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Lean History |
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Following is a summary of our Lean History. While we can not cover our Lean Recruiting History in detail in this document, this information is designed to provide you with a summary of our Lean Recruitment History and expertise which we are convinced is second to none. In the interest of brevity we will limit this summary to a discussion of seven of the most important companies and six of the most important people related to our Lean History. In the interest of confidentiality we will refer to the companies as Companies Number 1 through Number 7 and we will refer to the people as Executives Number 1 through Number 6.
PART I G. M. Snyder and Associates Lean History has its genesis in the late 1970’s and early 1980’s with the introduction into the United States of the Japanese Automotive Transplants and their manufacturing techniques. In this portion of our Lean History we will discuss our Lean relationship with Company 1, Company 2 and Company 3.
PART II In addition, our Lean History is related to a Fortune 500 company that was formed in the 1980’s and hired Shingijutsu to their first long term consulting contract to implement the Toyota Production System in the United States. In this portion of our Lean History we will discuss our relationship with Company 4, Company 5 and Company 6.
PART III We will discuss our Lean History as it relates to Company 7, a major Fortune 500 Company that has recently implemented a Toyota Production System based Lean Program. This company is a diverse manufacturer of both industrial products and consumer products with international brand name recognition.
COMPANY NUMBER 1 First, regarding the Japanese Automotive Transplants, we were involved in some of the earliest recruitment efforts of these various start-ups and several of their suppliers. This experience led to the development of long term relationships with many Lean Enterprise experts who were involved in many of the very first Lean Enterprise implementations. One of those early relationships with Lean experts was established with a person whom we will refer to as Executive Number 1. Executive Number 1 is currently on the Board of Examiners for the Shingo Prize. He was responsible for all manufacturing operations for one of the first Japanese Automotive Transplant new start-ups in the United States in the mid 1980’s. In 1993 we placed this person with a Fortune 500 Company that we will refer to as Company Number 1. In placing this person we worked directly with a Corporate Vice President whom we will refer to as Executive Number 2. Executive Number 1’s charter was to implement a Toyota Production System Based Lean program while running all operations for a three plant division with $1 billion in annual sales volume. Following is a listing of the Lean Executives that we placed with Company Number 1: Division Vice President of Operations and Lean Programs. Responsible for Operations and Lean Programs design and implementation for this $1 Billion annual sales volume business. Plant Manager. Responsible for all Operations and Lean Programs Design and Implementation for this $350 million annual sales volume plant. Plant Manager. Responsible for all Operations and Lean Programs Design and Implementation for this $325 million annual sales volume plant. Plant Manager. Responsible for all Operations and Lean Programs Design and Implementation for this $300 million annual sales volume plant. Operations Manager. Reported to the Plant Manager of this $350 million annual sales volume operation with responsibility for Manufacturing Operations and Lean Manufacturing Programs Design and Implementation. Human Resources Manager. Responsible for Human Resources for a $350 million annual sales volume plant while assisting with the Lean Implementation. Employee Relations Manager. Responsible for all Employee Relations functions in a $350 million annual sales volume plant while assisting with the Lean Implementation. Division Director of Engineering. Responsible for all Engineering and Technical Functions for this $1 billion business while assisting with the Lean Implementation. Division Director of Supply Chain. Responsible for all Supply Chain Functions for this $1 billion business while assisting with the Lean Implementation. We placed several other individuals in Company 1 as well, all of whom played key roles in one of the early implementations of the Toyota Production System in a U. S. based company.
Eventually, Executive Number 1 moved to another Fortune 500 company, that we will refer to as Company Number 2, as the Corporate Vice President of Operations. Executive Number 2 moved to another Fortune 500 Company that we will refer to as Company Number 3 where he has been very successful and serves as a Corporate Vice President reporting to the CEO. Executive Number 1 has been responsible for implementing the Lean Enterprise and Six Sigma programs at Company Number 2 which have been very successful. He was in large part responsible for one of Company Number 2’s plants being the recipient of the Shingo Prize in 2004. We have placed the following Lean Executives at Company Number 2: Corporate Director Lean and Six Sigma. Total responsibility for all Lean and Six Sigma Programs for this Fortune 500 Company. Responsible for one plant being the recipient of the Shingo Prize and a second plant finishing as runner-up for the Shingo Prize. Division Vice President and General Manager: Total P & L responsibility for this multi-plant business with over $1 billion in annual sales volume in a Lean environment. He was promoted twice in a short period of time and one of his plants was runner-up for the Shingo Prize. Division Director Supply Chain. All Supply Chain responsibility for this $1 billion in annual sales volume business operating in a sophisticated Lean environment.
