Leadership excellence doesn't just happen. It's a process of bringing excellent routines into our subconscious and making them habits. George teaches executives the what, why, and how of making this happen. George Trachilis, P.Eng. lives in Canada and consults throughout the world. He started his career at Motor Coach Industries in 1994 where he received Lean coaching from the best consultants in ERP systems, Just-in-Time manufacturing, and Total Quality Management. Having led change for over 10 years, he decided to start his own consulting firm in 2003. It grew to become one of Canada’s Fastest Growth Companies by 2006.The government of Canada asked George to create an online course to teach Lean. This course educated over 300 companies. It also became a book OEM Principles of Lean Thinking. By 2011, the course was offered globally and educated 100,000 students from 60 different countries.In 2012, relationships were forged with some of the most recognized names in Lean including Dr. Jeffrey K. Liker, best-selling author of the Toyota Way, and Norman Bodek, known as the Godfather of Lean. He adopted a much deeper understanding of Lean which stretches back to Japan and the origins of Toyota. Having video documented over 100 webinars with his mentors, two (2) Japan Study Missions, Harada Method workshops, and many other teachings by global leaders, George is now one of the most knowledgeable people on the topic of Lean and more importantly, a practitioner and learner.Connect with George today at https://GeorgeTrachilis.com/book-me/

We strive to be the best online coaching network in the world! We guarantee success; the only prerequisite is a commitment by our learners to self develop with our coaching. Learning happens "on the job" and only by "doing" not reading a book or engaging in a conversation.Register at https://leanleadership.guru/ for any of our courses, and then call me at +1-204-880-6363 so that we can choose the appropriate coach for you!(LLI) offers an innovative way to learn the secrets of lean leadership through an online education model that is itself lean, and extends that lean education far beyond the course materials to learning by doing with a coach.Courses we offer that come with a Lean CoachPrinciples of Lean Thinking - www.Lean101.caToyota Way to Lean Leadership - www.ToyotaWaytoLeanLeadership.com

We strive to be the best online coaching network in the world! We guarantee success; the only prerequisite is a commitment by our learners to self develop with our coaching. Learning happens "on the job" and only by "doing" not reading a book or engaging in a conversation.Register at https://leanleadership.guru/ for any of our courses, and then call me at +1-204-880-6363 so that we can choose the appropriate coach for you!(LLI) offers an innovative way to learn the secrets of lean leadership through an online education model that is itself lean, and extends that lean education far beyond the course materials to learning by doing with a coach.Courses we offer that come with a Lean Coach include the Toyota Way to Lean Leadership - www.ToyotaWaytoLeanLeadership.com

Lean Leadership Institute (LLI) offers an innovative way to learn the secrets of lean leadership through an online education model that is itself lean, and extends that lean education far beyond the course materials to learning by doing with a coach.Join in this unique solution by taking an online course (done at your pace) and/or using our coaching support, online or on site, to support your focus on long-term, sustainable initiatives.Learn more at www.LeanLeadership.guruA message from Jeffrey K. Liker, author of the Toyota Way:George Trachilis has worked hard to build a community of people deeply interested in lean leadership. We now have coaches (people who want to sell our products), thought leaders like myself, and an executive committee of Senior Leaders. There are weekly meetings of coaches, weekly executive committee meetings, webinars by me and various other people, Industry Week Blogs, various online courses and books in the pipeline, and LLI is growing. This is being driven primarily by George’s entrepreneurial vision, spirit, and energy.My role has been to focus on my lean leadership course, doing webinars, and on the content side. George has been leading the organization.My role will be as a subject matter expert on the Toyota Way to lean leadership and the leader of the lean leadership online course. George will act as President and CEO, and I will act as Senior Advisor & Partner to LLI (Lean Leadership Institute).I believe this repositioning of the company will create more opportunities for everyone involved to play the role they would like to play.George and I will also welcome partners in our business as they present themselves and are approved by the both of us.Thank you for a very encouraging first year in business,Jeff Liker

