HomeMy WebLinkAbout5183Contract Number:
Vendor:
Sub�ect:
Department:
File Class:
Begin Date:
End Date:
Review Date:
Vault Date:
Comments :
r�
0
5183
IMPACT WASHINGTON
PSA - Lean Process Improvement
DCD
LEG 12-1
9/27/2012
0
i
� �
i � {
PROFESSIONAL SERVICES AGREEMENT
Bremerton / Impact Washington Lean Process Improvement
The Crty of Bremerton ("Crty") and Impact Waslungton ("Consultant"), referred to
collectively as the "Parties," enter mto the following Agreement for professional services
I. Scope: The Consultant agrees to perform the services more specifically descnbed m the
Scope of Work, dated July 20, 2012, mcludmg any attachments thereto, attached hereto as
Exhibit A, wluch is mcorporated by reference herein The Scope of Work may be modified only
pursuant to Section VII G of this Agreement If the Scope of Work provides for unspecified
additional services such services shall only be performed upon the express wntten request of the
City Consultant further represents that the services funushed under this Agreement will be
performed m accordance with generally accepted professional practices m effect at the time such
services are performed
II. Term: The Crty and the Consultant agree that work will begm on the tasks descnbed m
Exlubrt A immediately upon execution of tlus Agreement The parties agree that the work
descnbed m the Scope of Work is to be completed as provided for m the work schedule attached
hereto as E�chibrt A, provided however, that additional time shall be granted by the City for
excusable delays or extra work as provided for in section IX (A) of this agreement
III. Compensation: In consideration of the services provided pursuant to tlus Agreement, the
City shall pay Consultant m an amount not to exceed $8,560 Consultant's charges and bills
shall conform to the fee schedule attached hereto as page 6 of Exhibit A and incorporated herem
by tlus reference
The Consultant shall submit regular billmg statements detailing work performed and
amount charged on each task or portion thereof The descnptions shall conform to and fall
withm the categones set out m the Scope of Work and/or Fee Schedule Upon receipt of a
conformmg billmg statement, the City shall promptly process payment PROVIDED,
HOWEVER, the City reserves the nght to pnontize scoped work and accelerate andlor delay
work tasks under the time frame set forth in Section II herein The Consultant's labor rates and
billmg fees shall be as delmeated on page 5 of Exhibit A
Consultant shall not perform work beyond the Scope of Work, nor shall be compensated
for such work, unless the Scope of Work or amount of compensation is modified pursuant to this
Agreement Consultant shall only be compensated for addrtional services if requested pursuant
to Section I and, if not otherwise provided, such compensation shall be m accordance with page
5 of Exlubrt A
If a billmg statement does not conform to tlus Agreement, the Crty may wrthhold
payment until the statement is brought mto compliance Such withholding does not relieve
Consultant of its obligations under tlus Agreement
Bremerton/Impact Washington
Lean Process Improvement
Page 1 of 6
IV. Relationship of Parties: Consultant represents that it is slalled m the matters addressed
m the Scope of Work and is performing mdependent functions and responsibilities within its
field of expertise Consultant and its personnel are mdependent Consultants and not employees
of the City Consultant and its personnel have no authonty to bind the Crty or to control the
City's employees and other Consultants None of the benefits provided by the City to its
employees, mcluding, but not limited to, compensation, msurance, and unemployment msurance
are available from the Crty to the employees, agents, representatives, or sub-Consultants of the
Consultant Consultant will be solely and entirely responsible for its acts and for the acts of
Consultant's agents, employees, representatives and sub-Consultants dunng the performance of
this Agreement The City may, dunng the term of this Agreement, engage other mdependent
Consultants to perform the same or similar work
As an independent Consultant, Consultant is responsible for its own management The
City's admmistration and enforcement of tlus Agreement shall not be deemed an exercise of
managenal control over Consultant or rts personnel
As an mdependent Consultant, Consultant is responsible for payment of all taxes and
licensmg fees necessary to perform its obligations under tlus Agreement These taxes and fees
mclude but are not limrted to State mdustnal msurance, Busmess & Occupation, State
professional licensmg, and Crty busmess licensmg If any taxes or fees due the City have been
declared delmquent, the Crty may withhold the delmquent amount, plus any addrtional charges
ansmg from the delmquency, from any payments due Consultant
V. Indemnification: Consultant shall defend, mdemrufy and hold the City, its officers,
officials, employees, agents and volunteers harmless from any and all claims, in�uries, damages,
losses or suits, mcludmg all legal costs and attorney fees, ansing out of or m connection with the
performance of this Agreement, except for that portion of the m�uries and damages caused by the
Crty's sole negligence.
The City's review or acceptance of any of the work when completed shall not be grounds
to avoid any of these covenants of mdemrufication
Should a court of competent �unsdiction determine that this Agreement is sub�ect to
RCW 4 24 115, then, in the event of liability for damages arismg out of bodily mJury to persons
or damages to property caused by or resultmg from the concurrent negligence of the Consultant
and the City, its officers, officials, employees, agents and volunteers, the Consultant's liability
hereunder shall be only to the extent of the Consultant's negligence
IT IS FURTHER SPECIFICALLY AND EXPRESSLY UNDERSTOOD THAT THE
INDEMNIFICATION PROVIDED HEREIN CONSTITUTES THE CONSULTANT'S
WAIVER OF IMMUNITY UNDER INDUSTRIAL INSURANCE, TITLE 51 RCW, SOLELY
FOR THE PURPOSES OF THIS INDEMNIFICATION THE PARTIES FURTHER
ACKNOWLEDGE THAT THEY HAVE MUTUALLY NEGOTIATED THIS WAIVER
The provisions of this section shall survive the expiration or termmation of this Agreement
Bremerton/Impact Washington
Lean Process Improvement
Page 2 of 6
VI. Insurance: The Consultant shall procure and mamtam for the duration of the Agreement,
msurance agamst claims for m�uries to persons or damage to property which may anse from or in
connection with the performance of the work hereunder by the Consultant, its agents,
representatives, employees, sub-consultants or sub-Consultants
Before beginrung work on the pro�ect descnbed in this Agreement, the Consultant shall
provide a Certificate of Insurance evidencmg
1. Automobile Liabilitv msurance wrth limits no less than $1,000,000 combmed single
limit per accident for bodily mJury and property damage, and
2. Commercial General Liabilitv msurance written on an occurrence basis with limits no
less than $1,000,000 combmed smgle limit per occurrence and general aggregate for
personal in�ury, bodily m�ury and property damage Coverage shall mclude but not be
� limited to blanket contractual, products/completed operations/broad form property
damage, explosion, collapse and underground (XCU) if applicable, and employer's
habilrty, and
3. Excess Liabilitv msurance with limits not less than 1,000,000 limit per occurrence and
aggregate
4. Professional Liabilitv msurance wrth limrts no less than $1,000,000 limit per
occurrence/claim
Any payment of deductible or self msured retention shall be the sole responsibility of the
Consultant
All required policies shall be provided on an"occurrence" basis except professional
liability msurance (if required), wluch may be provided on a"claims-made" basis
The Crty shall be named as an addrtional msured on the Commercial General Liability
msurance policy, as respects work performed by or on behalf of the Consultant and a copy of an
endorsement that is acceptable to the City, which names the City as an additional msured shall be
attached to the Certificate of Insurance The Crty reserves the nght to receive a certified copy of
all the required msurance policies and endorsements The City further reserves the nght to re�ect
any unacceptable policies and/or endorsements
The Consultant's Commercial General Liability msurance shall contam a clause statmg
that coverage shall apply separately to each msured against whom claim is made or surt is
brought, except wrth respects to the limrts of the msurer's liability
The Consultant's msurance shall be pnmary msurance as respects the City and it shall be
an affirmative obligation upon Consultant to advise the Crty's Risk Manager by fax at (360) 473-
5161, or by certified mail, return receipt requested to City of Bremerton, attn Risk Management,
345 6`" Street, Suite 600, Bremerton, WA 98337 witlun two days of the cancellation, suspension
or substantive change of any msurance policy set out herem, and failure to do so shall be
construed to be a breach of this Agreement.
