Lean Enterprise Trainer
Lean Enterprise Trainer
My role at TMMC was to provide the best quality product, with the shortest possible lead time, at the lowest possible cost and in the safest possible way.
Highly skilled in developing visual management FMDS (Floor Management Development Systems)(PDCA - Plan, do, check, act) . This system ensures understanding of KPI targets, the ability identify impacts to these targets, implementing of countermeasures to improve performance and monitoring results of those countermeasures so focus can then be changed to the next impactor to achieve the group and company Hoshin goals.
Management-driven kaizen activity where management members identify areas in need of continuous improvement and spread information through the organization to stimulate kaizen activity.
Very deep knowledge and awareness of productivity, operating rate and operation availability with a keen eye for kaizen opportunities.
2 Major model change pilots which included planning for, training and implementing new processes to successfully launch new models into full production, 1 as a Team Leader and 1 as a Group Leader.
Many TBP activities which led to successful kaizens reducing costs, increasing quality, increasing TM versatility and knowledge as well as improving safety conditions. Developed ``report cards`` to monitor Team Member performance which was yokotened (best practice sharing) plant wide. This data drove activities for quality improvement from the Team Member, Team Leader and Group Leader levels each managing their own impact to overall customer satisfaction.
President, Lean Subject Matter Specialist, Account Manager and co-founder of Cycle Time Management, Bill has over 25 years experience in lean manufacturing management and training ...
Don Bowes has been a project leader for the University at Buffalo Engineering Department’s Center for Industrial Effectiveness since 2001 where his client ...
A highly skilled leader and master trainer respected for in-depth expertise in leading team members in achieving production goals and developing employees in a fast paced ...
Paul has over twenty-five years direct lean manufacturing experience within the automotive parts remanufacturing and heavy industrial sectors. This experience was gained on ...
Through my years at Toyota Bruce Mulder has developed a very strong passion for, and belief in the Toyota Production System. He feels this system, when implemented in the proper ...
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CTM has developed a comprehensive process (The Lean Framework) that allows an organization to create an environment and a means for change. Change that permeates the entire company and becomes a new paradigm for growth.Learn More
CTM's Lean Framework sets out clear-cut objectives that can be achieved through an ongoing process of cycle time reduction and continuous improvement. This process has had tremendous results consistently.Learn More
Moving from reactive to proactive thinking in the work place. Having the employees understand the importance, scope and techniques involved allowed many clients to move forward at greatly accelerated rates.Learn More
CTM focuses on five key issues: identifying waste, cellular production, scheduling, production line processes, and production line support. Our process helps firms eliminate all inefficiencies and thrive.Learn More
Clients have found CTM’s Lean Assessment approach of key employee interviews, financial review, facility visit and a lean manufacturing evaluation to determining lean implementation requirements has been very effective.Learn More
CTM was incorporated in 1986 and has delivered high quality services to numerous organizations in manufacturing, healthcare, and other industries. Read our clients' success stories.Learn More
"Terrific progress is still being made. Over 50% of our employees are actively involved in cycle time reduction teams..."
“Mott’s profitably has grown because of the continuous improvement foundation provided by Cycle Time Management. This focus changed Mott..."
“CTM’s Program is about building a new culture throughout the company. It created an internal mechanism that got people..."