John W. Dawson, Sr. Lean Consultant

Contracted to assess business performance at Bendall Automotive. Initial assessment revealed 60K pieces of excess inventory on shop floor and $250K monthly in expedite costs. Utilized basic TPS-Lean principles and philosophies to implement 5S to see abnormal vs normal. Implemented a Kanban system by Value Streams to control over production, heijunka, and parts flow. Optimized production processes through Kaizen and introduced Standardized work. Implemented Visual factory through hour by hour production status boards. Trained, coached, and mentored leadership and operators in TPS lean principles and philosophies. Cost avoidance and Savings were$1.8 million in 4 months.

Provided advisory services at the MAHLE Behr Thermal Management Facility. Spearheaded a reorganization initiative to implement MAHLE Behr standard Shop Floor Management with a focus on reducing scrap rate, failure volumes plus an increase in built in quality. Implemented Shop Floor Information Boards. Partnered with key stakeholders on strategizing product process layouts and equipment practices. Governed all training for supervisors and team leaders to ensure alignment on TPS philosophies. Mentored and developed team members therein.

For Delta Concepts, provided lean coaching services at Eldorado Bus in Salinas, KS. Charged with creating a production line layout for the new bus product titled World Trans. Strategized these processes by utilizing the following lean tools: 5S, Standardized Work, Takt Time, Kaizen, PDCA, and Poka-Yoke. For Sento Consultants, provided lean coaching services at Cascades facilities. Implemented a corporate waste mandate at the corrugated cardboard plant and machine speed increases at paper mill. Instituted the Sento Protocol for the Corrugator line. Charged with developing and mentoring a support leader therein. Crafted Standard Operating Procedures for assessments and audits. Tools utilized: 5S, Standardized Work, Takt Time, Andon, Heijunka, Jidoka, Kaizen, PDCA, and Poka-Yoke.
Key Contributions

Served as the Lean Coach for Petroleum Development Oman known as PDO. Coached the Project Delivery Value Stream Champions, Team Leads, and Lean Practitioners through the building of Define – Identify – Eliminate – Sustain (DIES) project implementation. Pioneered the organizations culture change management journey through a series of workshops utilizing the following tools: Charters, SIPOC, Waste Walks, Gemba Walks, Value Stream Mapping, A3, Root Cause Analysis, Visual Management, Replication Modeling, Standardization, PDCA, Sustainment and Continuous Improvement processes.

Initiated coaching operations at Shell’s New Orleans corporate office and offshore TLP platform Olympus. Facilitated training for the engineers, instructing them on Visual Management, Standard Work, Leader Standard Work, Andon, and Root Cause Analysis problem solving. Mentored the offshore leadership group during the early stages of the DW3 Implementation Plan, which sought to reduce oil and gas production deferment times. Facilitated the culture change process for the Operations, Production and Drilling Wells leadership teams.

Lean Value Stream Coach at Campbellsville facility. Led the Lean transformation process, by utilizing a team of change agents. Coached, trained and mentored Lean principles and methodologies through all levels of the plant. Employed MDI (Managing for Daily Improvement) to engage and empower all team members in the process of understanding what metrics to measure, how to discern whether we’re “winning or losing”, and what to do, in either case. Focused on waste identification and elimination, to ensure continuous improvement, by conducting RIEs (Rapid Improvement Events).

Project Manager at Ford Motor Company plants Dearborn Truck Plant and Louisville Assembly Plant. Led quality focused initiatives that targeted warranty claims. Cross functional collaborative team activities included defect identification, root causation analysis, interim and permanent containment actions. Deming cycle activities were used to sustain containments and to expedite continuous improvements.

LEAN Healthcare transformation at ST Luke’s Heath care Systems in Boise, ID. LEAN coaching, mentoring, and SME development. Streamline and optimization of Supply Chain. 5S and Visual Management tools used to reduce RN search time for med supplies. Process improvements in Pharmacy to floor med delivery system led to reduction in RN search time for meds, missing meds, and errors. Implemented Standardized work for Room Turnaround to increase efficacy of process and ensure antiseptic standards for Infections Control.

LEAN Healthcare transformation at Charleston Area Medical Center (CAMC). LEAN transformations at 3 CAMC hospitals in patient care areas, RN handoff procedures, and metric development: included training, mentoring, and internal SME development to sustain and propagate continued improvements.

LEAN Healthcare transformation at ST. Luke’s Episcopal Hospital in Houston, TX. Systemic LEAN driven improvements in CSPD, Radiology, and Nursing departments. Core measures improvements and OR scheduling (on time starts).

Principal instructor, coach, and mentor for several Fortune 100 clients in the use of the Lean House Tools and Methodologies: Workstation Optimization, 5S, Visual Management, Standardization, Practical Problem Solving, Error/Mistake Proofing, Yamazumi, and Kamishibai. These have been applied at organizations such as:
? Toshiba/Westinghouse (sites in CT, PA, UT)
? Ford Motor Company (MI)
? Daimler Chrysler (sites in MO, MI, DE, OH, IN)

As Group Leader; managed team leaders and team members in the assembly of some of the best vehicles in the world; utilizing TPS to ensure the highest degree of safety, quality, productivity, and morale while maintaining the lowest cost. As Team Leader; supported production and engineering and design at Toyota Motor Manufacturing during several major and minor models changes, worked with engineers in Detroit, Ann Arbor, and Japan. Interfaced with the shop floor in training team member in function and assembly of new parts and systems. Worked the launch, equipment installation/testing, and the training of personnel of the Plant 2 expansion at Georgetown TMMK. Also, training of personnel during Baja Mexico plant launch. Also, was also called upon during my tenure at Toyota Motor Manufacturing to provide leadership, guidance and mentoring in these positions:
? Assembly Team Leader
? Quality Circle Leader
? Assembly Pilot Team Leader
? Assembly Group Leader (Trim, Chassis, and Final Lines)
? Acting Assistant Manager (Trim, Chassis, and Final Lines)

Ongoing learning in Japanese and Spanish language.

RWD University 360 Certification-Lean Philosophies and Methodologies

HUET Certification: Helicopter Underwater Escape Training. Needed to work on off-shore oil platform

TWIC Certification: Transportation Worker Identification Credential, by the Maritime Transportation Security Act -Coast Guard.