Bremerton/Impact Wastungton
Lean Process Improvement
Page 3 of 6
The Crty also reserves its unqualified nght to require at any time and for any reason,
proof of coverage m the form of a duplicate of the insurance policy with all endorsements as
evidence of coverage
VII. General Conditions:
A Reports and Information When requested by the City, Consultant shall furmsh
penodic reports and documents on matters covered by this Agreement The reports and
documents shall be furnished m the time and form requested Consultant shall mamtam
accountmg records m accordance with Generally Accepted Accountmg Pnnciples (GAAP) to
substantiate all billed amounts
B Ownership and Use of Records and Documents Ongmal documents, drawmgs,
designs and reports, mcludmg those in electromc format, developed under this Agreement are the
property of the City. All wntten mformation submitted by the City to the Consultant m
connection wrth the services performed by the Consultant under tlus Agreement will be
safeguarded by the Consultant to at least the same extent as the Consultant safeguards like
information relaring to its own busmess If such mformation is publicly available or is already in
Consultant's possession or known to it, or is nghtfully obtamed by the Consultant from third
parties, Consultant shall bear no responsibility for its disclosure, madvertent or otherwise
All data, documents and files created by Consultant under tlus Agreement may be stored
at Consultant's office m Shelton and Mukilteo, Washmgton Consultant shall make such data,
documents, and files available to the Crty upon its request at all reasonable times for the purpose
of editmg, modifymg and updatmg as necessary until such time as the City is capable of storing
such mformation m the City's offices Duplicate copies of this mformation shall be provided to
the City upon its request, and at reasonable cost
All documents, includmg all reports, drawmgs, specifications, computer software or other
rtems prepared or furmshed by Consultant pursuant to this Agreement, are mstruments of service
wrth respect to the pro�ect and are the property of the City Any reuse by the City for other than
the specific purpose mtended will be at City's sole nsk
C Work Performed at Consultant's Risk Consultant shall take all precautions necessary
and shall be responsible for the safety of its employees, agents, and sub-consultants m the
performance of the work hereunder and shall utilize all protection necessary for that purpose
All work shall be done at Consultant's own nsk, and Consultant shall be responsible for any loss
of or damage to matenals, tools, or other articles used or held for use m connection wrth the
work
D Place of Work• The Consultant shall perform the work authorized under this
Agreement at its offices in Shelton and Mukilteo, Washmgton Meetmgs wrth the City staff as
descnbed m Exh�bit A, Scope of Work, shall take place at the City's offices, or at locations
mutually agreed upon by the parties
Bremerton/Impact Waslungton
Lean Process Improvement
Page 4 of 6
E Entire Agreement This Agreement and its Exhibits constitutes the entire agreement
between the Parties, and the Parties acknowledge that there are no other agreements, written or
oral, that have not been set forth m the text of tlus Agreement
F Severabilitv Should any part of this Agreement be found void, the balance of the
Agreement shall remam in full force and effect
G Modification This Agreement may only be modified by wntten mstrument signed by
both Parties
H Wntten Notices All commumcations regardmg tlus Agreement shall be sent to the
parties at the addresses listed below by registered or 1 st class mail, or by personal service, and
shall be deemed sufficiently given if sent to the addressee at the address stated in this Agreement
or such other address as may be hereafter specified in writmg
Crtv Address
Heather Kauer
345 6�' St , Surte 600
Bremerton, WA 98337
Consultant Address
Roger Milliman
PO Box 2117
Shelton, WA 98584
I Waiver Failure to enforce any provision of this Agreement shall not be deemed a
waiver of that provision Waiver of any nght or power arismg out of this Agreement shall not be
deemed waiver of any other nght or power
J Non-Waiver of Breach The failure of the City to msist upon stnct performance of any
of the covenants and agreements contamed herem, or to exercise any option herem conferred m
one or more mstances shall not be construed to be a waiver or relmquishment of said covenants,
agreements or options, and the same shall be and remam m full force and effect
K Cornpliance with Laws Consultant shall comply wrth all applicable Federal, State,
and local laws m performmg its obligations under this Agreement
L Choice of Law and Venue This Agreement shall be mterpreted according to the laws
of the State of Washmgton Any Judicial action to resolve disputes ansmg out of this Agreement
shall be brought m Kitsap County Supenor Court
M Attornevs' Fees In the event of litigation to enforce any of the terms or provisions
herein, each party shall pay all its own costs and attorney's fees
N Assi�nment Any assignment of this agreement by the Contractor without the wntten
consent of the Crty shall be void
VIII. Nondiscrimination: Consultant shall not discnmmate m employment or services to the
public on the basis of race, color, national origm, sex, religion, age, mantal status, disability, or
sexual orientarion except for employment actions based on bona fide occupational qualification
Bremerton/Impact Washmgton
Lean Process Improvement
Page 5 of 6
IX. Termination: This Agreement shall remam m force unhl completion and acceptance of
the services, terminated by wntten mstrument upon mutual consent, or by the City of Bremerton
for convemence This Agreement may be immediately terminated for cause by a Party if the
other Party substantially fails to perform through no fault of the termmatmg Party, and the non-
performing Party does not commence correction of the failure of performance wrthm thirty (30)
days of the termmatmg Party's sendmg notice to the non-performing Party Any Notice by
Consultant shall mclude a report showmg the status of all items listed m the Scope of Work
current through the termmation date
If the City receives reimbursement by any federal, state, or other source for work descnbed m
Section I herem, and that fundmg is withdrawn, reduced or limited in any way, or the pro�ect is
cancelled or substantially reduced after the execution date of tlus Agreement and pnor to the
completion of the work, the City may summanly termmate this Agreement
A Excusable Delavs The nght of Consultant to proceed shall not be termmated nor shall
Consultant be charged wrth liquidated damages for any delays m the completion of the work due
to 1) any acts of the federal government m controllmg, restrictmg, or requisitiomng matenals,
equipment, tools, or labor by reason of war, national defense, or other national emergency, 2)
any acts of the Crty, its consultants, or other public agencies causmg such delay, and 3) causes
not reasonably foreseeable by the parties at the time of the execution of the Agreement that are
beyond the control and wrthout the fault or negligence of the Consultant, mcludmg, but not
restncted to, acts of God, fires, floods, stnkes, or weather of unusual seventy PROVIDED,
HOWEVER, that the Consultant must promptly notify the Crty wrthin ten (10) calendar days m
wrrtmg of the cause of the delay If, on the basis of the facts and the terms of tlus Agreement,
the delay is properly excusable, the City shall, in wrrtmg, extend the tune for completmg the
work for a penod of time commensurate with the penod of excusable delay
B Rights Unon Termmation In the event of terminahon, the Crty shall pay for all
services performed by the Consultant to the effective date of termination, as descnbed on a final
mvoice submitted to the City After termination, the Crty may take possession of all records and
data withm the Consultant's possession pertammg to this pro�ect which may be used by the City
without restriction Any such use not related to the pro�ect which Consultant was contracted to
perform shall be without liability or legal exposure to the Consultant
CITY OF BREMERTON
� L `
By r
its �'Yt A, S!D�
Date 9 —Z7 —1Y
CO SULTANT ! ,
-� � .�G-�
By o� ,� . , ; /�
rts d'eG �
Date �S, d /Z
Approved as to form
n�
Bremerton C y Attorney
t .
