★ EMPOWERMENT unleashed, RELIABILITY ensured, EXCELLENCE achieved ★ ■ Do employees find purpose in achieving aligned business goals? ■ Are problems solved to root and solutions shared enterprise-wide?■ Is the organization highly reliable with safety, quality, delivery, and financial stewardship?We guide organizations to build an organizational culture focused on human development while integrating the work, improvement, and management systems to sustain the resultsBy improving operational performance and leadership, we enable our clients to achieve results beyond their expectationsAt Lean Management Systems, we believe in the systematic development of problem-solving capability while improving processes to get breakthrough results.✔ We connect people to outcomes by pursuing 100% value-added work and designing work to be done right the first time. Using the value-based safety goal of zero harm, we align, unleash, and focus people’s efforts. We enable employees to solve problems using the scientific method, with leaders supporting problem-solving coaching in a psychologically safe environment.✔ We integrate problem-solving and problem-solving coaching capabilities into a methodological approach to system understanding, analysis, and design. This leader-led operating system transformation drives the stability needed for continuous improvement.

Sponsored by the Society of Manufacturing Engineers (SME), Association for Manufacturing Excellence (AME), The Shingo Prize for Operational Excellence, and the American Society for Quality (ASQ), Lean Certification standardizes practices within organizations, regardless of size or industry.This focused, two-day, review session prepares candidates for the Lean Certification Bronze-level exam. A combination of concept presentations, practice exams, worksheets development and discussion, and group question review is highlighted. Topics covered in the exam are reviewed by to help prepare to take the Bronze-level Lean Certification exam.Interactive groups review tactical lean principles in order to share ideas and solidify knowledge about key lean concepts. In addition, they gain a better understanding of the portfolio requirements for the Bronze level. The result is participants who are better prepared and more focused, who know what they need to have in order to succeed at sitting for the Lean Bronze Certification exam.

Provide focused workshops in the following Lean concepts, tools and management systems:- Strategy Deployment with A3's- Advanced Kanban Systems- Continuous Improvement Idea Systems- Daily Accountability with Tier Management- Production Preparation Process (3P)

We are an international management consulting firm focused on helping companies and leaders around the world create continuous improvement momentum, drive innovation and deliver meaningful impact to increase customer value.Our ServicesManagement Consulting• Customized continuous improvement consulting• Customer Driven Value System™ – A holistic, integrated and iterative approach to continuous improvement initiatives • The Vital Few™ – A systematic approach to quickly prioritize the initiatives that will deliver the most customer value• 90-Day Transformation™ (T90™) - Transform any process in 90 days to remove waste, increase product quality, and cut costs in halfCoaching and Training• Executive, train-the-trainer and frontline leader coachingWorkshops• Public workshops covering various continuous improvement topics on Lean, Lean Six Sigma, the Vital Few and more• Industry-focused events and workshops covering Healthcare, IT, Government, Finance, Manufacturing, Retail and more• Customized facilitated continuous improvement workshops See less

AME was founded in 1985 and is the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence. AME’s membership is comprised of a trusted network of individuals who are committed to leveraging the practitioner-to-practitioner and company-to-company shared learning experience. Through engaging workshops, seminars, plant tours and industry-leading conferences, AME members are continually discovering and implementing new continuous improvement strategies and best practices.

Responsible for providing instruction and guidance to drive implementation of Lean processes, management system and mental models. Assists in facilitating Lean activities and lean education sessions. Helps develop, teach, coach, and mentor leaders and employees.Encourages the use of best practices, fostering continuous improvement and standardization. Promotes a Continuous Learning environment.

Responsible for the operations of the manufacturing site (350 employees) manufacturing the 200 Series and A-Series windows. The responsibilities include the commercialization of Andersen’s new product platform including product design improvement, process and system design, budgeting, and the development of the team structure with a continuous improvement based management system. Exceptional business results were achieved in terms of customer experience (quality and delivery), cost, and capacity improvement. The management system implemented in the plant is a model for the corporation. It has an excellent use of strategy deployment, visual management, A3 projects, Quality Circles, and enables the implementation of 1,500 continuous improvement ideas each year. The manufacturing system is rare in the world of Lean: made to order with custom size and high vertical integration. The process uses Heijunka, purchased and manufactured Kanban systems, with many custom size components supplied in sequence by tier 1 suppliers.

Leader of the lean and continuous improvement deployment for the corporation. Responsible for developing and launching the Andersen Manufacturing System (AMS), Andersen's adaptation of the Toyota Production System. Led a team of lean managers, engineers and lean specialists to implement a culture of continuous improvement across multiple plants where everybody is continuously involved in improving the process they manage to achieve higher customer satisfaction and better business results. Some accomplishments:* More than 6,000 CI ideas implemented per year* Policy deployment with A3 strategies and plans* A3 projects and daily accountability system* Created and delivered AMS training modules.* Changed the way floor leaders are running and improving the business

Cottage Grove Facility:Led a team of 200 associates and managed assembly lines for new and growing products (25 to 100% annual growth.) Hired and developed value stream supervisors and crew leaders. Defined metrics based on policy deployment with corresponding tracking and analytical tools. Built a model value stream team imbedded in a lean culture to drive daily continuous improvement based on data and floor observations.Some accomplishments:* Safety incident rate improved by 54%* Initial quality improved by 44%* Quality conformance improved by 37%* Delivery improved by 97%* Productivity improved by 20%

Manufacturing site of Bayport, MNLed a team of 250 associates and multiple assembly lines. Implemented rapid improvements of all metrics through lean transformation. Created component supermarket with high frequency time based delivery routes, lot by lot Kanban management, cyclical and non cyclical standard work, job-breakdown analysis, standard work for leaders, process control plans and TPM teams. Some accomplishments:* 30% reduction in inventory* 95% reduction in material shortages

Manufacturing sites of Grand Rapids, MITransformed the 30 year old batch assembly processes of Steelcase file cabinets using multiple types of pull systems, line balancing to standard work and leadership standardized work based on visual management and visual accountability system. Provided lean training and coaching to operators, managers and executives, using classroom format, kaizen events and Gemba walks. * Floor space utilization reduced by 50%* WIP reduced by 75%* Quality issues decreased by 25% Created and led the principal manufacturing cell of laminated work surfaces. This green field was one of the first major Steelcase lean initiatives and was used as a Lean model across the corporation. * Throughput time improved from 2.5 days to less than 45 minutes.* Yield improved from 93% to 97%.* Capital spending reduced by 45%* Productivity improved by 30%.

European headquarters, Strasbourg, FranceDirected the special product RD&I for the European and Asian markets. The department was staffed with 25 people incharge of analyzing customer and architect requests, proposing solutions, costing and pricing, the prototype shop, and order entry. Led the development and industrialization of the work surfaces of the first European system product for the company. This product was manufactured in France, Germany, Spain and England. Less than two years after its launch, this product became the most sold office furniture system in Europe.

Implemented 5S principles, pull systems, quality circles and visual management by leading multiple empowered teams with Takuji Yoshimatsu (SOJAQ - Renault) as my lean sensei. In charge of capital expenditure, site planning, industrialization of new products, cost savings and safety improvements.

Manufacturing site of Fécamp, France:Participated in plant consolidation.

Manufacturing site of Broadway, EnglandSet up the first computerized production management system (MRP2 and JIT) for the plant.