a prospective on developing a continuous improvement/lean … report... · 2014-10-09 · once...
TRANSCRIPT
A Prospective on Developing a Continuous
Improvement/Lean Center at the Lewiston/Auburn
Campus
By
Walter E. Lowell, Ed.D
May 2014
2
Introduction
The Toyota Production System (TPS), commonly referred to as Lean, has swept the world as one
of the most effective management systems yet to be developed. It enables companies to
prosper and effectively compete in a global economy. Lean is defined as delivering the greatest
value to customers by using the fewest resources possible and is built on the two pillars of
continuous improvement and respect for people. Companies that implement this strategy have
proven to be leaders in their respective markets. Typical results are reported as follows:
50% Reduction in operating costs. 35% to 40% Reduction in program costs. 35% Increase in capacity. 60% Improvement in quality of services/products. 50% Reduction in service/product delivery time. 5% to 10%+ Continuous Improvement per year. Improved customer and employee satisfaction.
While initially Lean production was confined to manufacturing, Lean’s continuous improvement
principles and methods are now practiced in all public and private business sectors including
health care, education, non-profits and government. Unfortunately, there are many companies
that are unaware or misunderstand how this philosophy and powerful techniques can help
their organizations.
The Lewiston/Auburn College of the University of Southern Maine has been a leader within the
University of Maine system in promoting, exploring and applying Lean thinking to its operations
and also sees Lean’s potential to serve as an economic development strategy and tool for its
community and region. The strategy for LAC to partner with community businesses is a central
theme to the vision the University is promoting i.e. a “Metropolitan University” model; a model
LAC is very familiar with.
This exploration of the establishment of a Lean Institute at the Lewiston-Auburn Campus (LAC)
of the University of Southern Maine is a summation of the feasibility and potential next steps
LAC/USM can take to provide a new opportunity that benefits LAC through enhanced
enrollment, while at the same time, offering a new and proven management approach to
regional businesses and organizations.
There were two objectives for this report:
Objective 1. Identify the audience and need for a regional training Institute for Continuing
Improvement (Lean) at Lewiston-Auburn College. The Institute would attract local, regional and
state-wide audiences utilizing workshops, short courses, and coaching, and field practice based
on the professional needs of the community.
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Objective 2. Provide a comprehensive report describing the factors that enhance or deter
establishing such an institute with a timetable and specific strategies that might be employed to
begin such a venture.
This work commenced in early January 2014 and included a team of LAC staff members to assist
in evaluating data as it was collected for the project. The development team met weekly as
necessary and served as a valuable resource throughout the project. Once the interview
process was complete the team met for a half day session to process and summarizes results
and plan subsequent steps. Team members are listed in the attached appendix .
In addition to LAC sponsorship, the Androscoggin Chamber of Commerce (ACC) has agreed to
be a joint sponsor/partner in any entity to be developed. The idea behind this partnership was
the practical nature of bringing together customized Continuous Improvement/Lean knowledge
and skills offered by the university to meet identified skill and knowledge needs of the
members of the ACC and other state-wide interested organizations.
This report provides the current status of the project and includes a discussion of the methods
used, the results of data collected to-date, a summary of a Strengths, Weakness, Opportunity
and Threats (SWOT) analysis and recommendations for next steps.
Methods
Given the time frame for exploring the feasibility of developing a new function involving a
partnership between both LAC and ACC we used a relatively new approach developed by Ash
Maurya and published in his book titled Running Lean. Running Lean details a rapid
development methodology that involves customer feedback to continuously improve a product
or service as it is being developed. Central to the Running Lean process is the concept of a
“Lean Canvas” a template of which is displayed in Figure 1.
The Lean Canvas purpose is to focus work and quickly assess the assumptions that exist around
the need for a new product or service, in this case the Lean Institute. The development team
initially spent a few sessions brainstorming and developing a model of what the Lean Institute
might look like, what problems it would solve, who were the intended customers and what
benefit it would offer potential customers. The team developed a prototype of the problems
companies were experiencing with CI/Lean and the solutions the proposed Lean Institute would
use to solve them. Critical information concerning the Lean Institute was documented by the
development team using the format of the Lean Canvas and this was then used to assist in
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gathering feedback from potential customers. This data was considered speculative until we
could confirm it via the feedback from potential customers.
