Lean
Series
Six
Sigma
Onsite WorkshopsExperts F-K
Orest Fiume, C.P.A.
Orest (Orry) J. Fiume was vice president of Finance and Administration and a Director of The Wiremold Company, West Hartford, CT, which gained international recognition as a leader in lean business management in “Lean Thinking,” by James P. Womack and Daniel T. Jones. Orry was Wiremold’s senior financial officer from 1978 until his retirement in 2002.
Orry led Wiremold’s conversion to lean accounting in 1991 and developed alternate management accounting systems that supported the company’s entire lean business efforts. He went on to install lean accounting at more than 20 Wiremold acquisitions. Orry has studied lean production in both the U.S. and Japan and has been a guest speaker at numerous conferences around the world. In addition, he has taught workshops on management accounting in a lean business at the Lean Enterprise Institute, the TBM Institute, the University of Dayton Center for Competitive Change, MEP’s in many states, and numerous companies in North America, Europe and Asia. He also has given workshops on Lean Leadership to senior executives at many companies. Orry was a member of a delegation to China to discuss U.S. financial management practices and is co-author of the 2004 Shingo Prize winning book “Real Numbers: Management Accounting in a Lean Organization”. He was also inducted as a Life Member of the Shingo Prize Academy, which has been referred to by Business Week as the Nobel prize in manufacturing.
Orry has a Masters Degree in Management from Rensselaer Polytechnic Institute and a Bachelor’s Degree in Accounting from Fairfield University. He is a Certified Public Accountant, and a member of the American Institute of Certified Public Accountants. He is also a member of Financial Executives International, where he is a past president of the Connecticut Valley Chapter, and serves on the Board of Directors of The Lean Enterprise Institute, the leader in Lean Thinking and Lean Education. He also is a Board member of a manufacturing company, a private equity firm and a Washington, D.C. theater company.
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.
L. John Gould
Mr. Gould brings more than 35 years experience in operations, manufacturing, sales & marketing and general business expertise.
From 2003 to 2005 Gould held positions as the Executive Consultant with The Six Sigma Academy headquartered in Scottsdale AZ. John’s role was working with Top Management in the implementation of Six Sigma and Lean manufacturing. In this role John was the contract project manager on site with our customer. Gould personally performed the Lean training, kaizens and consulting and supervised from 3-6 Master Black Belts who performed the Six Sigma training. His last assignment was with a major automotive interior components OEM engaged in a major vendor rollout for implementation of Six Sigma and Lean instructing and mentoring over 250 vendors of this major corporation. Other contracts during Gould’s time with The Six Sigma Academy were with major Fortune 500 clients and ranged from $200,000 to $ 5 million.
In 2006 Gould began Applied Research which is a consulting company focused on Lean-Sigma. Previous and current clients include a medical technology company and two metal manufacturing companies undergoing Lean transformation.
Previously Gould held positions as President of Tuthill Transfer System, a manufacturer of pumps and electronic testing equipment in Fort Wayne, Indiana. Prior to Tuthill, John was the President of a $100 million Division of Danaher Corporation in Chicago. Here he spent 8 years with Danaher in multiple positions culminating as the Division President position of Danaher Corporation.
John brings significant experience in all aspects of business operations using where he found the use Lean-Sigma process up through the president level having run multiple operations with full P&L and up to 800 people, $100 million in sales and $50 million in annual budget.
John also has extensive experience in all aspects of business management, manufacturing, sales/marketing and exceptional experience in the area of business turn around, continuous improvement including Six Sigma and lean manufacturing.
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.
Liz Guthridge
Liz Guthride is the editor of The LEAN Communicator, the popular monthly eNewsletter, and the author of LEAN Communications, the 5 Step Communications System™ for Doing More With Less and Getting Great Results. Also as the managing consultant of Connect Consulting Group LLC, Liz is a seasoned, results-oriented consultant with diverse change communication and change leadership experience. For the past several years, Liz has specialized in Lean Communications™, helping leaders communicate smarter and better to improve results and build greater trust. LEAN Communications™ is geared toward adding value, cutting waste, and striving for simple improvements. After working with Liz and her 5-step LEAN Communications System™, leaders get positive results generally in these three areas:
1) Increased effectiveness of their communication efforts, especially in greater shared understanding of the strategy and vision among key stakeholders
2) More credibility and trust inside and outside the organization
3)Greater value for their communications budget
Liz works with organizations in all three sectors: business, government, and non-profit. Some of her recent clients include The Clorox Company, Bayer Healthcare, Hewlett-Packard, Salesforce.com, Triple A of Northern California, Nevada, Utah, and VeriSign. She also teaches, writes and speaks on LEAN Communications™, change and other communication-related topics.
