Alan Lee
Alan Lee has conducted numerous Kaizen intensive events for The Center for Competitive Change. He received Kaizen training from Shingijutsu’s master, Chihiro Nakao. Since then, he has led and participated in more than 400 Kaizen events at more than 50 facilities around the world. He teaches “The tools of Kaizen and The Fundamentals of Lean: The Seven Deadly Forms of Waste” for the University of Dayton public seminar series. He was instrumental in establishing a successful Kaizen continuous improvement program at Copeland Corp.’s Hartselle, Ala., facility, significantly increasing plant capacity, reducing inventory and lead times, and lowering product cost. Copeland’s Hartselle facility won the U.S. Senate/Alabama Productivity and Quality Award for 1995 as Alabama’s most progressive plant, and the 1996 State of Alabama Continuous Improvement Award. Lee is a Certified Quality Engineer with experience in the Shainin D.O.E. techniques and more than a fifteen years experience in manufacturing. 

Anthony Mangione
Anthony Mangione is a change agent and coach who trains workers and helps implement lean management philosophies and techniques at companies nationwide. He has extensive experience in strategy, business and financial integration, and implementation techniques at dozens of companies involved in automobile manufacturing, injection molding, sheet-metal stamping, die casting, electromechanical assembly, chemical operations, software, and communication.
For General Motors Corp., Mangione has led change while holding leadership and management positions in finance, business planning, manufacturing, and supplier management and development. He has worked with GM and its suppliers to modify and apply lean manufacturing techniques and has been recognized for leading positive transformations by instilling an entrepreneurial spirit, innovative thinking, and creative and futuristic approaches to the company’s operations and planning activities.
At small- to medium-sized companies, Mangione has led business turnarounds and transformed operations, serving in positions such as general manager, vice president of operations, and vice president of strategic and corporate development. His leadership produced significant financial and productivity improvements, energized teams, improved morale, increased employment, and resulted in dynamic growth.
Mangione holds a B.A. in financial administration, an M.B.A. in marketing and management, an M.S. in manufacturing management, and as M.S. in Operations Management. He has participated in programs at the Wharton Business School, The Simon Graduate School of Management, the University of Michigan, Harvard, and MIT.

Mel Marsh
Mel Marsh is a Partner/Facilitator of the University of Dayton Center for Competitive Change.
Through Mel's work with many groups, she has identified critical success factors for managing group interactions.  She has developed a unique workshop called Getting Things Done: Effective Meeting Management and Facilitation Skills to help individuals develop meeting leadership skills.
Mel is certified by the Center for Creative Leadership to use the KEYS instrument.  KEYS assesses how well an organization's overall work environment supports or hinders productivity and creativity at work.  Using the findings from this survey, Mel helps the organization take specific, targeted steps to remove the obstacles that hinder an employee's ability to work effectively.
Applied Practical Thinking Training® has certified Mel to teach Edward De Bono's Six Thinking Hats®.  Mel has incorporated the Six Thinking Hats concepts into the Collaborative Thinking Workshop to help groups work together more effectively.
Mel has studied creative thinking and the Herrmann Brain Dominance Instrument (HBDI) with the Ned Herrmann Group.  The HBDI assesses thinking style preferences of individuals and teams.  Ned Herrmann Group has found that thinking style preferences impact many work areas including teamwork, communication, and creativity.  Mel uses the HBDI when working with teams and in teaching innovative thinking. 

Michael R. Massey
- Planning Services Consultant
- B.S., Industrial Engineering, Georgia Institute of Technology
- M.B.A., Management, Georgia State University

Professional Credentials:
Senior Member:  Institute of Industrial Engineers

Over thirty years of practical experience in a broad spectrum of projects including: master planning; conceptual design; machine, work place and facility layouts; methods improvement; standards and procedures development; capacity utilization analysis; cost reduction; and capital equipment justification in general manufacturing, warehousing, distribution and logistics, food and beverage, pharmaceutical, aerospace, commercial & newspaper printing, and paper converting industries.

Steve Maynard
Steve Maynard is Vice President of Engineering for The Wiremold Company, where he also has served as CIO and Special Projects Manager.  He is responsible for converting traditional computer information systems to lean computer systems during The Wiremold Company’s journey to lean.  He is conducting the first workshop in the United States on the conversion of traditional IT systems to Lean IT systems for The Center for Competitive Change.
Over the years he has worked at Bonded Technology, Advanced Composite Products, Kaman Aerospace, and Field Concrete Pipe, serving as Special Projects Manager, Director of Operations, Senior Manufacturing Engineer, and Product Engineer, respectively. 
His work has been referenced in Better Thinking, Better Results (Emiliani, 2003) and in Lean Thinking (Womack and Jones, 1996).
An associate professor of mechanical engineering at the University of Hartford since 1991, Maynard holds an MBA from Rensselaer Polytechnic Institute (RPI) and a degree in mechanical engineering from Worcester Polytechnic Institute.  He is pursuing a master’s in marketing management from RPI.