Book: OEM Principles of Lean http://amzn.to/NrdlL6 For large volume discounts, call me.I am currently in the process of developing the largest independent network of consultants/recruiters at http://LikerLeadership.webexone.comI have an online course available at www.Lean101.ca To view what my students have said about the course, or me ... go to http://youtu.be/nQLKLxxVmp0 and http://youtu.be/0I6C8A6JgXM OEM Lean101 Online course is the first of it's kind to be accepted globally as THE premier online education in Lean Thinking.My team is able to dig and find the EXECUTIVES that are not savvy with the social-networking. These are some of the most effective leaders, the face-to-face heroes that we all respect.Call me any time to discuss becoming one of my recruiters, or using my professional services.

DOWNLOAD FREE the book, OEM Principles (https://CaptainLean.com) and watch the online course at LEAN101.ca (https://Lean101.ca) Management Consulting at it's finest. Working through the long-term resolution of problems.Worked directly with following executive teams to implement system changes;2003 -2006 Gerdau Ameristeel2003 -2006 Princess Auto2004 -2007 Black Cat Blades2004 -2005 Diageo2004 -2006 Canadian Tool2006 -2008 PCL Industrial Constructors2007 -2008 PTI Group2008 -2009 Bristol Aerospace - Magellan Coached many practitioners of the 300 companies educated by the Lean101 online course initiated by the Government.OEM was selected as #3 on the Fastest Growing Manitoba Companies (2007,2008)2007 – Sold OEM Lean101 On-line course through Alberta Employment – OEM Revenues hit $1 Million2006 – Developed a Lean101 online course with materials from Princess Auto and CTDOEM was selected as one of Canada’s hottest growth companies – Profit Hot 50 list (2006)2005 – 2007Black Cat Blades – Initiating a Continuous Improvement journey focused on Problem Solving throughout the organization. BCB employs 365 people and generates over $85 Million in business. Started with BCB Selkirk, Manitoba, then the head office in Edmonton, Alberta and finally into their newest plant in China.2004 – 2006Princess Auto – Implemented productivity improvements starting with Manufacturing, and later encompassed the Retail Organization (25 stores across Canada serving over 3 Million Customers). 2003 – 2006Gerdau Ameristeel – implemented 5S for Workplace Organization and Lean Office throughout 500 acres of office, steel mill, melt shop, recycling operations and storage facilities. Over 600 employees producing 300,00 tons of steel per year. Created a steering committee with the United Steel Workers of America union.

Director of Supply Chain and Continuous Improvement - Contract (2007-2009) Full-time 2011• Approved $40M in purchase orders and negotiated 5-year agreements.• Developed 8 Managers skills and lead the team of over 100 in his organization.• Created strategy for continuous improvement, implemented the Magellan Operating System (MOS).• Developed frozen time fences between 9 programs that drove stable requirements into Supply Chain.• Recruited 16 key positions in the organization, including 4 managers and closed key resource gaps.• Implemented cellular manufacturing layout for the Wire Strike Business Unit.• Implemented Strategy Deployment (700 employees) starting with the executive.• Implemented Lean Engineering training, and principles for 50 person-engineering departments.• Translated the corporate goal into the company’s True North, and hard goals for the 9 business units.• Delivered two year-end Executive Workshops on visioning, problem solving, and team building.Formally Bristol Aerospace Limited

Director of Engineering then Chief Operating Officer 2009 –2010• Completed the development of the hybrid-electric vehicle within four months (half of time).• Completed all design plans for a completely electric (battery operated) vehicle within 8 months.• Implemented Lean Manufacturing, and Lean Product Development – top 5% in Manitoba.

Chief Operating Officer - (contract 2004-2005) • Overall responsibility for 200 employee plant, and implementation of Lean Engineering/ Lean Mfg.• Introduction of Value Stream Management and business unit reporting structure- reorganized.• Increased on-time delivery from 15.5% to 90% in ten weeks.• Decreased inventory by $1M, and decreased lead-time of product from 9 weeks to 4 weeks.• Increased sales by 30% ($3M) for cylinder manufacturing due to competitiveness.

