Why do good people quit?
Most of them walk away from a supervisor. Usually someone who was great at the job, got promoted for it, and never got taught how to handle the hard conversation. We train your frontline leaders to handle it, then install the system that keeps the training running long after we leave.
Real operations. Their own numbers.
Manufacturer, Midwest
Trailing twelve-month turnover fell thirteen points in one year, measured on their own HR data, after we trained their frontline leaders and put a system in place to keep it running. Their CEO called us back to corporate and asked us to name the price.
Mining operation, Southwest
The site was facing closure over state violations. Their decision makers worked the problem through our method in a mastermind session, built the action plan and ran it. Violations dropped to a minimum, and their next MSHA audit went really well.
Leaders who handle it before it costs you.
Before it turns into a resignation, a grievance or a safety incident.
Every leader tracked against a training matrix you can open any day of the week.
A four-step method simple enough that a busy supervisor actually uses it.
The improvement stays in the building when we leave.
What is turnover costing your operation?
Train
TWI and leadership training in your facility or live online. Priced per leader against a training objective.
Train your leaders 02Sustain
The Leadership Operation System. Your leaders upload the work they already do, and you see who is trained, who submitted and what is still open.
See the system 03Solve
The Problem Solving Mastermind. Twelve organizations, one seat each, one real problem worked to an action plan every month.
Claim your seatWhat happens in month four?
That's usually when training fades, and nobody notices until turnover is back where it started. Every engagement we run ends with a system your leaders actually use: training matrix, scorecards, audits, action items, and a one-page read your VP can open any morning. So "did it stick" has an answer.
| EHS audit, Line 2 | Submitted |
| Monthly scorecard review | Submitted |
| 5-Why, packaging downtime | Due Friday |
| Coaching log, 2nd shift | Overdue |
Who do you call when you're stuck?
For most owners and executives the honest answer is nobody. So we built the room. Twelve organizations, none of them competitors, one seat each. Once a month a member's real problem gets worked all the way through a proven method to a clear action plan, with eleven other leaders adding what they've lived through.
Manufacturers, hospitals, colleges and other organizations sit at the table. In person in the Waukee area, or virtual from anywhere.
Training partnersCIRAS at Iowa State University · Manufacturer's Edge · Kirkwood Corporate Training · The Jacobson Institute at Grand View University · Arizona Commerce Authority
We've run the floor.
Dave Machovsky started in manufacturing at 18 and has been leading people since 24. At 3M's Knoxville, Iowa plant, inside the $4 billion-plus Industrial Adhesives and Tapes Division, he led the entire 600-person site on his shifts and ran operations for a focus factory with $300 million in annual production value, a $26 million operating budget, 16 leaders and 110 hourly operators. Across the plant he oversaw milling, compounding, converting, automotive, acrylic foam, coating and more, and he brought KATA into the facility. Everything we teach has been used under real production pressure first.
- Certified TWI instructor in every program we deliver
- Instructor with Kirkwood Corporate Training and The Jacobson Institute at Grand View University
- OSHA and MSHA certified, with multiple patents to his name
- Partner to MEP centers across the country
One leadership cheat code a week. Free.
Every issue hands your leaders a practical tool they can use on their next shift: a 5-Why reset, a huddle board, a skills matrix, a one-on-one that keeps good people. Join the leaders who read it every week.
Dare. Adapt. Win.
Tell us what's going on in your operation. We'll tell you straight whether we can help, and what it would take.