Lynne Johnson, P.Eng. Email and Phone Number

The Midwestern Region includes Illinois and Missouri. AME’s regional boards are made up of dedicated and passionate volunteers who contribute their time and expertise to help local companies improve their competitiveness and overall success through shared learning and access to best practices.

Deployed the Elite Dealer Playbook across four dealershipsCoordinated the development and deployment of the business information system resulting in real-time access key business performance dataLead the annual strategic planning and goal setting processCreated a Strategic Scorecard along with the monthly management routine for the Executives to review performance to target and adjust activity. The business performance is exceeding plan for 2022Established monthly performance review at each of the four branches and coaching site leaders to facilitate problem solvingLed the creation of the future state of the payables process in preparation for an electronic system implementationStandardized the information flow for new unit installations, streamlining communication across functions and improving access to status informationDeveloped and deployed standard work for scheduling service operations across the organizationInitiated an Organizational Culture Survey and led the followup communication across the organizations to address employee engagement and retentionCoordinated the leadership training addressing issues surfacing from the Cultural Survey

Engaged with the Dealer Principles to establish management routines that support a culture of continuous improvement;Coached and developed leaders from the front line to the Value Stream Manager on operating a Lean value stream;Worked with the entire organization (salary and hourly) to transform to a culture of significant focus on value for the customer, and rigorous continuous improvement and problem solving;Worked with the dealerships to develop value stream maps and transformation plans to deliver future state targets;Developed and delivered programs to teach the workforce on lean tools and concepts;Worked with value stream team to prioritize and execute the process improvement activities;Supported the Value Stream Managers in setting and measurement of actual performance against targets.

Implemented lean transformation and daily management across multiple Value Streams including Customer Service, Logistics, Distribution / Warehousing, Data Management and Enterprise Engineering.Brought about process improvements through the active support, participation and leadership of Rapid Improvement Events;Executed key activities as part of Lean Transformation and daily management Supported the launch of all activities needed to incorporate Lean Transformation and daily management into the Value Stream culture;Tracked all changes/improvements made to provide Value Stream Leadership/Management the assurance that changes are effective and lasting, Reviewed new procedures/controls and appraised the efficiency and effectiveness of operations;Monitored and reported on key metrics;Developed and delivered training and workshops.

Directly responsible for planning and directing all aspects of the organizations operational policies, objectives, and initiativesFocusing on the ongoing, day-to-day management of the organizations business model and internal processes to ensure maximum productivity and revenue. Providing leadership by delegating tasks to management staff, ensuring the integration of strategic plans with company operations

Managed Engineering, R&D, Planning, Master Scheduling, Purchasing, Facilities, Quality and Continuous Improvement teams; Collaborated with the Directors and Vice Presidents to set direction for the organization and establish operational priorities;Defined metrics, made them visual, and established daily management routines to monitor performance;Identified process improvement opportunities prioritized projects and led cross functional teams to deliver results;Developed and delivered training to support a Lean culture.Coordinated the set up of a brownfield facility on time and on budget.Also held the role form 2007 to 2008

Restructured the Lean consortia based on the voice of customer gathered from the Executives of member companies past and present;Grew membership in CME based on delivery of value to the customers (members); Facilitated best practice sharing among consortia member companies;Led Kaizen Events at member companies;Supported the development of standards for CME offices across the Regions;Coordinated tours, workshops and other learning events;Facilitated Lean training;Drafted funding proposals and budgets.