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Orest Fiume, C.P.A.
Orest
Fiume is the retired vice president of finance and
administration and director of The Wiremold Company,
known internationally as a leader in implementing lean
business management. Fiume, who led Wiremold’s
conversion to lean accounting as the company adopted
lean business management in 1991, also installed lean
accounting at Wiremold’s 20-plus business acquisitions.
Wiremold- noted in the book Lean Thinking (Womack
and Jones) for its extraordinary success in lean
implementation- also has been cited in many other books
and articles on lean business management.
Before
1991, Wiremold was a traditional batch-and-queue
manufacturer of wire management systems. Wiremold
depended on MRP and large inventories to support
customer service and standard cost accounting as the
foundation of its accounting system. In 1991, when
Wiremold began adopting lean principles such as JIT,
flow production, and kanban, it became apparent that its
traditional accounting systems were inadequate. So
Fiume developed alternate management accounting systems
that supported the company’s lean business efforts and
also introduced Hoshin planning (policy deployment) at
Wiremold.
Fiume has
studied lean production in both the United States and
Japan, and has been a guest speaker on management
accounting for lean business at conferences held by the
Lean Enterprise Institute, the TBM Institute, and the
Maryland World Class Manufacturing Consortium. In
addition, Fiume was a member of the People to People
Program’s Economic Management Delegation to China to
discuss U.S. financial management practices.
Steve Frech
Steve
Frech is a Managing Consultant with Lockwood Greene
Engineers, Inc., working on projects involving lean
manufacturing training and implementation, production
system development, strategic and tactical planning,
supply chain logistics, location analyses, and
operations assessments and improvements. Most recent
clients include Lockheed Martin, Vought Aircraft
Industries, Embraer, Eclipse Aviation, Mercedes Benz,
Honeywell, Rolls-Royce, Motorola and the US Mint. He is
a member of the Society of Automotive Engineers and has
conducted numerous lean manufacturing workshops at SAE
International and APICS (American Productivity and
Inventory Control Society Conferences, for universities
and technical institutes, and for private companies
around the world.
Before
joining Lockwood Greene in 1998, Steve acquired more
than twenty years experience in the aerospace,
transportation and heavy equipment industries with
management positions held in product design engineering,
product development, product support, sales and program
management. He is a graduate of Purdue University with
a BS in Mechanical Engineering Technology and holds an
MBA in Finance.
Berkley Greenway
1968-78
Started
working with electrical and electronic circuits in the
US Navy. Attended basic, advanced, and specific
electrical and electronic schools related to Naval
Aviation. Maintained the calibration of Aircraft
Inertial Navigation System, certifying accuracy to ± 5
arc seconds of a degree on long range anti-submarine and
patrol aircraft. Performed intermediate maintenance
repair (Black Box component level) for various aircraft
systems. Taught entry level skill craft school to Navel
and Marine student.
1978-89
Worked as
a Contract Instructor for State Technical Institute at
Memphis, teaching advanced electronic courses under a
government contract to military students. And with San
Diego Community College teaching basic electronics after
a Government contract change.
1989-99
Worked as
a Maintenance Technician with Amoco Chemicals. Short
time spent working as a shift technician repairing and
maintaining equipment used in the production of Carbon
Fiber. Majority of tenure with Amoco was spent running
the Metrology Lab. Was responsible for maintaining the
calibration and certification of over 600 control loops
deemed critical to the operation and production.
Developed Standard Operation Procedures to ensure all
technicians were performing calibrations the same way
and to the correct standards. Assisted the Facility in
acquiring and maintaining its QSR ISO Certification.
2000-Present
Providing
maintenance training and procedures as a Training
Consultant. Helped develop evaluation procedures and
study guides providing additional information in support
of an on-line maintenance training course. Working as an
Evaluator validating the trainees learning comprehension
of on-line maintenance technical training for Greenville
Technical College in Greenville, South Carolina and also
throughout South Carolina for the states Center for
Accelerated Technology Training (CATT) in Columbia,
South Carolina.
Mary Lu Harding, C.P.M.
Mary Lu Harding is an
educator, consultant, and seminar leader with more than
20 years’ experience in manufacturing. She co-authored
the textbook Purchasing and a video film entitled
Systems Contracting. Harding is also a
contributing author to The Purchasing
Handbook, 6th Edition and the C.P.M.
Study Guide, 6th & 7th Editions, and has
written and reviewed questions for the C.P.M. exam.
Harding’s primary areas of
expertise include materials management, especially
Manufacturing Resource Planning (MRP) II and purchasing,
as well as JIT, team development, and total quality
management. She has served as an officer in the local
chapters of both the Institute for Supply Management
(ISM) and the Educational Society for Resource
Management (APICS).
A frequent writer and
speaker for ISM and APICS at the national and chapter
levels, Harding holds a B.A. from the University of St.
Thomas and an M.A. from the University of Texas.
Michael Harding, C.P.M., CPIM
Michael Harding is a principal of Harding
& Associates a firm specializing in purchasing, supply
chain management, and materials related consulting and
training.
Michael
has over thirty years of industrial purchasing
experience including positions as Director of
Purchasing, Purchasing Manager, Materials Manager,
Manager of International Purchasing, and Supplier
Quality Manager with such companies as Digital
Equipment, Texas Instruments, RCA, TRW, General
Electric, and Goodyear Aerospace.
His firm
works with a number of Fortune 500 and smaller companies
as well to improve purchasing results and reduce
inventory investment while substantially improving
product quality, profit, and cash flow. His clients are
located in North and South America, the Far East, and
Europe.
