  • Pharmaceutical
  • Plastic Injection Moulding, Thermoforming
  • Printing
  • Procurement, Inventory Control, S&OP
  • Quality Improvement
  • R & D, Innovation
  • Remanufacturing
  • Retail & Wholesale Hardware
  • Supply Chain Management / Lean Transformation
  • Tannery
  • Warehousing and Distribution