City Clerk
Bremerton/Impact Washington
Lean Process Improvement
Page 6 of 6
� •
Prepared for the City of Bremerton
Lean Process Im provement
Kaizen
Graffiti Abatement
�
Prepared by
�
,
Y�, ,--�- ; � � -
� � � � � � ---�� �
� k p , � •i �. �
�
$
• � /
UBI No 601-72-3974
7-20-2012
Roger Milliman, Project Manager
Impact Washington - A NIST-MEP A�liate
Phone: (360) 589-3790
E-Niail: nr�illimanC�impactwashirraton.ora
Contenfs
Impact Washington Background and Qualifications
Value Stream Mappmg (VSM) & Lean Impiementation (Kaizen)
Traming Proposal
Quote for Services
Overall Approach to Services — Qualifications and Capabilities
Lean Training Capabilities
Lean Mentoring and Coaching
Strategic Lean Deployment
Record of Past PerFormance - Representat�ve Pro�ects
Resumes - Staff and Partner Qualifications
page 2
page 4
page 6
page 7
page 11
page 12
page 14
page 18
page 25
Page 1
IMPACT WASHINGTON Background and Qualifications
No matter whether an orgarnzation delivers products or services or both, the LEAN Improvement
phdosophy and methodology have the potential to transform the orgarnzation and the way it
accomplishes its goais
IMPACT WASHINGTON has developed and implemented LEAN transformation pro�ects across
muitiple orgarnzations, often spanrnng multiple years with indiwdual orgarnzations This
experience coupled with an accountabdity model creates long term sustamable results for clients
IMPACT WASHINGTON has the talent, experience and track record of not only implementmg
LEAN, but transformmg orgarnzations in the process
In each of the past three years, IMPACT WASHINGTON has completed over 50 Lean Enterprise
pro�ects in different sizes, shapes and forms A typical pro�ect includes Lean training, Lean Event
Faalitation in the form of Value Stream Mapping and AIW events, Lean Coachmg and Mentoring
(both formally in terms of training and scheduled events, and Strategy Deployment, in terms of
pro�ect management and formal trairnng and mentoring on Lean Strategy Deployment
IMPACT WASHINGTON �s an affiliate of the Manufactunng Extension Partnership (MEP) MEP
centers nationwide employ nearly 1600 specialists who provide direct assistance to orgarnzations
throughout the Urnted States MEP supports 59 centers in 392 locations and can be found in
every state and Puerto Rico These centers provide client companies with an array of services
that focus on growth, productivity, efficiency and sustamabdity As the Washington State center
for the federal Manufacturing Extens�on Partnership program, IMPACT WASHINGTON operates
as a non-profit organization that provides fee-for-service consulting with deep expertise in LEAN
traming and consultmg IMPACT WASHINGTON has delivered services to over 1200 companies
since 1997, as well as government orgarnzations like WA State Department of Commerce, City of
Spokane, Spokane Commurnty Colleges and Kitsap County DCD We believe that implementing
lean contmuous process improvements is critical to successfully operatmg competitive and
excellent orgarnzations in the 21� Century
Headquartered m Mukdteo, Washington, IMPACT WASHINGTON is a team of 15 people,
including six pro�ect managers who average more than 25 years experience, deployed throughout
the state The organization utdizes a nefinrork of both mternal and external consultants with
decades of experience and success in LEAN deployment The consultants include those who
have been mentored by Shingqutsu (Toyota consultants), led study missions to Japan, and have
held senior leadership positions in Fortune 100 companies
The N15 f7M�P system uses an indepenaent survey tirm to
measure the economic business impacts of the MEP
consultant services at each participating organization and
requires that all MEP pro�ects be evaluated 6-12 months after
a pro�ect closes, quantifymg pro�ect economic impacts m terms
of increased or retamed sales, cost savings, �obs created or
retained, and investment in trairnng, technology and
equipment Evaluation is a key element of all NIST MEP
programs and activities Results are used to assess the
effectiveness of services and their impact on the perFormance
of client firms, and to help guide planning at both the center
and network levels By measunng short- and long-term
impacts, NIST MEP can assess economic retums on the
federal investment m manufactunng extension services Many
studies are finding that small manufacturers who work with
their local NIST MEP center show dramatic im rovements
"Systemat�c evaluat►on stud►es
have confirmed that the MEP ►s
having a positive effect on
businesses and the
economy has achieved national
coverage and establ►shed local
service partnerships and most
�mportant MEP serwces are
leadmg to desired bus►ness and
econom�c goals "
Philip Shapira, Ph.D.,
Georgia Tech University
P
(Source www mea rnst Qov)
Page 2
During the last five years, IMPACT WASHINGTON survey results show that their projects
w�th over 1000 companies have resulted in $28 million in client cost savings and $73
million in client sa/es increases.
IMPACT WASHINGTON utdizes a proven approach to determine the best path for each client,
and has an assortment of curricula to draw upon for any type of pro�ect The organization has
developed and implemented specialized Lean Programs for the food, wood products, electrorncs,
aerospace, and healthcare mdustnes, as well as for govemment entities mcluding the Department
of Commerce, the City of Spokane, Spokane Commurnty Colleges and Kitsap County DCD And
we additionally completed a 3-day AIW with the King County restaurant permit section (Oct 26-
28, 2011) under the umbrella of a larger Lean pro�ect with WA Sate Dept of Commerce
For each of these industries, unique LEAN curnculum and a simulation were developed that
included trainmg in LEAN fundamentals (LEAN 101), 5S, Value Stream Mapping, LEAN workforce
traming, train the trainer, cultural awareness and change management
Page 3
LEAN PROJECT WORKFLOW
Step Activity Objective Who
1 Sponsor meeting Clanfy the busmess Sponsor, consultant,
intent�on team leader
2 Develop charter for Value Document the workshop Team leader,
Stream Mapping (VSM) ob�ectives consultant, sponsor
(optional)
3 Sponsor approval of Sanction the workshop Sponsor, team leader,
charter consultant
4 Data collection and Collect data using Team leader, team
planrnng standard and custom members, with guidance
Lean tools and from consultant
techniques
5 Conduct Kaizen Achieve the ob�ectwes Team leader, team,
workshop outlined m the Kaizen consultant, sponsor at
charter kick-off and report-out
meetings
6 Implement and sustam Implement the Sponsor, team leader,
the gains improvements, track team, with guidance
progress and remove from consultant
obstacles
Page 4
LEAN OFFICE KAIZEN WORKSHOP
A Lean Office Kaizen Workshop is a rapid process-improvement workshop designed to achieve
dramatic results The workshop team analyzes and designs the flow of materials and information
required to bnng a product or service to a consumer The workshop includes �ust-in-time training,
impiementation, and transformation of a selected area This workshop wdl require a cross-
functional team for optimum performance The team is comprised of those who work in the
selected area, as well as from other areas that might be impacted by implemented changes The
participants should be devoted to the team for the entire duration of the workshop The schedule,
below, dlustrates a typicai five-day workshop
Theme Activity
MON DAY Kick-off
lean introduction - history, broad def.
Train and VA/NVA - "Time" video
map process
"Who's the customer?" discussion
Office wastes
Flow charting
Map the process PART 1
TUESDAY Map the process PART 2
Map and �dentify the waste
identify 4uantify wastes per Project Goals
waste Establish targets
Prioritize, discuss, and group wastes
Multi-voting
WEDNESDAY Form teams Establish teams and communication process
to analyze Analyze wastes - the 5 Why's
Develop 5 ideas
waste Try-storm ideas PART 1
THURSDAY Test Try-storm ideas PART 2
solutions Simulate the new system
Develop measures and document changes
FRIDAY Document Make adjustments / I.D. future opportunities
and report Prep for final report-out
out Final report-out
Daily schedule: Mon - Thurs 9:00 to 4:00; Fri 9:00 to 2:30
Breaks: approximately 10:30 and 2:30
lunch: approximately 12:00
Page 5
Quote for Impact Washington Services
For our Lean Process Improvement Kaizen's, Impact Washington provides Training and
Consulting services at a flat dady rate of $1,500 corresponding to an hourly rate of $187 50 We
charge a one-half day for preparation including �oint meetmgs, conferences and planning Travel
costs are a direct pass through Our selected resource provider Carlos Venegas wdl commute
daily via ferry and driving from the SeaTac area Our standard dnvmg pass through is the
government rate $0 55/mde
This proposal @5 training days @$1,500 per day
One- half day preparation
Estimated travel expense pass through
Total
$7,500
$ 750
$ 310
$8,560
Page 6
Overall Approach to Services - Sustainable LEAN Enterprise Deployment
Overall Approach to Serv�ces - Susta�nable LEAN Enterpnse Dep/oyment Impact Washington
believes that a successful Lean Enterpnse Transformat�on depends on four key factors
• The need for change / improvement
• top management support
• workforce /communication and mvolvement
• clear improvement incentive for the workforce and management
We use selected teams of Project Managers, Trainers and Consultants to approach each
engagement, not indiv�dual consu/tants, thus optimizing our capa6ilities to address each
of the above key factors.