The Running Lean process recommends talking to potential customers in order to get feedback
from them about the proposed Lean Institute, potential demand for it, needs and their
respective interest. The interview process was kept as standard as possible and began with a
brief description of the proposed Lean Institute and what problems it would solve. The
development team settled on the following 4 problems:
1. Potential customers do not know about the value and need of Lean/Continuous
Improvement (CI) in their organizations or about companies that are using it.
2. There is no venue that offers a comprehensive and individualized program or
resources to learn about Lean and Continuous Improvement.
3. Many organizations are threatened by challenges of today's economy and lack the
unique insights Lean methods, and principles provide to help them to survive and
prosper in this new economy and they have no place to go to get it.
4. All organizations are challenged with finding workers with skills and experience in
Lean/CI.
Figure1
Problem Solution Unique Value PropositionUnfair Advantage Customer Segments
Cost Structure Revenue Streams
List top 3 problems Top 3 features Single, clear, compelling messagethat states why you are different and worth buying
Can’t be easily copiedor bought
Target customers
Key Metrics ChannelsKey activities youmeasure
Path to customers
Customer Acquisition Costs
Distribution costs
Hosting
People, etc
Revenue model
Lifetime value
Revenue
Gross Margin
Lean Canvas for The Lean Institute at LAC
1/2014
1 23
4
5
67
8
9
5
Initially, the interview process was seeking confirmation that the problems identified above
were problems companies in fact were facing. This was followed by an unstructured discussion
in which the interviewees were encouraged to present issues and concerns that they felt their
company was having as well as any unmet needs as they relate to CI/Lean. These were
recorded and served as a data point for the development team to discover what current
companies had for needs over and above their current capability and to what extent the
development teams initial problem set was or was not verified.
Once discussed with the development team it was used to adjust the Lean Canvas to more
accurately reflect the feedback from the interviews. The adjusted Lean Canvas is displayed in
Figure 2.
ice
Problem Solution Unique Value Proposition Unfair Advantage Customer Segments
Cost Structure Revenue Streams
List top 3 problems Top 3 features Single, clear, compelling messagethat states why you are different and worth buying
Can’t be easily copiedor bought
Target customers
Key Metrics
Channels
Member participation
Path to customers
Customer Acquisition Costs
Distribution costs
Hosting
People, etc
Revenue model
Lifetime value
Revenue
Gross Margin
Lean Canvas for The Lean Center at LAC v 1.0
5/7/2014
Non-manufacturingManufacturing•Education•Government•Non-profits•General Services•Small Business•Services•Financial Services•Health care
Senior LeadershipAll employees
1. Community does not knowthe value and need ofLean/CI or who is doing it.(No Center the forthese ideas).
2. No venue that offers a comprehensive and individualized program or resources to learn about Lean and Continuous Improvement.
3. Many organizations are threatened by challenges of today's economy and lackthe insights, methods,principles to survive andprosper in this newEconomy.
4. All organizations are Challenged with findingworkers with skills andexperience in Lean/CI.
The Network will be aCenter that providesa variety of visible, accessible and cost effective solution to customized Lean/CI resourceshelping partners to Learn about and practice Lean/CIto aid them to be morecompetitive in theirrespective markets.
The Network will offer:•A new point of view•A new plan of action•A new standard of excellencethat pays for itself
Benefit Promise (ROI)
A standard of excellence that Is internally sustainable and pays for itself by creating customer centric value and fostering business recruitment and retention.
ACC , LAC andAdvisor Council of Lean Leaders with testimonies of success to create a Lean/Network ofearly Adopters andenthusiastic partners
Early Adopters
Nothing like this in theState of Maine.
Figure 2
The development team completed face to face interviews with approximately 11 companies all
of whom had Lean/CI initiatives in place at varying levels of development. All had staff
dedicated to Lean/CI efforts. Companies interviewed are listed in the appendix. Interviewees
were people who have some understanding of the community needs and/or businesses in their
region and have Lean experience ranging from just getting started to advanced Lean/CI
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programs. The development team deliberately focused on companies with CI/Lean programs
since they would understand CI/Lean concepts and would be able to speak to advantageous
and the challenges they faced implementing them.
As the development team began processing results it felt that the term ‘Institute’ was too
formal it understood the term and was not reflective of what they saw as the emerging need.
The development team struggled with identifying a new name. For the remainder of this report
then term Continuous Improvement/Lean Center (CILC) is used instead of the Lean Institute
since this more accurately describes what the development team aims to create here at
LAC/USM.