Also, we have continued to work with Executive Number 2 during his tenure at Company Number 3. Executive Number 2 reports to the CEO of Company Number 3 and has been very successful as a Corporate Vice President with full P & L responsibility for a large multi-plant business. More importantly, Executive Number 2 has also been responsible for generating the corporate wide Toyota Production System based Lean Enterprise implementation at this Fortune 500 Company. Following is a listing of some of the people that we have placed at Company Number 3. All have strong Toyota Production System based Lean experience. Division President. Turned a multi-plant division around in 9 months and has been promoted to run a larger division. He has a long term Toyota Production System based Lean background. Division Vice President of Manufacturing. All manufacturing responsibility for a multi-plant division. Strong Lean Manufacturing/Demand Flow background. Plant Manager. Has been very successful and has recently been promoted to General Manager of a business with approximately $700 million in annual sales volume. Plant Manager. Responsible for running an operation with $100 million annual sales volume. Strong Toyota Production System experience. Plant Manager. Responsible for running a plant with $75 million annual sales volume. Has led the Toyota Production System implementation at this facility. Plant Manager. Responsible for a plant with $100 million annual sales volume. Strong Toyota Production System background. Division Supply Chain Manager. Multi-plant Supply Chain responsibility in a Toyota Production System based environment. Plant Manager. Responsible for over $300 million in annual sales volume in a sophisticated Toyota Production System based Lean operation. Business Unit Manager. Business Unit Manager in a sophisticated Toyota Production System operation with over $1 billion in annual sales volume. Manager Materials Purchasing Supply Chain. All Supply Chain responsibility for a Toyota Production based Lean Enterprise business with over $1 billion in annual sales volume. Manager Quality Assurance. All Quality Assurance responsibility for a Toyota Production System based Lean Enterprise business with over $1 billion in annual sales volume. Manager of Manufacturing Engineering and Quality Assurance. Responsible for all MME and QA functions in a Toyota Production System based Lean Enterprise business with $100 million in annual sales volume. Manager of Lean and Continuous Improvement. Responsible for the Toyota Production System based Lean Enterprise implementation for an operation with $100 million in annual sales volume.
COMPANY NUMBER 4 We would like to trace our Lean history to Company Number 4 the Fortune 500 Company initially referred to in paragraph four of the Introduction to our Lean History. Company Number 4 was the first company to hire Shingijutsu to a long term consulting contract to implement the Toyota Production System. We knew two executives who worked with Company Number 4 who played a key role in our Lean History. We will refer to these executives as Executive Number 3 and Executive Number 4. Executive Number 3 played a key role in our Lean History with Company Number 5 and Executive Number 4 played a key role in our Lean History with Company Number 6 which we will now describe for you.
Executive Number 3 played a key role in convincing Company Number 4 to hire Shingijutsu and was also heavily involved in their Toyota Production System implementation. He has become one of the leading Lean Practitioners in the world. We have maintained contact with Executive Number 3 as he eventually became the COO of a Fortune 500 Company and later started a very successful Toyota Production System based Lean Consulting Company. He also currently serves on the board of several companies and is a member of the Board of Examiners of the Shingo Prize. As a result of our long term relationship with Executive Number 3, while working in his capacity as a board member, he referred us to the CEO of an excellent privately held company that we will refer to as Company Number 5. This CEO was in the process of upgrading the company and was looking to make a number of key hires. As a result of this relationship, we placed the following people at Company Number 5: Corporate Vice President of Operations. Reporting to the CEO this position would carry the title of COO in most companies. Strong previous Lean Enterprise background with excellent Fortune 50 Companies. Corporate Director of Lean and Continuous Improvement. Responsible for the Lean Program implementation. Division President. Multi-plant responsibility working in a Lean Program implementation. General Manager. P & L responsibility for the largest single business in the company.
Also, regarding the connection with Company Number 4, we have maintained a long term relationship with Executive Number 4, one of the leading Lean Executives in the United States. Executive Number 4 has been responsible for Lean implementations with numerous companies in addition to Company Number 4. Executive Number 4 has served as a Division Director of Manufacturing, Senior Corporate VP Operations, Division President, CEO of a $1 + billion Business, Corporate Director of Lean Operations for a Fortune 100 Company and Corporate Vice President of Lean and Board Member of a Fortune 500 Company that we will refer to as Company Number 6. We worked with Executive Number 4 in his capacity as Board Member and Corporate Vice President of Lean of Company Number 6. We worked with him and his eventual successor whom we will refer to as Executive Number 5. Executive Number 4 was promoted internally from the Corporate Vice President of Lean to CEO and Executive Number 5 was promoted internally to the position of Corporate Vice President of Lean, and an officer of the company. Prior to working at Company Number 6, Executive Number 5 was the first American to be hired by the first Japanese Automotive Transplant Company in the United States. Executive Number 5 was intimately involved in the first ever implementation of the Toyota Production System and was responsible for training hundreds of the company’s initial employees in the United States start-up. Executive Number 5 has a tremendous Toyota Production System Background. We have maintained a long term relationship with both Executive Number 4 and Executive Number 5. Following is a listing of Lean Executives that we placed at Company Number 6: Corporate Lean and Six Sigma Coordinator. Responsible for implementing the Toyota Production System and Six Sigma throughout all company operations. Corporate Lean Coordinator. Responsible for implementing the Toyota Production System throughout all company operations. Corporate Lean Coordinator. Responsible for implementing the Toyota Production System throughout all company operations.
COMPANY NUMBER 7 Also, worthy of mention regarding our Lean History, is a Fortune 500 Company that we will refer to as Company Number 7. Company Number 7 has worked with Shingijutsu and other Lean Consultants implementing a Toyota Production System based Lean Program throughout their company. Our connection with Company Number 7 was through Executive Number 6, the Corporate Vice President of Operations, who has a very strong Lean background and whom we have known for over 20 years. Following is a listing of candidates that we placed with Company Number 7: Corporate Director of Lean and Quality Assurance. Responsibility for the Toyota Production System based Lean Program and Quality Assurance for this Fortune 500 Company. Division Vice President of Operations. Total Operations and Lean responsibility for this international, 10 plant business with an annual sales volume of $600 million. This person has an excellent Lean background and came from an excellent Fortune 100 Company with a plant that was a recipient of the Shingo Prize in 2004. Division Manager Lean. Total Lean responsibility for this international, 10 plant business with an annual sales volume of $600 million. Corporate Lean Coordinator. Corporate Lean trouble shooter for this Fortune 500 Company working on special Lean assignments throughout the corporation.
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Introduction
Company 1
Company 2
Company 3
Company 4
Company 5
Company 6
Company 7 |
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