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Bob Newton

Director

Bob’s background in learning and development, material science and CAD makes him a perfect fit as head of Software Training and Legacy Systems. Bob’s expertise in standardised work together with his software knowledge and L&D background means he can provide start -to-finish support for clients implementing Lean in their organisation.

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Bob On the blog

Part 7 – GEN-OPS as a Modern Expression of the Toyota Way

21.01.2026
Software
Software

Part 6 – Where Monozukuri and Hitozukuri Meet: Continuous Improvement

A GENEO perspective on embedding improvement into everyday work Continuous improvement is often spoken about as a cultural aspiration. ...
21.01.2026
Software

Part 4 – Hitozukuri Is Not Training: How Standards Develop Thinking

A GENEO perspective on capability, learning, and developing people through work In many organisations, hitozukuri, the development of people, ...
21.01.2026
Texecom - operators using GEN-OPS1
Software

Part 3 – Digital Monozukuri: Making Quality Visible at the Element Level

A GENEO perspective on clarity, craftsmanship, and modern standardised work Digital technology has promised many things to operations, amongst ...
21.01.2026
Software

Part 2 – Why Monozukuri Fails When Standards Become Documents

A GENEO perspective on standardised work, clarity, and operational excellence Most organisations do not struggle because they lack standards. ...
21.01.2026
Software

Part 5 – The Role of Standardised Work in Hitozukuri

Standardised Work as a Leadership Development System A GENEO perspective on visibility, behaviour, and how leaders learn to lead ...
21.01.2026
GENEO Lean Software
Software

Part 1 – Monozukuri and Hitozukuri in a Digital World | GENEO

A GENEO perspective on standards, people, and modern operational excellence Why Monozukuri and Hitozukuri still matter in a Digital ...
21.01.2026
Software

Summary – Monozukuri and Hitozukuri in the Modern Enterprise: Why Standards, People, and Systems Must Be Designed Together

Monozukuri and Hitozukuri in the Modern Enterprise: Why Standards, People, and Systems Must Be Designed Together Most organisations talk ...
21.01.2026
OEE measure
Consulting

Overhaul OEE

OEE is ready for an overhaul in the way we use it.
29.07.2022
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Reduce maintenance turnaround time by 50%!
  • TEMPO is a system that has been developed to radically reduce the time taken to perform complex maintenance activities on fixed assets or fleet. It is a simple yet intelligent way of organizing your maintenance activities to complete the maintenance turnaround in half the time.
  • By organizing work sequences for trades/technicians and building critical paths and dependencies, TEMPO quickly highlights lost time opportunities in the overall planned turnaround.
  • Applying standard work instructions with step-by-step guides for process confirmation, TEMPO visualizes real-time progress for short interval control, providing instant decision making to maintain compliance to plan.
  • By using TEMPO to plan and execute complex maintenance turnarounds our clients have achieved 50%+ reduction in downtime, giving a 10%+ improvement in fleet availability.
Reduce maintenance backlog by 60%!
  • Unlock valuable maintenance time and use it to reduce chronic backlogs or stubborn deferred defects.
  • Give technicians more time for proactive interventions.
Improve asset reliability by 18%!
  • Enjoy the knock-on benefit of backlog clearance and proactive activities, improving the reliability of your assets.
Increase continuous improvement engagement by 180%!
  • TEMPO’s easy-to-use Concerns and Ideas capture feature engages technicians in driving improvements that help improve turnarounds, reliability, and availability
  • Identify the classic wastes (transport, inventory, motion, waiting, over processing, over production, defect) in relation to your maintenance activities.
  • Expose supply chain, kitting, resourcing, workplace organization, sequencing, tooling, and planning opportunities for review through TEMPO’s powerful reporting feature.
  • Analyze the hour-by-hour compliance to plan with the associated losses incurred throughout the turnaround event.
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