Interview Results
Need/Demand. The first goal of this consult was to establish the need/demand for a
Continuous Improvement/Lean Center (CILC). The results of the interviews indicate that there
is a strong demand for training at all levels from line staff to management. It is noteworthy
that all interviewees expressed interest in this project and wanted to know more and some
offered to volunteer assistance once it got started.
While interviewees acknowledge that some training was available it was considered to be too
expensive, too distant, and episodic or limited in duration. Moreover, it was noted by
interviewees that it was difficult to know what training was available, who was providing it as
well as which companies were practicing CI/Lean and where these companies were in their
implementation process. Interviewees noted that current available training was not robust
enough to assist companies to move their Lean/Continuous Improvement programs forward in
the way interviewees thought possible.
The identified needs included a wide variety of specific types of training (5 S, VS mapping etc),
internships and Executive leadership training. Figure 3 summarizes the expressed needs
around CI/Lean skill levels (i.e. ‘what to do’) which include Executive, Management, Subject
Matter Experts, CI/Lean practice, and Awareness. Lean/CI knowledge level (i.e. ‘what to
know’) within a company would at minimum include Culture Change, Systems Theory, Lean
Methods and Principles, Standard Work and Awareness.
These skill and knowledge levels represent targeted training and education that would be
provided to respective employees within a company practicing Lean/CI and would be the focus
of education and training programs of the proposed Continuous Improvement/Lean Center
(CILC) detailed below.
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The Continuous Improvement Lean Center (CILC) at LAC. As depicted in Figure 4, the
Continuous Improvement/Lean Center (CILC) would be created as a result of a formal
partnership between LAC and ACC either by a memorandum of agreement (MOA) or other such
vehicle specifying roles and responsibilities for each entity. Roles and responsibilities will need
to be articulated by the LAC and ACC and this would be an initial first step for both. A proposed
listing is displayed in Table 1.
The CILC would have a physical presence at the LAC either with an office or, better still, a
Continuous Improvement/Lean Laboratory where LAC would create, host and coordinate
events to include education courses and programs. These would be developed as they were
identified via identified needs from ACC. Events could also be hosted at respective ACC
companies particularly continuous improvement practitioner facilitated improvement events.
Interviewees also mentioned that a CILC would offer a menu of services that companies could
select from depending on need. These would include activities and events ranging from brown
bag awareness sessions to advanced degree programs at the College.
8
9
It is of interest that companies practicing Lean see the CILC as something they could use. These
comments come from individuals who are leading a CI/Lean effort in their respective
organizations. A summary of the types of programs that might be offered is displayed in Figure
5.
The need is multi-level targeting leaders of organizations and line staff. Interviewees
acknowledged the current efforts in the Lean Community (the Lean Summit, SME Round Tables,
etc.), but none of these seemed to meet the needs as described to us, that is these efforts
were episodic or ‘show and tell’ and not effective training. One critical problem noted was that
often people left these sessions with no idea about what to do in their particular organizations
which suggested a need for mentoring and internships at all skill levels in addition to training.
We also heard issues around ‘the price point’ which basically meant that current offerings are
prohibitively expensive. We heard that in addition to workshops, seminars and brown bags the
university should develop basic Lean/Continuous improvement courses and that there were
students currently calling for this.
Interviewees stated that no student should be allowed to graduate without having some
Lean/CI knowledge since it was critical for all work environments pointing to a significant
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opportunity for LAC/USM to add CI/Lean offerings to current undergraduate and graduate
degree programs. The advantage here is that students would then be able to enter the
workforce with knowledge and skills to immediately make improvements in organizations.
Prospective companies would see them having very desirable technical skills that they would
bring to their respective company or organization. In addition, the CILC could also serve as a
support system for these graduates. This program could be marketed to the wider university,
other colleges within the state, as well as private and public organizations outside the ACC.
A key function of the CILC is the creation and maintenance of a database which would be
designed, hosted and maintain by the CILC at LAC. The database would be a web based
repository of affiliates of the CILC and connects LAC, CI/Lean practitioners (suppliers) and ACC
(customers) together as affiliates. While individuals with knowledge of Lean expertise are not
common and/or readily available many do exist in organizations in and around the region. One
role for the CILC through both LAC and ACC would be to identify and recruit members to
become affiliates of the CILC since they would be an important source of instructors and/or
consultants for Lean events, programs and courses hosted by the CILC. The detail design and
operation of the web based repository is work to be determined as this initiative unfolds.