A sustainable LEAN Enterpnse requires a systematic and relentless pursuit of eliminatmg wastes
at all levels of the organization Whde there is no deployment recipe, there is a roadmap. A
recipe telis you exactly how to do somethmg — the amounts, sequence and timmg There is no
such recipe for LEAN success since every orgarnzation starts with a different set of ingredients (or
factors and constraints) However, there are guideposts along the way that help you determine
where you are and identify potential solutions to help you get to where you want to go The extent
and degree of support needed should be a function of the current state of an orgarnzation's
operations, the potential optimum state, and the level of expertise currently residmg at the
organizat�on that can be leveraged to close the gap
Every LEAN Enterpnse strategic mitiative has common characterist�cs including
• Creation of the leadership, culture and infrastructure to align the management system and
develop the organizational culture necessary to implement worid-class practices and
performance
• Integration of strategies and systems to focus the core operations and practices to
achieve world-class results, focusmg on the needs of the customer
• Integration of support functions to apply improvement techrnques and strategies within the
value stream
• Achievement of quality, cost, productivity, space, and delivery improvements, and
establishmg measures that evaluate the outputs of the core business system as well as
overall performance of world-class practices
• Exploiting operational improvements to achieve overall customer satisfacbon, profitabdity
measures, and other desired busmess results
• Leading and sustairnng operat�onal improvements by trairnng and deploying internal Lean
champion expertise so that the Lean phdosophy and pnnciples wdl be maintained and
furthered
Our expenence shows that Lean is a great fit for Government, since it defines Value from
customers' perspective, whde being based on stable standardized processes, guaranteeing
customer sat�sfaction and first pass quality Lean is based on the foilowing
• Identify your Value Stream - Value vs Waste
• Workplace Organization – 5S, Visual Controls
• Make Value Fiow Continuously based on the Pull of the Customer
• Prevent Waste – Mistake Proofing
• Standardize the Process
• Contmually Morntor, Control and Improve – Lean Metrics
Page 7
Tools ' Cuftur�
V�61��a6c��0 �gfi�4c�sa� �, �� �
x
� s,
Covarnance
t�lanagemer�t 5yst�ess
Figure '! — Sustainable LEAN Enterprise Model
An optimal LEAN system is dlustrated in Figure 1 This system is a set of mterrelated,
interdependent parts that must work together to accomplish a goal or ob�ective A LEAN initiative,
therefore, should stem from a defined business need or ob�ective Whde LEAN can be effective at
an isolated process level, sustainabie gains are made when LEAN is implemented as a system
LEAN Deployment in Service Industries
The mission of IMPACT WASHINGTON has focused on mcreasing the competitiveness of the
Washington State industnal base In accomplishing th�s task, LEAN training, LEAN event
faalitation, LEAN mentoring and coaching and Strategic Planning for LEAN deployment have
been parts of the roadmap for achieving bottom-line results in profitabdity and efficiency These
improvement events occur all along the Value Stream of an organization, includmg m the
admirnstrative processes In the past 5 years, IMPACT WASHINGTON has �ncreasingly applied
our expertise to non-industriai clients' needs These client arenas have included government
entities, healthcare providers, non-profits and educational institutions
LEAN prmcipies and tools apply to every orgarnzation, and especially with economic pressure on
public entities to do more with less, these orgarnzations have been ripe for understand�ng the
benefits of deploying LEAN Every organization attempts to satisfy customers with products and
services, and how that is accomplished is the "production system " LEAN is the methodology to
improve the capacity of the output and mcrease customer satisfaction Government entities are
increasingly eager to gain expertise m deploying LEAN In response to this mterest, IMPACT
WASHINGTON has customized LEAN trairnng and events for service industry providers
Page 8
Whde the process for conducting these events is the same
for the office as it is for the factory floor, one of the key
d�fferences encountered in the office versus the factory is
that waste is more difficult to see Waste takes on a
different form in the office, therefore Toyota's '7 Traditional
Wastes' require further defirntion as how they apply to the
office
IMPACT WASHINGTON has taken this into consideration
and incorporated this process into trairnng for LEAN office
events
Four Types of Office Waste
1 Informat�on waste
2 Process waste
3 Waste in fhe phys�cal
env►ronment
4 People Waste (► e ,
ineffic►encies in how people
work)
Over the last five years, IMPACT WASHINGTON has conducted over one hundred LEAN office
events with over eighty-five companies and organizations This mcludes the City of Bellmgham
permitting department, Moss Adams, Boemg, and Trans Ocean Products, as well at as numerous
public events statewide
IMPACT WASHINGTON launched a public/private 8 hour LEAN office class entitled �ce Smart
m 2005 Since the continuous improvement process is a part of the way IMPACT WASHINGTON
operates, this can be seen in our training programs as well Listening to the customer, traming has
been revised multiple times to incorporate the learning that applies to the service and government
orgarnzations and to continually improve the classroom experience for tramees In IMPACT
WASHINGTON's latest iteration of LEAN office, computers are now part of the simulation trairnng
to more realistically reflect the office environment of today
Elemenfs of a typical Lean Enterprise Transformation Project
IMPACT WASHINGTON APPROACH
LEAN pro�ects have a standard implementation methodology that is outlined in all pro�ect
proposals and followed in all" pro�ect executions IMPACT WASHINGTON has adopted the LEAN
Six Sigma DMAIC (enhanced PDCA) pro�ect execution process as its standard pro�ect
implementation methodology and is exptained below
Step 1 Define (conduct interviews) The purpose of defining is to clarify the goals and refine
understandmg of the potential value of the pro�ect, check resources requtred, develop a formal
pro�ect implementation plan, and define current state processes Activities included in this step
range from pro�ect kick-off meetings to value stream and process mappmg to current state
layouts Also mcluded are a review of the NIST pro�ect evaluation standards and defining the
important pro�ect success metncs
In order to better understand the needs of the orgarnzation, an assessment and interview process
would be conducted Operational mefficiencies have been identified as a strategic challenge
domg busmess, therefore validation and alignment of the ob�ectives and goals of the orgarnzation
would be an important outcome of the process The diagnostic framework is an overview of the
process by which an orgarnzation moves from cultures of workplace accepting of the status quo,
to new cultures of mdependence and LEAN enterpnse in every one of its busmess funcfions It
begins with a set of cnteria for�udging the development of resources, capabdities, or other assets
that have been identified as important, and is vitai mput to perforrn Hoshin Planning/Policy
Deployment It highlights company progress in developing the many mtemal capabdities reqwred
to become a LEAN enterpnse across areas of the orgarnzation including
Page 9
• Business Operafing System
• Financial and Account�ng System
• Human Resource System
• Info�nation System
• Quality System
Step 2 Measure -(Assessment and Value Stream Planning) The purpose of ineasurmg is to
gather data that describes the nature and extent of the problem In other words, a clear
understanding of process perFormance compared to process requirements is determmed
Activities included in this step range from basic data collection to using data to calculate baselme
process pertormance measures such as process cycle times, process cycle effiaencies, and
process capabdity Measures gathered should relate back to those identified as important by the
customer in the define stage
Step 3 a ze :-(Value Stream Mapping) The goal of analysis is to make sense of all the
previously collected mformation and to track down the cause and effect relationship to reduce the
non-value added activities Included are ail analysis activities These can vary greatly depending
on the nature and type of pro�ect, and is the mput to the improve step
Step 4 Imnrove/Implement: -(Accelerated Improvement Workshops) Improvement defines
what specific changes need to be made in the process to counteract the causes and what
methods wdl achieve the desired effects Specifically designed countermeasures to improve the
process wdl be identified, agreed upon, and implemented
Step 5 Co_ ntrol -(A3 Management) The purpose of control is to make sure that the gains made
wdl be sustamed until and unless new knowledge and data show that there is an even better way
to operate the process In LEAN pro�ects, controls are often visual in nature but may mclude other
means/methods to ensure sustamabdity of improvements
Outcome Evaluation
At the conciusion of each stage of an intervention and at proJect end, IMPACT WASHINGTON
conducts both an informal and formal outcome evaluation m which results are quantified and next
steps are outlined
Internal Lean Champion Training
Because it is cruciai to sustaining Lean efforts over time, IMPACT WASHINGTON stnves to train
intemal Lean Champions to continue the Lean �ourney IMPACT WASHINGTON provides a
formal trairnng program, The Lean Enterprise Certificate Program (LECP), which leads to SME
Bronze Certification, as one avenue for achieving internal champion expertise
*Pinpoint Solutions
It must also be said that IMPACT WASHINGTON listens to clients' needs and requests and will
provide requested services m a targeted solution mode as appropnate Whde it may not be part of
a prefeRed comprehensive Lean Enterprise Transformat�on model, providing elements of LEAN
trairnng such as LEAN 101 or 5S may be a necessary step for an organization to proceed with
contmuous improvement efforts
IMPACT WASH/NGTON is a full service provider of LEAN Enterprise services. In addition to
the typical Lean Programs, we have included Innovation Engineering, which the
Washington StatevDepartment of Commerce is currently conducting, and Green Enterprise
Certification Program.
