Crisp Consulting is a long-established business improvement company based in Perth WA. The company offers a wealth of Lean and business improvement methodologies applicable to many diverse industries including, manufacturing, mining, production, processing, supply chain, aviation, automotive, healthcare, agriculture, fresh food , to name a few.Having worked with over 80 SME clients I have gained a wealth of knowledge to understand every client's needs to ensure the lean journey is a success.The vision of the company is to deliver true Lean thinking and support to the businesses within Australasia to enable greater productivity, safety and efficiency within the operations of the business. This is achieved by helping companies and individuals to understand the current business constraints and everyday issues they are currently experiencing and to offer solutions to help unblock the constraints. Crucially, support provided by Crisp Consulting doesn’t stop upon delivery of a report and help will be provided to the customer at each stage of implementation. This will include training of team members to build capability and involving all areas of the business to support and ensure the improvement is successful and sustainable at each stage.Marcus Ward, Managing Director has had many years in the Lean sector has demonstrated total commitment to ensuring that changes are implemented through a hands on approach and engaging style, leading to the delivery of positive client outcomes every time.

I introduced Process mapping (Value Steam Mapping) & Lean System deployment,( Toyota Production System TPS) in order to identify waste and cost reduction opportunities, I was instrumental in•Setting up core Lean teams, to train Woodside staff in the TPS concept, and develop projects using Master Schedules.•Training in the techniques for TPS, to allow the understanding and mind set change to develop.•Introduce KPI systems in the plant to understand the current condition, with us of OEE data collection, and the concept of problem solving.•Set Master Schedule for Lean roll out over the next 12 months, to train; implement pilot areas for the TPS systems, to allow showcase pieces for Management mind set change to take place.•Tools trained 5’s, QCO, STD Work, PDCA, OEE, Kiazen, Team Work., Team building, TPM, Visual factory, •Currently in phase two of role out, teaching the understanding, to team, small Jishiken activates taken place, with small kaizen teaching.•Phase three is now in the stage of the roll out of the stability tools into the work place.•Phase 3 Preparation for six months role out of pilot areas site wide, to allow showcase pieces to gain work force buy in and sense of embracing change management.•Currently writing all new training materials for full deployment across Woodside to ingrain lean into everyday working environment.• My role is to introduce a continuous improvement culture into the Woodside Business from Shop floor Staff to senior levels. The role is to coach all levels of the business, self-managing teamwork, change techniques and tools. Address the psychology of changing attitudes “hearts and minds”. Highlight the necessity to change/adapt to business needs. Coach management their role within the change process. Coach the Associates at the workplace on a day-to-day basis. Highlight, design and arrange training courses for the Team Leaders. Coach and support team leaders in team meetings

Lean Manufacturing Consultancy has a Global and SME client base, including Automotive Agricultural, Mining industries, oil and Gas and fortune 100 services. •During this period I was responsible for the following contracts as a Lean manufacturing Consultant.•Newcrest Mining WA division-•Rio Tinto PTY Ltd WA whole division•Woodside Oil and Gas Karratha, PerthDue to market sensitive information I am unable to disclose benefits, however I am able to supply references from Newcrest Mining, Rio Tinto Iron ore and Woodside should you require them.Process mapping (value steam Mapping) & Lean System deployment, this is to identify waste and cost reduction opportunities• Setting up core lean teams, to train Newcrest staff in the TPS concept, and develop projects using master schedules. This is still underway.• Training in the techniques for TPS, to allow the understanding and mind set change to develop.• Introduce KPI systems in the plant to understand the current condition, with us of OEE data collection, and the concept of problem solving.• Set master schedule for Lean role out over the next 12 months, to Train; implement pilot areas for the TPS systems, to allow showcase pieces for Management mind set change to take place.• Tools to be trained in 5’s, QCO, STD Work, PDCA, OEE, Kiazen, Team Work., Team building, TPM, Visual factory, • Currently in phase two of role out, teaching the understanding, to team, Small jishiken activates taken place. With Small kaizen teaching.• Phase three is now in the stage of the role out of the stability tools to the work place.• Phase 3 Preparation for six months role out of pilot areas site wide, to allow showcase pieces to gain work force buy in and sense of embracing change management.• Current core team size 5 lean Models, work force exposure to train 600 headcount

Group Leader of projects working directly with design teams, pilot group and production management to introduce new model 278w Corolla into Assembly two shop. Responsibility for: - •The achievement of main line team members achieving training schedules , quality, and safety targets to meet deadlines set by Directors •Manage and control of all Pilot build online to assess prototype parts prior to launch.•Developing the Assembly Groups Supervisors in process design to allow smooth changeover of models. By way of strong management & development of the members.•Gaining an in depth understanding of management of over 200 members training status.•Management of tracking systems for Visual Controls for management follow.•Daily control of vehicles passing through the line maintaining current production volumes.•Daily meetings with Management to inform of current defect trends and concerns•Arrangement of special activity and manning to reduce delayed training to allow achievement of targets.•Liaising with other divisions about concerns, from paint, parts and weld shop concerns.•Working with the TMC team to ensure every aspect of the implementation of the project has been covered•Tracking and monitoring trends and concerns with defects to aid countermeasure activities prior to SOP (Start Of Production) of the new model.•Process design and reduction in waste, with the removal of Muda (Waste) to ensure performance efficiency was achieved.

Group Leader of Toyota Production Systems (TPS) group working with design teams, pilot group TMC(Toyota Japan) and TMME(Toyota Motor Manufacturing Europe) team . I was responsible for the management to ensure introduction of new design concepts from TMC into the Assembly shops. Responsibility for: -•The reduction of waste to optimise process density to allow the production workers to have more value added work content within process •Manage and control of all process design for the line.•Developing the Assembly Group’s Supervisors in the new concept to allow introduction into the shop. By way of strong management & development of the members.•Gaining an in depth understanding new systems from TMC SPS (Set Parts Supply).•Management of tracking systems for Visual Controls for management follow.•Visits to Japan for latest training in TPS advanced system for implementation in the UK.•Introduction of SPS into Pilot areas within Burnaston plant.•Core team 45 advanced Team leaders•Second tier 250 online members, via Lead team leaders