Director of Engineering, May 2001 – 2003Responsible for the Operations of Fort Garry Fire Trucks (Division of Fort Garry Industries). • Overall responsibility of Production, Purchasing, Planning, Warehouse, and Engineering.• Certification and maintenance of quality system, to ISO 9001 from ISO9002. • Implementation of solid modeling design, and product data management in engineering• Development of planning and control activities throughout sales, engineering and production.• Implementation of integrated Manufacturing Resource Planning system – Visual Manufacturing.

Planning Manager and Corporate Master Scheduling Manager 1999 –2001Responsible for the Material Planning function, as well as Master Scheduling function (below).• Ensure Oracle system is driving appropriate messages to purchasing and planning in the final assembly Plants (Crookston, St.Cloud) and the supporting plant (Winnipeg).• Ensure the Capacity Planning function is used and communicated to the shop floor.• Responsible for the Master Schedule and coordination between Engineering, Sales and Operations• Development of simulation models to balance the supply and demand using all available capacity.• Start and develop the process of Sales and Operations planning at New Flyer.• Perform the Rough-Cut Capacity Planning for the organization.New Flyer Industries Canada ULC is one of North America's largest manufacturers of heavy-duty transit buses. Established in 1930, the Winnipeg-based company manufactures a complete line of buses that are used by city transit authorities and bus companies across the continent.The innovative company has been recognized for several industry firsts, such as the development of low-floor buses that have become the industry's standard. New Flyer is also developing tomorrow's engine systems, including clean diesel, hybrid and natural gas-powered buses. The company recently re-introduced a line of electric-trolley buses, which are silently -- and with zero emissions -- rolling along the streets of Vancouver.The publicly-traded company's emphasis on innovation has led to new business for the company and increasing production at its three manufacturing facilities in Winnipeg, St. Cloud (Minnesota) and Crookston (Minnesota). The company manufactures buses for transit services across North America, including Vancouver, Ottawa, Chicago, Cleveland and Orange County. In addition to its head office, New Flyer has three manufacturing facilities in Winnipeg as well as two manufacturing facilities in Minnesota.

Materials Manager and Production Manager 1997–1999 Responsible for meeting the demand placed on Bayco (foundry and machine shop).• Performing the Master Scheduling for the organization.• Coordinated efforts of planning, purchasing, and shipping for increased customer service.• Maintaining the MRP II processes through the constant change and process improvements.• Meeting the production schedule and improving all shop floor and shipping and receiving processes.• Developing meaningful measures of performance for the production and warehouse functions.

Central Planner, Reworks Building Responsible for meeting the demand placed on the Reworks organization from 3 product lines, and Tillburg, Holland (Component Remanufacturing-Aerospace $110M).• Performing the Master Planning function.• Representative for the entire building (Reworks) to customer assembly areas(A250,LEPU,PT6)

Manager of Engineering and Planning 1996 – 1997 Responsible for the implementation of MRP II at Leon’s Manufacturing and Ram Industries. • Supporting Leon-Ram Enterprises in attaining bill of material and inventory accuracy as well as implementing JIT/TQM principles in support of an MRP II implementation.• Support, plan, and improve manufacturing operation with new technologies including CAM.• Perform engineering resource planning and prioritize the existing product and new product needs.• Improve efficiencies by eliminating waste and by the introduction of capital equipment.

Operating Systems Analyst 1994 – 1996 Responsible for material and capacity planning and operations scheduling Responsibilities included:• Supervising material planners and shop schedulers in their daily activities. Responsible project manager to help in the design and implementation of a company-wide change in operating systems. The system utilizes both, information and people-based technologies including MRP II, JIT/ Continuous Improvement and Total Quality concepts and methods. Responsibilities included:• Undertaking the leadership role for the MRP implementation at the assembly plant in Pembina, ND.• Structuring the bills of material for the sub-assembly department.• Introducing and organizing kanbans-JIT pull signals- for effective material replenishment