Page 10
Lean Training
Curriculum Development and Le�n Overview Training:
IMPACT WASHINGTON staff and partners have designed and/or customized Lean Traming
Courses and Workshops that are ready to deliver, or can be customized to reflect the specific
needs of the King Counry audience, includmg
• Basics of Lean / Lean Overview Training
• Customized Lean 101 Training for Manufacturing with Live Simulation - wood
products, electrorncs, and food processing industry Also avadable in Sparnsh
• Office Lean101 Traming with Live Simulation
• 5S (Workplace Orgarnzat�on)
• Value Stream Mapping, mcluding Admirnstrative Value Stream Mapping
• Trairnng Within Industry (TWI)
• Lean Enterpnse Certificate Program
• Green Enterpnse Certificate Program
IMPACT WASHINGTON staff and partners have the skdls and background to devetop or adapt
traming programs for, or m collaboration with, employees Most programs can be delivered in a
classroom settmg, as well as in a trairnng and implementation package
More importantly, IMPACT WASHINGTON's tra�rnng programs give a foundationai trainmg in
various Lean tools
Lean Overview Traming
• Basics of Lean
• Lean 101 with Live Simulation
• Office Lean 101
• 5S Workplace Organrzat�on
Facilitator Training
• Lean Leadership
• Front Line Leadership
• Lean Enterpnse Champion Program
� T1NI Job Instructions, Job Methods, Job Relations
• Green Enterprise Champion Program
Team Leader Training
• TWI Job Relations
• TVUI Job Methods, Job Instruction
Team Member Training
• Lean 101 and other content training such as 5S
• TVNI Job Instructions, Job Methods
Leading a Lean Team for Manager Training
• Management Overview
• Front Line Leadership
Lead�ng a Lean Organization for Executive Training
• Strategy Deployment
• Management Overview
Page 11
Lean Mentoring and Coaching
Leadership is key to initiating and owning the Lean Transformation process
The five roles in a Lean organizational structure include Leadership, Value Stream Management,
Lean Coach/Experts, Front-Line Management (Supervisors 8� Leads), and Frontline Workforce
IMPACT WASHINGTON, in the course of nearly all of their pro�ects, performs the function of Lean
Mentoring and Coachmg In both the traming and event facditation/consultant functions, we strive
to include advice and training to help an organization perform in each of these categories
1) Lean Leadership 8� Management — Develops leadership to understand Lean as a
strategic initiative, implement proper structure and management systems, and
develop the orgarnzation In addition, leadership directs plans, manages and controls
implementation, and estabiishes support systems (budgeting, commurncations and
promotion, perFormance measures, recognition and rewards, etc ) to ensure a culture
of contmuous improvement
2) Value Stream Managers — Most organizations are structured into functional 'sdos'
creat�ng gaps, delays, rework, poor coordination, etc , and generally disrupting
product flow Value Stream Managers oversee the overall value creation process,
plan and manage the integration of the system using Lean strategies, link value
stream ob�ectives with business ob�ectives, and report progress to the top site
manager
3) Supervisors — Typically the most neglected role m the Lean transformation process,
iMPACT WASHINGTON's model stresses the important role of Supervisors A
Supervisor is defined as anyone who directs the work of others which mcludes shift
leads, technical roles such as regulatory, safety and quality coordmators Supervisors
are instrumental in transformmg the culture as they are m the best position to
mfluence dady behaviors
4) Workforc� Lean is about budding a culture of continuous improvement Workforce
practices are activities that allow each worker to contribute to improvements outside
of structured events These practices mclude Job Safety, Job Methods Improvement,
Job Instruction, Job Relations, 5S/Workplace Organization, and Basic Problem
Solving
5) Lean Coach/Expert —Key pomt people are identified to leam Lean Six Sigma
processes, tools, and techniques, and are an essential role in the Lean �ourney The
aim is to equip them with the expertise to be a resource for executing protracted
pro�ects and team-based rapid improvement events
In addition, whde Lean mentoring and coaching is embedded in every IMPACT WASHINGTON
pro�ect, we can also provide these resources in a more formalized approach for key managers
and employees
Method
The Leadership and Executive Management Team receive orientation m a vanety of topics that
may include Lean Leadership, Leadership Job Relations, Lean Management Systems
Page 12
Deployment, Leadership Problem Solving, A3 Management, and Strategy Deployment This can
mclude the following ob�ectives, but is not limited to
Lean Leadership — The Leadership Team must understand basic concepts, terminology and
defirntions In addition, the teams must understand how Lean is different than `traditional'
improvement and management methods, mcludmg how Lean improves organizational
performance
This orientation wdl provide Lean Leadership with an overview of Lean and focus the leadership
on what their role wdl need to be in a successful Lean Transformation It is by no means sufficient
to prepare them to lead such a transformation To do this, some or all of the Leadership Team
should contmue trainmg
Leadership Team Training
Leadership Job Relations -JR emphasizes that people must be treated as individuals Supervisors
are given foundations for developmg and maintainmg good relat�ons to prevent probiems from
arising Principles mclude providmg constructive feedback, giving credit when due, telling people
in advance about changes that wdl affect them, makmg the best use of each person's abdity, and
earrnng the employee's loyalty and cooperation When problems do arise, it teaches supervisors
how to get the facts, weigh them, make the decision, take action, and check results
Lean Management Systems Deployment — The lean management system provides a 4 step
method actively monitonng improvement processes and mentoring for developing people It
includes establishing Leader Standard Work, Visuai Management Boards, Dady Accountabdity
Process, and Sustam Model Each of the steps is actionable and requires on-going management
routines and mteraction
Leadership Problem Solving — Whether at the management level of front-line, understanding the
thinkmg process for systematically solving problems is at the heart of a lean operating system
Using DMAIC (Define, Measure, Analyze, Improve, Control) as a framework, specific actions and
related tools are used to fulfili each of the five steps of problem solving
A3 Management — A3 (in the lean context) is about a method for process improvement which is
very simdar to the Demin4 imqrovement cvcle It is a standardized report developed as part of the
Toyota Production System The A3 name is from the paper size (approximately 11" x 17") The
report is written and drawn (diustrations are encouraged) on one piece of paper The report
should include something simdar to (it can vary), 1) Overview and current state, 2) Root cause
analysis, 3) Proposed countermeasures, 4) Implementation plan, 5) Results, and 6) Future plans
Lean Mentoring and Coaching contnbutes to a better understanding how to lead and manage
the Lean Transformation process, and how to communicate effectively and manage change
while establishing the foundation of sustainability
Page 73
Strafegic Lean Deployment
An optimal Lean system is a set of mterrelated, interdependent parts that must work together to
accomplish an ob�ective or goai These systems mvolve the management and human social
systems of the orgarnzation (see figure 1, page 5) How these systems mteract and are
dependent upon each other, are based upon the design and support of the leadership team
Therefore leadership is key to initiatmg and owrnng the Lean Transformation process
Our consultants provide the leadership with support for Strategic Lean Depioyment in both formal
and informal ways A Successful Lean Deployment needs
• Ciear Vision, Needs and Priorities
• Alignment with Strategic Plan, Busmess Goais and Targets
• Strong Executive and Management Support and Sponsorship
• Active Employee Participation
• Leaders / Lean Champions
• Trairnng and Education for all Employees
• Commurncation and Follow up Plan
Formally, IMPACT WASHINGTON leads many organizations through Vision and Mission
Development, Strategic Planning/ Strategy Deployment and Hoshm Planning In addition, to
follow through with facditated learrnng on Strategy Deployment and Hoshin Planning, IMPACT
WASHINGTON can provide ongoing support throughout the pro�ect
Elements of Strategic Lean Deployment where IMPACT WASHINGTON helps lead Lean
Management Systems Deployment — The lean management system provides a 4 step method
actively morntormg improvement processes and mentoring for developing peopie It mcludes
establishmg Leader Standard Work, Visual Management Boards, Dady Accountabdity Process,
and Sustain Model Each of the steps is actionable and requires on-going management routines
and interaction
Leadership Problem Solvmg — Whether at the management level of front-line, understanding the
thinking process for systematically solving probiems is at the heart of a lean operating system
Using DMAIC (Define, Measure, Analyze, Improve, Control) as a framework, specific actions and
related tools are used to fulfill each of the five steps of problem solving
A3 Management — A3 (in the lean context) is about a method for process improvement which is
very simdar to the Demmg improvement cvcle It is a standardized report developed as part of the
Toyota Production System The A3 name is from the paper size (approximately 11" x 17") The
report is written and drawn (illustrations are encouraged) on one piece of paper The report
should include something simdar to (it can vary), 1) Overview and current state, 2) Root cause
analysis, 3) Proposed countermeasures, 4) Implementation plan, 5) Results, and 5)Future plans
Strategy Deployment — Strategy depioyment is cntical for alignmg speafic improvement actions