Before Liz founded her consulting firm five years ago, she was a principal with Towers Perrin in Los Angeles, New York, and Detroit; Mercer HR in Los Angeles, and Mercer Delta in San Francisco. She also worked for Hewitt Associates as a consultant. For Amoco (now BP), she was a writer and editor in its public and government affairs department. Liz has an MA in communication management from the University of Southern California, Annenberg School for Communication; an MBA from the University of Connecticut, and BSJ in journalism from the Northwestern University, the Medill School of Journalism. She now lives in the San Francisco Bay area.
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.
Michael holds degrees in business, law, and a Masters in Purchasing. He authored the books Profitable Purchasing and Service Velocity and co-authored Purchasing. He is a contributing author to Leading Manufacturing Excellence and The Purchasing Handbook: A Guide for the Purchasing and Supply Professional, 6th edition. His business articles have been featured in Electronic Buyers News, InfoEdge (ISM), Target Magazine, Supplier Selection & Management Report, The Distributor’s & Wholesaler’s Advisor, The National Productivity Association’s Annual Report (Singapore), Insights Magazine, and the Hospital Material Management Quarterly. He has been a guest lecturer at the Beijing Materials College and the Alfred P. Sloan School at M.I.T. Mr. Harding conducts seminars for AME, ISM, APICS, Clemson University, University of Wisconsin, Duquesne University, University of Dayton, the National University of Singapore, and INCOLDA (Columbia, S.A.).
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.
Mike Hoseus
Mike is Executive Director for the Center for Quality People & Organizations (CQPO). Mike Hoseus brings both manufacturing operations and specialization in Human Resource experience to CQPO. CQPO is an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share Lean Quality philosophy and human resource practices with education, business, and community organizations. CQPO current projects with Toyota include New Hire selection and training process, Team Leader and Group Leader post promotion training, Quality Circle Leader and Manager training, and Global Problem Solving for all levels. Mike is an adjunct professor with the University of Kentucky’s Lean Manufacturing Program. Mike is co author with Dr. Jeffery Liker (Author of the Toyota Way) of Toyota Culture. Mike is an adjunct professor with the University of Kentucky’s Center for Manufacturing and a member of the faculty of Lean Enterprise Institute. Mike is also president of Lean Culture Enterprises.
Prior to CQPO, Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing. As Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing Mike’s operational responsibilities in manufacturing started in 1987 as a front line supervisor in vehicle assembly. This included all aspects of safety, quality, productivity, cost and morale for operations. With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering. He is a Certified Trainer in Global Problem Solving & Waste Reduction, Standardized Work and Kaizen Events.
Tim Hutzel
| Executive Summary |
|
| Leadership/Business Experiences |
|
| Industry Experiences |
|
| Skills & Proficiencies |
|
| Projects Implemented |
|
| Education Background |
|
| Published Work |
|
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.
Jeffery A. Klank, CPA, MBA
Mr. Klank brings a large breadth of accounting, financial, and business funding expertise to the team. His 25 plus years in leading positions of wealth management and business acquisitions/mergers experiences helps companies understand the how to measure and report their net worth and business results.
Today, Mr. Klank is the CFO of AdvantageRN, a firm focused on supporting hospitals and nursing home with specialized staffing.
Prior, he was the President of the Bradyware’s mergers and acquisitions and corporate finance advisory group known as Brady Ware Capital. The group’s focus is on buy-sell transactions and arranging alternative financing solutions for entrepreneurs.
Jeff joined the firm in December 2001, bringing over 20 years of experience in strategic planning, corporate finance, venture capital, economic development financing, government incentives, commercial lending, management consulting, public accounting, and government financial management.
Jeff is a Certified Public Accountant and a Certified Economic Development Finance Professional. He was recently registered by NASD as a registered securities representative with Series 7, 24 and 63 licenses. He earned his Bachelor’s Degree in Accounting and Management from Ohio Northern University and his MBA from The University of Dayton. He completed the Leadership Development Program at the Center For Creative Leadership. Jeff is a frequent lecturer on entrepreneurship, business planning, and alternative financing solutions for emerging businesses.
Before joining Brady Ware, Jeff was Vice President of Business Development for the Miami Valley Economic Development Coalition. At the Coalition, Jeff served as the General Partner of the $37 million Miami Valley Venture Fund. He worked extensively with private entrepreneurial companies in assembling creative financing packages for a variety of projects. Many of these projects involved government incentives from federal, state and local programs. Jeff also organized and managed the Miami Valley Angel Network, providing financial and management assistance to high-growth private companies and served an Associate for the Mathile Center For Entrepreneurial Education.
Prior to the Coalition, Jeff was Vice President of CityWide Development Corporation. He was responsible for the management of a $20 million a mezzanine/equity fund and Small Business Investment Company licensed to provide SBA and State of Ohio expansion financing. Jeff organized hundreds of creative financing structures involving grants, tax incentives and low cost government loans.
Jeff is also very active in community affairs, serving numerous leadership positions on a variety of boards and committees. He co-founded and led the Miami Valley Venture Association. Ernst & Young’s Entrepreneur of the Year Program recognized Jeff for his entrepreneurial support in 1996.