Strength, Weakness, Opportunity, Threat (SWOT) Analysis
A SWOT analysis was performed by the development team once it had developed a vision of
the CILC and how it might work. SWOT refers to analyzing the strengths, weaknesses,
opportunities and threats of the proposed CILC. Here the development team brainstormed
SWOT ideas. These were then grouped into major themes and summarized below. The data
based on each theme is detailed in the appendix.
Strengths. The team saw as one of the potential CILC ‘s greatest strengths was the partnership
with the Androscoggin Chamber of Commerce for the ACC and its current leadership are a well
known entity and has a large membership to draw upon. It already has an existing relationship
with the LAC which establishes credibility from the outset. The ACC also gave us a strong
indication that this was an important need and that they would be helpful in getting the CILC
started. The team also saw there was a strong regional economic need for the CILC.
Weaknesses. Several key weaknesses were identified. These include the recognition that any
change is always difficult to achieve if there is no compelling reason to change. It is thought,
however, given the adverse economic climate within the state and region impacting ACC
businesses and LAC there is sufficient motivation for a change of this type to take place. Other
weaknesses were the availability of skilled Lean Practitioners and financial resources to support
the proposed CILC. It is recommended that the proposed CILC would require one or two full
time staff to coordinate the proposed components identified to make it work. Issues of
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operational ownership of the CILC were also identified. There is also a concern about
terminology. In particular, since the term ‘Lean’ can have negative connotations and is not
well understood by our potential customers, it presents a challenge to determine the best
banding for this effort ( i.e. What is the best ‘branding’ for the CILC that meets Doug Hall’s
criteria of being ‘meaningfully unique’?) As an aside here, Doug Hall has created a Center for
Innovation at UMO which offers courses in innovation to various university majors, both
undergraduate and graduates which are design to bring innovation skill and training to their
employers as they enter the workforce. This is a similar model the development team is
proposing here by further strengthening students understanding of how ‘work works’ using the
lean/CI model. Doug Hall’s Innovation Engineering program also offers a potential opportunity
for CILC collaboration.
Threats. The development team felt it was important to sell the idea of the CILC properly to the
larger University since there is a concern around ownership issues and that the dilution of
direction, momentum and intent is possible given the current status of the university at large.
Fundamental to the CILC is an associated web based network which is proposed to be a source
of CILC affiliates to supply the demand for training, mentoring and other associate activities.
One concern is whether enough of these people would be available at the required skill level to
support the quality and demand for services especially since a dissatisfied customer would be
quickly known within the ACC. One immediate next step for the CILC would be to quickly
identify CI/Lean availability practitioners. It was suggested that one way to counter dissatisfied
customers is to offer a money back guarantee.
Opportunities. One outcome of the proposed CILC is to assist the economic development of the
local community by providing state-of-the-art management strategies and techniques that have
a global record of improving the financial health of organizations. Local business would prosper
which in turn would help the overall community prosper as well. Thus, a significant opportunity
exists to enhance regional pride and economic effort. The team saw the synergy that would be
developed among companies as each demonstrate how improved operations better meet
customer demand. In addition, since LAC was established to support the local community this
effort would further demonstrate how the wider university’s goal of creating a “metropolitan
university” can draw in students as well as impacting the overall economic health of the
community. In this regard, LAC would be a leader in the new direction the larger University is
proposing. The CILC could also augment the work of the Center for Innovation at UMO.
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Proposed considerations and next steps
Objective 1. There is an expressed need from companies that were interviewed for additional
and expanded education and training in CI/Lean thinking. This was a universal need expressed
by all representatives of the companies we interviewed. Most if not all of them had a Lean/CI
program at some level of development and all interviewees saw the value of implementing the
core fundamentals of Lean principles and methods. It was acknowledged that many companies
are unaware of CI/ Lean thinking and the benefits it can bring to them. In fact the size of the
market for these companies within and outside the ACC in the state is significant. Thus,
marketing the CILC in promoting awareness is an important component to this initiative.
As noted previously, the proposed CILC provides a significant opportunity to enhance regional
pride and economic effort. In addition, since LAC was establish to support the local community
this effort would further demonstrate how a “metropolitan university” can draw in students
and impact the overall economic health of the community.
Given the many different entities that would be at play in CILC it is important to understand the
context of the proposed CILC and how the various entities both proposed and existing would fit
together. These relationships are displayed in Figure 5 and include three components: LAC,
ACC, and the CILC at the center.