with organizational level goals and obJectives The plan generated by the Strategy Deployment
process is hierarchical in nature, with the corporate ob�ectives determirnng the corporate
strategies which, in tum, are supported by lower-level strategies that cascade down the
organization In effect, the goals of every mdiv�dual should support the goals of the next person
up m the hierarchy Every strategy further consists of tactics or act�ons that need to be undertaken
Page 14
to accomplish the strategy In this manner employees and health care providers may understand
how irntial decisions impact (delay) later stages of claim management and add cost
Methodology Development and Deployment
We use six elements of a complete Strategic Policy Deployment
� The Business Fundamental Plan documents daily work Based on the organization's
mission, it describes what the business is
• The Long Range Plan documents who the organization expects to operate m the
future Based on the orgarnzation's vision, it descnbes what the busmess should be
• The Annual Plan documents the key ob�ectives that must be accomplished this year m
order for the orgarnzat�on to move along the path toward achieving its long range plan
and visions
� Review Tables compare actual results to expected results and documents changes to
the plan Review Tables ailow the plan to become a living document
• Abnormality tables document out of ordinary occurrences and facditates problems for
root cause removal
• The right Lean Enterprise tools are used for the right application - Busmess
Fundamental Tools (dady management) and Breakthrough Plans (change
management) We use Infrastructure with the Office of Continuous Improvement, Lean
Champions, Facditators, Trainers, and Coordinators throughout all level of the
orgarnzation Hoshm Strategic Policy Deployment, Goai Deployment Trees, Value
Stream Mapping, Visual Controls, 5S Workplace Orgarnzation, Employee
Involvement, Standard Work are the baselme instailations More advance tools
includes Pull/Kanban Systems, Point of Use Storage (POUS), Problem Solving tools,
5Why's, Cause and Effect Diagrams, DMAIC, Totai Product�ve Mamtenance (TPM)
Facd�ty layouts
Lean Enterprise Deployment
Hoshin Kan�i
Breakthrough Goals: • Fill Rate - 83% ,�� �
Step Functlon •TAT - 7 �� � �en� •rre�
Improvement �� cR�re^�e %� '�" �
�(]uality (Process) 4 5 Sigma �
(TDU, PPM)
Fundamental
Goals:
Incremental
Improvement
Customer SaUsfaedon
•Probiem Resolution (9896)
•VOC Scarecard (8 3)
Quallty
�COPQ -15K
�Customer Escapes (4 5 a)
People
•3stety LWCAIR ( 1)
�Educatlo�aVTrainmg (20 hrs )
•Employee SabsiaeHon (61%)
Peeformanae '
•Operatlng In�me
•Cash Flow
•Inventory —Tums , DOS
-Productivlty (8 6%)
Organisatfon Capability
•Sbc Sigma Matu►ity (50%)
Goal Deployment
•tiosl treas
�ha►Eers
11
• The purpose of Hoshin Kanri is to make it possible to get away from the status quo
and make a ma�or pertormance improvement by analyzmg current problems and
deploymg in response to environmental conditions
Page 15
• Policy Deployment cascades, or deploys, top management policies and targets down
the management hierarchy At each level, the policy is translated into policies, targets
and actions for the next level down
• With Policy Deployment, top management vision can be translated mto a set of
coherent, consistent, understandable and attamable policies and actions that can be
applied at ali levels of the company and in all functions of the company
• When these actions and policies are applied, they result in the vision becoming reality
— and a ma�or and continuing improvement in perfo�mance
• Policy Deployment ensures that everyone in the company is made aware of the
overall vision and targets, and the way that these are translated into specific
requirements for their own behavior and activities
• Hoshin Kann is an approach to improving the performance of busmess systems
• A busmess system is a set of coordinated processes that accomplish the core
ob�ectives of the busmess
• For every business system there are measures of performance and desired levels of
pertormance
• Hoshin Kanr� provides a planning structure that will brmg selected cntical business
processes up to the desired level of perFormance
• Hoshin Kann can be thought of as the application of Demmg's Plan-Do-Check-Act
(PDCA) cycle to the management process
Project Chartering Framework
• Overall Purpose and Process:
o The high level ob�ective of the team's activities and how the work gets done
• Strategic Goal:
o The sigrnficant busmess issue that the team purpose addresses and advances
• Team Ob�ectives & Boundaries:
o What negative situation wdl be attacked, and what positive outcome will be
achieved� What are the boundanes, if any�
• Team Process � Scope•
o Our team is a component of a larger department or process Which part of the
process are we responsible for'� What work do we accomplish�
• Input Boundary:
o Between our scope and previous steps What happens directly before our
responsibdities begin�
• Output Boundary:
o Between our scope and later steps What happens after directly after our
responsibdities end�
• Major Sub-Process:
o Divide team process into ma�or process steps
• Process Inputs & Suppliers:
o What do we need from earlier processes, and who do we get it from�
• Process Output:
o What product do we give others�
Page 16
Rollout and Ongoing Lean Communications design delivery
Our Lean program rollout starts with a pdot program Typically it is an Lean Event where visual
transformation occurs so everyone in the orgarnzation can see the changes from the current state
to the future state Our rollout design consists of Communications, Participation, Education,
Documentation, Validation, Financial, and Cultural emphasis
Commurncations being key occurs from the Top down and the bottom up Senior Management
walks the talk by participating m Lean bnefings, including Kaizen Newspaper reviews, all hands
meetings, and Lean pro�ect report outs Intercompany memos and newsletters, friendly
competitions occurs A3 documents commurncates the Pro�ect Status and ensures PDCA
It is critically important that the communications at all levels of remam open and
honest so the workforce and management are fully aware of the status and plans of the
Lean efforts m order to get the best value from the improvement effort
Improvement project implementation assistance and monitoring
Impact Washington will assist initiatives by provided the "right resource" assistance and solution
for the proper toolset and expertise Our Lean experts wdl gwde you through a continuous
improvement process that identifies and eliminates waste to allow you to transform your
organization mto a highly efficient and profitable organization We help you thnve through expert
consulting, training programs, educationai and industry events and resources that will mcrease
your profits, develop your peopie, help you be more sustainable and budd your Team Our
professionals provide affordable assistance to improve your productivity, efficiency and
competitiveness through technology, techrnques and best practices We understand the
challenges orgarnzations face and can help you make the changes that make the difference
befinreen surviving and thnving We have specialists in every area of processes for all sizes of
groups, so you are sure to get the nght expertise for your specific needs
Impact Washmgton will provide Lean awareness, knowledge, skdl, and execution results We
focus on classifying the improvements based on Job, process, and system If Teams are to
improve their performances, Impact Washmgton wdl support structures and systems needed to be
aligned with the need team culture To support and provide assistance an analysis of the current
systems and procedure must be undertaken Those systems and procedures that fad to support
and reinforce the new way of gomg Lean Busmess must be replaced Orgarnzational systems
such as perFormance appraisals and rewards that are based on individual effort and achievement
must be redesigned to support team perto�rnance Impact Washington wdl focus on the House of
Lean as the budding biocks for implementation strategy
Page 17
Record of Past Performarece
1. Washington State Department of Commerce
Contact per�on: Cheryl Smith Phone: 360-725-2808
Dates of Service: Jan, 2011, thru Oct 2011 Pro�ect Length On-going
Scope: The Washington State Department of Commerce has partnered with Impact Washington
since December 2010 to use Lean to streamime regulatory requirements that small businesses
must comply with This effort is in response to Govemor Gregoire's Executive Order directing
agencies to reduce red tape for small business Impact Washmgton has helped us to conduct
eight lean process improvement workshops, covering 21 different regulatory processes This has
involved the following agencies,
Washmgton State
• Department of Revenue
• Department of Labor and Industries
• Employment Securities Department
• Department of Licensmg
• Department of Soaal and Health Services
• Department of Agnculture
• Department of Commerce
Other agencies
• Liquor Control Board
• Office of the Secretary of State
• Seattle King County Public Health
Problem definition
In October 2010, Governor Gregoire issued an Executive Order charging state agencies to
reduce the complexity of the state's regulatory and tax s system for small busmesses Small
busmess growth is critical to our state's economic recovery The Executive Order mcludes a
directive to Complete a sfudy to �dent►fy ways to streamline regulatory steps and reqwrements of
small bus�ness without dim�n�shing publ►c health and safety
Number of tra�nees: 20
Type of Intervention
The type of intervention involved 1) Lean Trairnng, 2) Lean Event Facditation, and 3) Lean
Mentonng and Coaching and 4) Strategic Lean Deployment
Lean Training
Agency representatives from the Department of Revenue, Department of Labor and Industries,
Employment Securities Department, Department of Soaal and Heaith Services, and the Secretary
of State, participated in value stream mapping Each agency worked on mappmg an internal