Kevin Hop
For over a decade, Kevin
Hop has been practicing the principles of lean
production at Honda of America in Ohio. He was trained
and practiced the lean methods in Japan as well as in
the U.S. As a Staff Engineer and Manager of Parts
Quality, Kevin was responsible for the quality
development and start-up of the first 60 domestic
suppliers to the Honda Anna Engine Plant between 1988
and 1993. Hop was also instrumental in the setup of the
first focused supplier quality improvement program at
the engine plant and the setup of a new supplier
performance-rating system.
Hop has been a lead
trainer and consultant in the areas of quality, lean
manufacturing methods, and team problem solving. He has
been an advisor to two Honda teams that have competed in
the Association of Quality and Participation (AQP)
national team competition and later became a judge in
that competition. Before joining Honda, he served 10
years in several roles, including manufacturing
engineer, R&D engineer, quality engineer, and quality
manager at Brunswick Corp.’s Technetics Division and
Mercury Marine Division. He is a graduate of Michigan
State University in mechanical engineering and a member
of the American Society for Quality, Association of
Quality and Participation, Society of Automotive
Engineers, Manufacturing and Management Technology
Institute and the Mid America Manufacturing Technology
Center.
Tim Hutzel
Tim Hutzel, President MainStream
Consulting, is a 40 year veteran of industrial
manufacturing, quality, engineering and management. His
education and life experiences provide him with the
unique ability to blend a manufacturing engineering
degree from Miami University, (Ohio) with a post
graduate degree in organization development from Bowling
Green State University. The joining of these two
disciplines peaked his interests to the point where his
research and thesis concentrated on Self-Directed Work
Teams. Tim has written and implemented several programs
on Self-Directed Work Teams including “The Design and
Implementation of Self-Directed Work Teams”, “The Daily
Management of Self-Directed Work Teams”, “The
Supervisor’s Role in Self-Directed Work Teams”, and he
developed the Self-Directed Work Team course for the
Association for Quality and Participation.
This blend of the
“technical” and “organizational” has provided Tim with
the advantage of having a radar screen that goes far
beyond the normal scope and tool box of traditional Lean
implementers who focus on Kaizen or Lean “events”.
Although trained by the Shingijutsu experts while he
worked in Japan, Tim discovered that the missing link to
sustainment of Lean was the need to treat Lean
Transformation as an organizational development
initiative, not simply a series of Lean events in hopes
that the organization would eventually “get it”. Tim
who was responsible for Lean at GE Aircraft Engines and
on the Jack Welch select team to implement Lean
Across all of GE, recalls, “Whenever we would ask the
Japanese, what was next after kaizen they never seemed
to understand our need to connect the dots
organizationally. I now understand why. Kaizen was only
one component of the Toyota Production System which
began with Japan’s reconstruction in the late 1940’s.
TPS and kaizen evolved over 50 years! The organizational
aspect of Lean was always in the background with them as
Lean evolved; Shingijutsu never appreciated that we
westerners needed to understand that. That was my
epiphany; that Lean transformation meant coaching the
entire organization to behave in a holistic Lean
context, not just the shop floor, not just
manufacturing, and not just by conducting Lean events.”
Gerald R.
Jewson
Jewson consults in Global Manufacturing/ Multi-Site
Plant Operations Lean Manufacturing/ Industrial
Engineering/ Materials Management and Logistics. His
experience has prepared him as a:
§
Results-oriented professional with broad-based
experience in positioning lean planning as a critical
component of business management, in both manufacturing
and non-manufacturing environments.
§
Recognized
as a subject matter expert on facilitating process
change through implementation of lean manufacturing
principles, and training and motivation of staff and
managers.
§
Successful
in directing start-up and established manufacturing
operations to industry leadership positions.
§
Excellent
ability to evaluate manufacturing methodologies,
identifies strengths and weaknesses, and introduces new,
team-centered approaches to production.
§
Operations
Manager at Delphi Energy & Chassis (formerly
Delphi/General Motors) in Dayton, OH from 1971-1999
§
Over 30
years of industrial management experience in: Lean
Manufacturing implementation and consulting, Industrial
Engineering, Manufacturing Management, and Materials
Management and Logistics.
§
Directly
involved in all phases of Lean Manufacturing – design,
implementation, planning, training, and implementation
for the past 15 years.
§
Has served
as a Divisional Change Agent managing a small group of
internal lean consultants providing support to 15 plants
around the world.
§
Facilitated
Value Stream Mapping workshops in the U.S., Europe,
Mexico, and China.
§
Conducted
“Kaizen” style improvement workshops in the U.S.,
Canada, Mexico, U.K., France, Spain, and China.
§
Provided
instructional training from executives to hourly
employees.
§
Facilitated
business planning sessions using Policy Deployment
techniques in the U.S., Canada, France, and the U.K.
This work is documented in the AME Target Magazine –
October 1995.
§
Participated
in a joint venture business case development in Mexico
and China.
§
Formerly
served as an Operations Manager for a startup Focus
Factory, and Production Control Manager, responsible for
designing and implementing a new manufacturing plan
founded on a “team” approach for over 250 production,
maintenance, and staff employees. This work was
documented and published in the AME Target Magazine –
February 1992.
§
Has spoken
at numerous manufacturing conferences on various Lean
Manufacturing topics: University of Dayton Manufacturing
Seminar (2), APICS (American Production and Inventory
Control Society), plus regional and local AME
(Association for Manufacturing Excellence) conferences.
§
Member of
AME (Association for Manufacturing Excellence)
§
Has
consulted in Europe, India, Mexico, and Canada.
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