Ed Miller
Edward Miller is currently a principal of Strategy Development Services, LLC, a consulting company he founded to help companies along their Lean Business transformation by developing corporate and go-to-market strategies based on Lean Business Principles as well as deploying them through the entire enterprise. 
Ed is a senior-level executive who is experienced wits planning, leading, and executing successful enterprise-wide lean transformations.  Ed’s executive and operating experience allows him to effectively become a temporary addition to the client’s senior management team to help establish a strategic roadmap for their Lean Enterprise Transformation.  Overall, he offers clients over 28 years of industry-leading experience as an executive in marketing, sales, and engineering with the practical know-how of applying Lean principles to win in the market place.  Ed has also authored numerous articles and taught Lean Enterprise strategies and policy deployment.

Ron Moore, PE, M.B.A.
Ron Moore, PE, M.B.A. is an internationally recognized authority on plant operation, reliability, and maintenance strategies. At his many courses, workshops, seminars, and presentations, he speaks to manufacturers worldwide about improving their competitive position through reliability-based strategies.
Moore has 30 years of industrial manufacturing experience across a broad range of industries. He served for five years as president of Computational Systems Inc., a supplier of instruments and software to manufacturing companies.
A senior fellow at The University of Dayton Center for Competitive Change, Moore is author of the book Making Common Sense Common Practice: Models for Manufacturing Excellence and more than 20 articles published in technical journals.

Bill Pensworth
A recognized international lean implementation expert and trainer, with 25 years manufacturing experience.  Has led 900+ Kaizen efforts at 90 facilities around the world in a wide range of industrial sectors.
Serves as a lean implementation consultant to companies such as Emerson Electric, Carrier, John Deere, Baxter Health Care, Hager Hinge, Philips, Engelhard Corp., Cutler-Hammer, Poulan Weedeater, Globe Motors, Rehrig, and others in more than 30 states and six countries.  Helps companies implement Kaizen-based process improvements.
Led lean team at FMC Technologies’ Energy Production Systems Subsea Oil Tree, reducing production lead time from an average of 18 weeks to less than eight weeks; labor savings was more than $50,000 per unit (46 units planned for 2003).
For Milacron Corp., conducted lean training for 350 salaried and hourly employees.  Designed/implemented cellular manufacturing for large plastic injection-molding equipment, reducing throughput time from 69 days to nine days with a resulting labor savings of $100,000 per year.  Designed/implemented cellular manufacturing for large custom-engineered blow-molding equipment, reducing lead time from 14 weeks to four weeks and increasing inventory turns from five to more than 10 times per year.
Revised manufacturing processes/plant layout for Copeland Corp. to reduce the variable operating cost by 40 percent and product lead time from 10/15 days to five days.
Led lean transformation of several product lines at Globe Motors, resulting in an increased output of 400 percent.  Profitability went from negative to positive. 
Led lean transformation/reorganization of all Hager Hinge manufacturing processes, resulting in continuous productivity increases.  Results included near one-piece-flow setup for all processes; 70 percent reduction in work in process; lead times reduced from eight+ weeks to less than five days; roll mill changeovers reduced from 18 hours to less than one hour; and process controls producing a tenfold reduction in defects.  The Hager Hinge American factory is a successful global competitor with third world countries, Hager having the dominant share of the domestic market.

Cash Powell Jr., CFPIM
Cash Powell Jr. has thirty-five years in industrial manufacturing, government logistics, and lean manufacturing systems.  He was Director of Materials for a Fortune 500 company, and spent twenty years as consultant to industry and government in materials, production management, organization planning and teambuilding, cost controls, Lean logistics, software evaluations, and university teaching.  He has managed lean programs, kaizen events, and worked with Fortune 100 companies on lean transformation. He has performed turnaround projects for three companies, from 40% on time delivery to 96-100% through planning, scheduling and inventory management.  Powell was the technical advisor for software selection for a $400 million dollar MRP-II and Lean Logistics program for six United States Air Force remanufacturing facilities. Powell was a consultant for Booz, Allen Hamilton, President of C.S. Powell, Inc. a management consulting firm, and serves as Associate Director, Center for Competitive Change, University of Dayton.  He is the author of fifty articles and book reviews and the co-author of  “10 Steps  +1 An Implementation Roadmap to Lean.”

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