process within their orgarnzation
Page 18
Lean Event Facditation
Impact Washington facditated the interaction between the business community and the agencies
This involved meetings to identify �ssues and concerns business expenenced Processes were
identified in the course of the business lifecycie and priorities were placed on working the
processes with the ma�ority of issues
Lean Mentoring and Coachmg
The Department of Commerce identified persons withm Commerce to be mentored and coached
to contmue additional process improvements withm Commerce and assist other agencies after the
pro�ect is complete
Strategic Lean Deployment
Impact Washington has assisted the Department of Commerce in the pro�ect selection model and
critena, pro�ect chartering framework, rollout and ongoing lean communications, improvement
pro�ect implementation and assistance This has been withm the Department and across other
state agencies as well
Consultant role and responsibdities:
Rhea Wallace served as the pro�ect manager as well as lean mentonng and coachmg providing
oversight to the pro�ect '
Randy Sommermeyer provided Lean traming, team leader trairnng, Lean event facditation, Value
Stream Mappmg
Sarah Stuart provided Lean trainmg, team leader trairnng, Lean event facditation, Value Stream
Mapping
Carlos Venegas provided Lean trammg, team leader trammg, Lean event facditation, Value
Stream Mapping
Deliverables
• Eight Lean process improvement workshops
• Current and future state maps covering 21 regulatory processes
• Process Fiow Mappmg trairnng for state agency representatives
• Lean Overview trainmg for 250 Department of Commerce employees
• Measurement and measurement system defirntion and implementation assistance
Project Outcomes
• A redesign of front end of Heaith Department plan to review process to reduce processing
time for food service establishments
• Redesign of time accounting system at the Department of Commerce to reduce staff time
from 2 FTEs to 1 FTE and reduce error rates from 37% to 20% m a one-time reporting
period
• Budt and institute a Sharepomt site to track and process public disciosure requests across
six divisions in a state agency
• Improved organic materials registration process to reduce time and also save
approximately 3-4 hours a day of copying time
• Identified actions to streamline business licensing and registration processes
Page 79
Department of Commerce Testimomal
We have been delighted to work with Impact Washmgton The Washington State Department of
Commerce has partnered with Impact Washington since December 2010 to use Lean to streamline
regulatory requirements that small busmesses must comply with This effort is m response to Governor
Gregoire's Executive Order directing agencies to reduce red tape for small business Impact Washington
has helped us to conduct eight lean process improvement workshops, covenng 21 different regulatory
processes This has involved the following agencies,
Washington State
• Department of Revenue
• Department of Labor and Industries
• Employment Securities Department
• Department of Licensing
• Department of Social and Health Sennces
• Department of Agriculture
• Department of Commerce
Other agencies
• Liquor Control Board
• Office of the Secretary of State
• Seattle King County Public Health
In addition Impact Washmgton has provided lean traming and process flow mapping to more than 250
state employees A sampling of the results mclude
- A redesign of front end of Health Department plan to review process to reduce processmg
time for food service establishments
- Redesign of time accounting system at the Department of Commerce to reduce staff time from
2 FTEs to 1 FTE and reduce error rates from 37% to 20% m a one-time reporting period
- Budt and institute a Sharepomt site to track and process public disclosure requests across six
divisions in a state agency
- Improved orgarnc matenals registration process to reduce time and also save approximately
3-4 hours a day of copying time
- Identified actions to streamline busmess licensmg and registration processes
In addition to impressive results in the actual processes, we have perhaps benefited the most from Impact
Washmgton's holistic approach to process improvement, change management, learnmg and innovation
They have coached us, our executive leadersh�p, our middle management, and the Governor's Job
Creation Sub-Cabinet on leadership, c�lture change, and lean management methods Gett�ng their
guidance on how to launch a lean effort and their coaching as we have moved forward has absolutely
been the key to our success so far We have worked with several different consultants at Impact
Washington and have been highly impressed with their ability to help us get results whde being flexible in
their approach
Cheryl Smith
Senior Policy Advisor
Director's Office
Department of Commerce
360 725 2808
360 481 7398 mobile
Washington State Department of Commerce Our m�ss�on ►s to grow and �mprove �obs
Page 20
2. City of Spokane
Contact person Chris Cavanaugh, Manager for the city's mternal Employee Led Innovation
team
Phone: 509-625-6383
Dates of Service: Pro�ect kicked off on July 25, 2011.
Project Length: Stdl in progress
Scope. Provide "pro�ect specific" Contmuous Improvement trairnng and pro�ect mentoring
for several teams from within the City organization
Problem definition: Each specific pro�ect focus has its own problem definition
Number of trainees: 12 specifically on the Core Team, but others that become involved in the
pro�ect team from the vanous sector also get trairnng via the pro�ect and mentonng
Type of Intervention: Traming on Lean basics, Kaizen events, and coachmg and mentoring,
Lean Leadership trainmg
Consultant role and responsibilities: Paul Hamacher is doing the specific Contmuous
Improvement Kaizen (AIW) traming and pro�ect facditation Patric Sazama is playing a mentonng
role meeting with the city leadership to discuss leadership needs and issues that wdi need to be
addressed for this work to be sustained
Deliverables: Bnng specific trairnng, mentoring and pro�ect facditation to the City Orgarnzation
Each pro�ect has very spec�fic R01 targets
Longer term goal is for the aty to be able to infuse this kind of on-going work throughout their
organization The City has an intemal team whose full-time Job is to lead this kind of change
work They have realized that they need access to and a relationship with a regional entity that
can be available to come in as needed to assist
Project Outcomes: See Testimornal from Chris Cavanaugh on following page
Page 21
City of Spokane Testimonial:
Shortly after her election, Mayor Mary Vemer decided that doing business as usuai was not going
to close the City of Spokane's financial structural gap In the spring of 2009 th�rteen C�ty of
Spokane employees received training in Lean Six Sigma When the trairnng was complete the
Employee Led Innovation (ELI) program was established with finro full time empioyees assigned
Over the next two years several pro�ects were initiated Some of those pro�ects, primardy in
Police and Solid Waste resulted in sawngs Several pro�ects were not successful As program
manager I recognized three primary obstacles (1) In many of our departments processes were
not well documented, (2) there was littie to no data coilected that could tell us about the variation
in a process, and (3) we did not have the tools we needed to work proJects in those departments
to completion
ELI was floundenng I knew a change was needed to keep our program alive I �oined the Lean
Management Consort�um in Spokane and sought out Lean practitioners in the private sector
Many of these practitioners suggested contacting Patnc Sazama of Impact Washington to discuss
the deficiencies in our program In our irntial meeting with Mr Sazama I began to understand that
our focus had been too narrow As a City we needed ali of the tools Lean/Continuous
Improvement offers, not�ust Six Sigma
The Mayor agreed that in order to be successful in the pursuit of a better way of doing business
we needed the consulting and trainmg offered by Impact Washington Smce retaming Impact
Washmgton the ELI program has taken on new life Mr Sazama met with our Mayor and City
Administrator, delivering a message of the importance of accountabdity for all senior leadership in
a way that was understood and has been acted upon Paul Hamacher is leading a group of
employees through a number of pre-selected pro�ects, usmg an interactive leam-do model
Additionally, Mr Hamacher is coachmg City employees by workmg with us in a series of Kaizen
events focusing on areas such as 5S, Value Stream Mapping and Standard Work Mr Sazama
and Mr Hamacher wiil also be workmg with ELI staff to
• Wnte an overall 1-3 year plan for the City of Spokane including ma�or improvement
activities and cu�tural goals
• Identify ELI group roles and responsibdities, resourcing, and capabilities
• Prepare commurncation plans and processes mcluding new releases and web site
mformation
As a customer of Impact Washington I am delighted As a recent convert to the phdosophy of
continuous improvement m government I am exated beyond words at the impact I know ELI wdl
now be able to make in the City of Spokane
Chris Cavenaugh, Program Manager Contmuous Improvement
Page 22
3. Spokane Community Colleges
Contact person: Dr Janet Gullickson
Phone: (509) 534-5062
Dates of Service: Pro�ect Kick-off January 2011
Pro�ect Length On Gomg
Kaizen Work was completed in July 2011 The new process is currently in action Follow-up on
the pro�ect is expected to be completed by December 2011
Scope Student Seroices Process Standardization
Problem de�nition• The Commurnty Coliege asked us to focus our trammg on improwng student
experience from the time of irntial interest m registering for a program to the first day of class
There is a common belief that if waste is removed from the process, and processes are
standardized, the student experience wdl be enhanced, the community at large wdl benefit, and
the work life of the staff wdl be improved
Number of trainees: 60
Types of Intervention: Lean Enterprise Transformation.
