Oct 2020 – Present · 5 yrs 5 mos · Ottawa, ON · On-site

• At LeanTPS.ca, I support organizations in applying authentic Lean TPS principles to improve processes, develop people, and prevent system failure. I created the Lean TPS Basic Training Program, a structured learning framework built around the 3Ps: People, Processes, and Performance.
• The Thinking People System approach integrates:
• Strategic direction that aligns improvement with organizational objectives
• Talent development that strengthens leadership and team capability
• System thinking that connects processes and eliminates waste
• Outcome tracking that improves quality, delivery, and cost performance
• With more than 25 years of experience in Toyota Production System methodologies, I have supported medical device, nuclear, construction, civil, municipal infrastructure, aerospace, automotive, and manufacturing sectors. My work uses core TPS practices such as Jishuken, 5S Thinking, Standardized Work, JIT, Jidoka, TPM, and Kaizen.
• LeanTPS.ca provides:
• Leadership coaching to support direction setting and daily accountability
• Kaizen and Jishuken workshops that improve performance at the source
• Lean TPS training that builds capability across teams
• Operational assessments that identify waste and strengthen value streams
• Application of the Lean TPS Swiss Cheese Risk Model to prevent system failures
• I help organizations build capability, strengthen processes, and create systems that can sustain improvement over time.

Jan 2017 – Aug 2019 · 2 yrs 7 mos · Newmarket, ON

• Quality Manager Exco Engineering, Newmarket, ON (January 2017 – August 2019)
• ISO 9001:2015 Certification Leadership: Successfully designed, updated, and implemented the Quality Manual, process maps, and procedures to align with ISO 9001:2015 standards, ensuring organizational compliance and operational excellence.
• Continuous Improvement Leadership: Spearheaded Lean Continuous Improvement initiatives, driving efficiency and engagement across multiple departments through structured Project Management practices.
• Enterprise Resource Planning (ERP) Innovation: Designed and implemented a 4-step non-conformance management program within the ERP system, enhancing visibility, traceability, and responsiveness to quality issues.
• Standardized Work Practices: Developed and rolled out Standardized Work procedures (Exco Leading Practices), promoting consistency and best practices across operations.
• 5S Implementation: Successfully introduced and implemented 5S Thinking for 130+ employees, conducting 5S training sessions and audits, leading to sustained improvements in workplace organization and efficiency.
• Quality Meetings and Problem-Solving: Initiated and facilitated daily Quality Standup meetings, integrating a 4-step non-conformance and corrective action process to resolve quality challenges proactively.
• Visual Management Systems: Designed and deployed Visual Management Boards, as well as Safety, Quality, and Process Alerts, to improve communication and awareness of critical operational metrics.

Oct 2010 – Aug 2016 · 5 yrs 10 mos · Ottawa, Canada Area

• Continuous Improvement Facilitator R.W. Tomlinson Group of Companies, Ottawa, ON
• (October 2010 – May 2016)
• Facilitated Lean improvement initiatives across divisions, coaching executive management (15 leaders) in Lean philosophies, tools, and principles to foster a culture of continuous improvement.
• Spearheaded Lean Six Sigma projects, achieving significant outcomes, such as:
• Reducing service and repair inventory by $500K while increasing inventory accuracy to 94%.
• Eliminating payroll department overtime for 1,200 employees by standardizing bi-weekly processes.
• Reducing costs in quarry operations (drilling, blasting, hauling, and crushing) through total cost analysis and operational improvements.
• Created inventory management controls at Ontario Trap Rock operations and implemented a Fleet Maintenance System for eight service locations, improving cost transparency and equipment uptime.
• Re-engineered the external rental ticket accounts payable process, eliminating duplicate payments and streamlining contract administration for rental store operations.
• Developed a foreman manual, standardizing Tomlinson Rental Stores’ operating procedures.
• Implemented Lean Six Sigma methodologies (5S, SMED, and control charts) at Rose Integration in Carleton Place, ON, enhancing operational efficiency and quality standards.
• Led the 2015 Business Transformation Project, facilitating 28 workshops and planning for ERP implementation. This included designing organizational flow maps, software architecture diagrams, and surveys to identify new technologies.
• Acted as lead proposal writer for over 55 submissions, securing more than $500M in new business opportunities, including the $153M City of Ottawa Combined Sewage Storage Tunnel Project in 2016.
• Managed the Contract Security Program (Alternate Company Security Officer, Reliability Status valid until 2025) and oversaw the Controlled Goods Program for Tomlinson Environmental Services.

Apr 1996 – Feb 2010 · 13 yrs 10 mos · Brantford ON

• Toyota Production System (TPS) Manager
• Raymond Industrial Equipment (1997–2000), Toyota BT Raymond (2000–2010), Brantford, ON
• Guided senior management in implementing and sustaining Toyota Production System (TPS) principles, driving operational excellence and cultural transformation.
• Led as Kaizen Department Manager, fostering cross-functional collaboration to achieve process optimization and waste elimination.
• Served as a core member of Toyota Material Handling Manufacturing North America (TMHMNA) teams, contributing to:
• TPS Implementation Team: Supporting the rollout of TPS across North American sites.
• Quality Team: Reducing warranty costs through robust problem-solving and process standardization.
• Logistics Team: Enhancing material handling systems using Just-in-Time (JIT), Kanban, and pull production strategies.
• Directed strategic planning for the "Dantotsu" (Best of the Best) quality initiative, creating three-year quality targets to achieve industry-leading standards.
• Established improvement plans tied to Key Performance Indicators (KPIs) for continuous monitoring and performance enhancement.
• Designed and conducted training programs on A3 problem-solving, Excel-based data management, and Hoshin Kanri (Policy Deployment) to empower teams with practical tools for sustained improvements.
• Spearheaded the implementation of Visual Management Systems (Andon) to enhance real-time decision-making and foster accountability on the shop floor.
• Deployed Change Point Management Systems, enabling efficient handling of process changes and minimizing disruptions to operations.
• Championed structured Jishuken events across multiple departments, fostering a culture of innovation, teamwork, and actionable problem-solving.
• Facilitated cross-location best practice sharing, aligning Brantford operations with global Toyota standards for continuous improvement.
• Supported and maintained TPS visual scorecards for key metrics, providing actionable insights to executive management.