ACC
Advisors
Instructors
Mentors
Resources
On-site visits
USM/LACCourses
Workshops
Certificates
SpaceCIPTraining
LOS 308/309
The Lean Network(CertifiedAffiliates)
Social Media
Supplier &Customerregister
MemberAffiliates
On-line coursesMaterials
Connections& links
ExternalLean/CI
Associations
National
State
MEP NE LeanCollaborative
LEI
IHI
SME
5/22/14
Lean Lab
Businesses,Schools,
Health, GovNon-Profits,
etc
DegreePrograms
InternshipsAppendices
AdvisoryCouncil
Figure 5
The Continuous Improvement/Lean Center (CILC) at LAC/USM
As noted above, the development team proposes that LAC and ACC would exist in a partnership
and that partnership is embodied in the CILC. The CILC itself would exist virtually in both
13
organizations and would establish affiliations through membership fees including individual
Lean practitioners (suppliers) and customers (ACC organizations, companies and businesses).
It is proposed that the CILC would be the affiliate sponsor between suppliers and customers
and serve to match customer need with supplier capability. How suppliers might contract with
customers remains to be determined. The details of which need to be determined between
LAC and ACC. While it is anticipated some portion of fees will be dedicated to supporting the
CILC and the ACC how this would be arranged was beyond the scope of this work. However,
other Centers in the university do have reimbursement models which can be reviewed and
possibly adopted. Ideally, the fee structure established would pay for the CILC operations.
One common theme that interviewees expressed was the importance of the support of
executive and management leadership involved and leading a Lean/CI implementation effort
since many of these initiatives fail when leaders do not understand the basic principles and
their role in promoting them or, as frequently happens, pass the responsibility on to someone
else in the organization. Consequently, the development team felt that any organization
expressing an interest in participating would need to demonstrate executive commitment as a
minimum requirement for participation. Table 2 lists some of these criteria.
These four minimum requirements for a company to participate include 1) Executive
commitment to lead change for the better, 2) a willingness to take the time to learn, 3) a
willingness and ability to follow through the effort and 4) complete the Freemium. The
Freemium is offered to a participating company and includes 8 hours of training and
consultation in CI/Lean methods and principles, attendance at a study mission to a Lean
company to see Lean in action, and participation in one improvement event at their respective
company - all of which are free to the participating company. The Freemium is a no cost
marketing strategy to lower barriers to companies in order to enable them to explore the
advantages of CI/Lean in their organizations. It is proposed that the CILC will also offer a
money back guarantee if the company is not satisfied with the results.
The development team envisions the CILC to be supported by a web hosted database
containing both suppliers and customers. Affiliates would be registered in the database as a
supplier (i.e. Lean practitioners) or as a customer (i.e. a company needing assistance with
developing its CI/Lean program). Suppliers would be individuals who are available and skilled at
delivering and/or supporting various CI/Lean improvement capabilities to organizations, and
ideally, customers could access the database to identify suppliers that would provide specific
services. Lean and continuous improvement events and program would also be listed here.
The partnership between LAC and ACC through the CILC would establish an Advisory Council
which would advise the CILC. Members of the Advisory Council would be selected from
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interested companies within the LAC and ACC membership as well as companies currently
practicing CI/Lean in their respective organizations. Proposed Advisory Council functions are
listed in Table 3.
Table 2
Minimum Viable Company (to participate)
Executive commitment to change for the better.
Willing to take time to learn.
Willing and able to follow thru effort.
Complete the LLC Freemium.
The Freemium (Because it is free!)
1. 8 hours of training and consultation – customizable and one on one.
2. Attend one study mission to a Lean Company.
3. Participate in one kaizen event at your company.
4. Money back guarantee.
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The above proposal involves the creation of a unique entity to support an identified need in the
Androscoggin region and to a broader extent the state of Maine. There is no doubt that there is
a clear demand for such a service and that the potential if fully realized would provide a
significant impetus to improving the economic conditions and well being of companies,
businesses and organizations in the region and it would serve as a model for emulation in other
areas of the state.
However, there still is considerable effort that must be completed to move the CILC from the
drawing board to reality. There are considerable challenges to be faced, such as establishing a
new entity, the partnership between LAC and ACC to create the CILC, within the university
environment, developing funding and reimbursement mechanisms, marketing, and
infrastructure development.
Objective 2. The second objective of this project was to establish an approximate time frame
including tasks that must be accomplished to move the CILC forward. A draft of these steps is
outlined in Table 4 but is noted that these steps may well occur in a different order then
proposed. While many of these steps can run in parallel some, particularly steps 2 - 4, are
critical to begin the effort and it will be noted that other steps are dependent upon these.
