About Us

With twenty years experience in lean Six Sigma implementation, I understand organizations are unique environments, facing specific internal and external challenges. The introduction of change can feel threatening and confusing to management and employees alike. My experience has provided me with the tools to recognize and overcome these hurdles. Breaking through pockets of resistance and encouraging staff to take ownership of lean Six Sigma implementation is my priority and greatest strength. I take great pride in helping clients recognize and create the lean Six Sigma solution that best meets their needs.

Effective lean Six Sigma consulting requires a unique approach for every project. There is no single answer engraved in stone applicable to every organization. I have found flexibility greatly simplifies identifying the best solution. Projects cited below provide a cross-section of my approach and common challenges in implementing lean Six Sigma principles. In each case, my task was to identify nonproductive elements and untapped potential.

U.S. Army Corps of Engineers, The Dalles Dam and The John Day Dam

The greatest obstacle in these projects was to overcome established, ineffective processes by implementing self-directed work teams. To ascertain success, recognizing forward thinking employees with strong interpersonal skills was critical. In positions of leadership, these individuals could educate and develop less skilled peers in the new work processes. These projects involved Phil Crosby TQM, Steven Covey's "7 Habits of Highly Effective People", World Class Manufacturing, Deming principles, as well as use of Critical Path Method (CPM), Probability Evaluation and Review Technique (PERT), and GANT charting.

Ohio Bell Telephone

The new management was MBO, Management by Objective. Processes lacked a clearly defined goal, as well as constructive feedback. The end result was stagnation; processes became bogged down, often providing meaningless data. My greatest challenge was to provide clear focus, relevant feedback and appropriate adjustment. Identifying and supporting visionary, effective leaders within the organization played a significant role in lean Six Sigma implementation.

Boeing Commercial Airplane Company

Boeing's environment involved Flexible Manufacturing Systems and productivity circles. The idea was that small groups of employees could engineer their own work processes. Effective integration of these circles to meet a specific goal, however, was a challenge. Often, the circles were unable to eliminate non-productive work and reduce variability. To implement lean manufacturing Six Sigma, my role involved moving these groups forward and developing effective management strategies to coordinate the circles. My work included implementation of Kan Ban techniques.