Table 4 allows for three months for these to be decided, but clearly they may be completed in a
shorter time period.
If an effort of this magnitude is to be successful it is recommended that it is staffed with one or
preferably two people. This is because there are many parts to this effort that still need to be
developed and coordinated in order to continue to develop the CILC, but also to maintain
operations. Careful thought to this needs to be given by the sponsors and development team
before embarking on a pilot.
It should be noted as part of the Running Lean Model step 9 & 10 would be to begin a pilot and
identify a minimal viable product/service (MVP) in order to actually test how this might work
with a company and to continue to elicit additional feedback to further refine the CILC. The
pilot could begin anytime once tasks 2-4 are decided.
Table 5 displays the Running Lean Canvas after the development team analyzed the interview
data and modified the Lean Canvas accordingly and represents the current state of
development for the CILC as of this writing. Items that must be completed are the cost
structure analysis and details on the reimbursement structure as noted previously. The Lean
Canvas is a working document and as new formation is uncovered the Lean Canvas will be
modified again.
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Table 4
Task June July Aug Sept Oct Nov Dec
1. Present to Sponsors & Partners
2. Decide to create the CILC
3. Decide and develop funding – LAC & ACC
4. Decide and Create Infrastructure
5. Continue feedback from potential customers
6. Create and develop Advisory Council
7. Begin Marketing
8. Create and develop Web based presence
9. Begin a pilot
10. Finalize a minimum viable product
11. Create Menu Offerings
12. Recruit Members
ice
Problem Solution Unique Value Proposition Unfair Advantage Customer Segments
Cost Structure Revenue Streams
List top 3 problems Top 3 features Single, clear, compelling messagethat states why you are different and worth buying
Can’t be easily copiedor bought
Target customers
Key Metrics
Channels
Member participation
Path to customers
Customer Acquisition Costs
Distribution costs
Hosting
People, etc
Revenue model
Lifetime value
Revenue
Gross Margin
Lean Canvas for The Lean Network at LAC v 1.1
5/7/2014
Non-manufacturingManufacturing•Education•Government•Non-profits•General Services•Small Business•Services•Financial Services•Health care
Senior LeadershipAll employees
1. Community does not knowthe value and need ofLean/CI or who is doing it.(No Center the forthese ideas).
2. No venue that offers a comprehensive and individualized program or resources to learn about Lean and Continuous Improvement.
3. Many organizations are threatened by challenges of today's economy and lackthe insights, methods,principles to survive andprosper in this newEconomy.
4. All organizations are Challenged with findingworkers with skills andexperience in Lean/CI.
The Network will be aCenter that providesa variety of visible, accessible and cost effective solution to customized Lean/CI resourceshelping partners to Learn about and practice Lean/CIto aid them to be morecompetitive in theirrespective markets.
The Network will offer:•A new point of view•A new plan of action•A new standard of excellencethat pays for itself
Benefit Promise (ROI)
A standard of excellence that Is internally sustainable and pays for itself by creating customer centric value and fostering business recruitment and retention.
ACC , LAC andAdvisor Council of Lean Leaders with testimonies of success to create a Lean/Network ofearly Adopters andenthusiastic partners
Early Adopters
Estimated minimum cost TBD
Partnership between LAC , ACC andNetwork membership fee.
Gains will be on-going.
Membership fee & fee for service
Non-profit
Table 5
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Appendix
18
Lean Center Development Team Participants
January – May 2014
Wendy Mitchell
Marcel Gagne
Luisa Scott
Lynn Philbrick
Evelyn Greenlaw
Jodi Redmun
Pam Roy
Diane Marquis
Walter Lowell
19
List of Companies Interviewed
Hypothesis Testing - the Learning Cycle
Round #1 - Advisors
Name Sector
Joyce Gibson Higher Ed Arthur Davis Government Chip Morrison Business Rob Kilgore Business Kim Jenkins Higher Ed
Round #2 - Organizations practicing Lean Organization Name Position
New Balance Raye Wentworth
Lean Lead
St. Mary's
Diane Marquis
Lean Lead
Goodwill
Jim Demint
Lean Lead
CMMC
Tina Legere
President
Lonza
Jon Kirsch
Lean Lead
Idex
Ron Dupuis
VP - Lean Lead
Jotul
Paul Andrews
Lean Lead
AHHC
Julie Shackley
CEO
USM
Greg Cavanaugh
PM
Geiger
Peter Geiger
CEO
IND
Nancy DeSisto
CIP