Trairnng on Lean basics, Kaizen (AIW) events, and coachmg and mentonng, Lean Leadership
training, and key employees were certified as Lean Enterprise Certified Practitioners (LECP)
Consultant role and responsibdities: Sarah Stuart is domg the specific Contmuous
Improvement Kaizen (AIW) trairnng and workshop facditation Gary Alvarado (Idaho MEP
TechHelp) provided the training for the Lean Enterprise Certificate Program
Deliverables: A common student experience across all three organizations that enhances
student learrnng and is designed by those who do the work This mcluded standardizing
processes in the Student Services areas, improving how IT leverages talent to complete pro�ects
that benefit the district, and improving the speed in which financial aid packages are processed
This was accomplished m six months
Project Outcomes: A student admissions, registration, and financial aid process budt from the
students' point-of-view by the "people who do the work A Standard Process for Continuous
Improvement using data, accordmg to the standards set by management and best practices
Page 23
Spokane Community Colleges Testimonial:
Dr Christine Johnson, Chancelior of Community Colleges of Spokane with 30,000+
students among three mstitutions over s�x counties in eastern Washington, charged the
student services units of the institutions to redesign their services by creating seamless
transitions for students among the institutions, standard processes across the colleges and
a common student portal Along with the three CEOs of CCS institutions and Impact
Washington, she implemented a lean transformation, startmg with 40 front-line employees
and including lean certification trainmg for 20 administrators, directors and faculty
With the most-valued help of Impact Washington, within six months, Commurnty Colleges
of Spokane transformed its student sennces by creat�ng standard processes across its
colleges We mapped current processes, measured wait times and breaks, determmed
what adds value to student learnmg, and created the desired future state with mirnmal
waste and maximum value The end result was a student admissions, registration, and
financial aid process built from the students' point-of-view by the "people who do the work "
One example of a ma�or deliverable was that, unlike past years, all students who met the
priority finanaal aid deadlme had their financial aid ready for fall start
Without Impact Washington and the�r generous coaching, advice, facditation and expertise,
this transformation would not have happened We highly recommend them and their
approach In fact, we have subsequently asked them to assist in the transformation of our
IT departments
If you should wish more information, piease contact me at 509 434 5062 or
ianet aulhcksonCa�ccs spokane edu
Page 24
Resumes - Staff and Partner Qualifications
IMPACT WASHINGTON Staff
IMPACT WASHINGTON has 15 full-time employees who work with Washington manufacturers
statewide IMPACT WASHINGTON has six pro�ect managers and three in-house process
improvement specialists with a variety of experience that serve IMPACT WASHINGTON clients
statewide They are
Krassimir Totev, Regional Project Director, Western WA
Mr Totev has over 25 years of experience in engineenng, production and pro�ect management m
Europe and the U S In addition to servmg as Regional Pro�ect Director for Westem Washington,
he is also a LEAN Practitioner and a certified Six Sigma Black Belt He holds an MS degree in
Chemical Engmeering He has been involved in equipment design, product and process
development, capital investments, scheduling of operations, preventive mamtenance, productivity
improvements, logistics and inventory control, permit applications and compiiance with
environmental regulations, customer support and troubleshooting, development, implementation
and management of production and quality programs such as Lean, ISO and Six Sigma Dunng
his 14-year tenure with Impact Washmgton, Mr Totev has developed, managed and delivered
traming and implementation for a great number of Lean Transformation pro�ects with over 100 WA
State comparnes
Lean Trairnn� I x
Lean Facilitatio x
Lean Coachin� & Mentorin� x
Lean Deqlovment 1 x
Patric Sazama, Regionai Project Director, Eastern WA
Mr Sazama is the Regional Pro�ect Director for Eastem/Central Washington and has been with
Impact Washmgton smce 2002 During that time he has provided pro�ect development and
management assistance as well as orgarnzational leadership coaching to many companies
throughout the region m a wide range of industries His specialty areas include management
leadership coaching, team efficiency and conflict resolution Patnc is also a certified Innovation
Growth Coach through the Eureka� Ranch Winnmg Ways program In his Growth Coach role
Patric works with organizations and entrepreneurs to accelerate profitable growth through new or
improved products, services, customers or markets Before coming to IMPACT WASHINGTON,
Patric had his own consultmg busmess focused on Orgarnzational Leadership Excellence Pnor to
starting his own consultmg business Patric spent 20 years w�th Hewlett-Packard/Agdent
Technologies Patric has a MBA in International Busmess from the University of Idaho as well as a
BS in Management Technology through Lewis/Clark State College
Lean Trairnn� I x
Lean Facditation � x
lean Coaching & Mentonn� � x
Lean Dealovment I x
Page 25
Rhea Wallace, Director Client Services
Mr Wallace has spent the last 10 years providing assistance to small and mid-sized
orgarnzations As Director of Client Services and a Pro�ect Manager for IMPACT WASHINGTON,
he is responsible for assistmg Washington state manufacturing companies increase their abdity to
compete He is a NIST/MEP Professional Business Advisor (PBA) and has engaged in strategic-
level transformat�on activities with clients His responsibdities include delivenng and coordinating
delivery of sennces such as strategic planning, transformat�on planning, quality management
systems, financial analysis, as weil as improvement tools such as 5S, Process Mapping, Kanban,
LEAN, PDCA and SPC He has over 20 years of manufactunng experience in small and mid-sized
comparnes and is nationally recogrnzed for his work m transforming small businesses into national
leaders Rhea's background is especially strong in strategic planning, lean manufactunng, team-
based problem solving and supply cham management He is a Growth Services Coach, ass�sting
comparnes in creating and impiementmg ideas to grow their bottom line He is a four-time state
Malcolm Baldrige exammer He holds a degree in Business Management (BBA) from the
Urnversity of Miami, and he is the owner and former President of an aerospace manufacturing firm
based m Texas
Qualifications:
Lean Trammg x
Lean Facditation x
Lean Coachmg & Mentormg x
Strategic Lean Deployment x
Michael Schneider, Project Manager
Mr Schneider's 30 year career m manufactunng mcludes senior management expenence in the
metal mdustry He has a solid background in executive management, busmess and strategic
planning and marketmg and sales strategy As the sernor executive, he led Lean transformations
for three comparnes He managed the acquisition and operationai mtegration of several
companies He also developed marketing capability that mcluded corporate branding materials,
web site and trade show strategies Degree and Professionai Affiliations
B S m Marketmg from San Jose State University
Washington Employers — Served on Executive Committee and Board of Directors
Steel Service Center Institute — Past President of the Washington Chapter
Spokane Chamber of Commerce — Trustee and Past Member of Executive Committee
Lean Trainmg
Lean Facilitat�on
Lean Coachm� & Mentori
Lean Deplovment
Bob UptagrafFt, Project Manager
Mr Uptagrafft's 30-year career in manufacturing includes management expenence m a number of
advanced electronic comparnes His areas of expertise include strategic and tactical planrnng,
staff trammg and development, and ISO quality systems He has a solid background in Operations
Effiaency, Quality Improvement and Compliance, Organizational Leadership, New Product
Development and Pro�ect Management
Page 26
Lean Trainmg x
Lean Facditation x
Lean Coachm� & Mentorm� I x
Lean Deqlovment I x
Roger Milliman, Project Manager
Roger Mdliman has over 25 years of career experience m strategic planning, venture investments,
business development, and pro�ect and operational management His finance background
mcludes expenence m both private and public funding, and he has developed and taught Total
Quality Management curnculum in the commurncations industry His business acumen is aiso
exemplified m his co-ownership of a successful small busmess He holds a Bachelor of Science
degree in economic studies from the University of Oregon
Lean Trainme I x
Lean Facilitation x
Lean Coachin� & Mentorin� x
Lean Denlovment I x
Sarah Stuart, Process Improvement Specialist
Ms Stuart has over 10 years of expenence in process improvement with a proven track record of
increasing product speed and reducing costs Ms Earl is an instructor for the SME/AME/Shingo
Pnze LEAN Enterprise Certification Program (LECP), Six Sigma instructor usmg the American
Society for Quality (ASQ) curnculum, and a certified instructor for Training Withm Industry (TWI)
Programs Her responsibdities include delivermg services such as transformation planrnng, quality
management systems (ISO 9002/AS9100), six sigma irntiatives as well as improvement tools such
as 5S, Process Mapping, 3P (Production Preparation Process), LEAN Manufactunng, PDCA and
Six Sigma She holds a degree in Matenal Science and Engineermg from lowa State Urnversity
She has over 10 years experience applying process improvement in the cast parts industry and
speaks regularly at public conferences on LEAN sub�ects
Lean Training x
Lean Facilitation x
Lean Coaching & Mentormg x
Strate�ic Lean Deplovment
Charles "Luke" Lukey, Process Improvement Specialist
Mr Lukey has over 17 years of experience in traming and implementmg solutions usmg Toyota
Production System methods Mr Lukey has led Kaizen events at sites including Department of
Defense contractors, hosp�tal systems, printers, furrnture manufacturers and dairy mdustry
suppliers He has facditated client tours of Japan's top LEAN companies including Toyota Home,
Page 27
Omron and Toto Industries He is a certified TWI instructor Mr Lukey holds a Bachelors Degree
from Evergreen State College
Qualifications:
Lean Traming x
Lean Facilitation x
Lean Coaching & Mentormg x
Strategic Lean Deployment
Soraya Dossa, Environmental and Energy Specialist
Ms Dossa is a graduate of Western Washington University She �oined IMPACT WASHINGTON
as an environmental and energy specialist and has worked with the Department of Ecology to
deploy "LEAN and Green" pro�ects with companies, helping them to improve processes to
eliminate both process waste and environmental waste She also works with WSU's Energy
group, workmg to provide energy value stream maps to clients to identify potential energy savings
She also assists with Lean implementation pro�ects
Qualifications:
Lean Trammg x
Lean Faalitation x
Lean Coaching & Mentoring
Strategic Lean Deployment
Our executive and operations team is located at our headquarters in Mukdteo, WA They are
John Vicklund, President
Amy Romer, Controller
Linda Adams, Director of Marketing
Jessica Ingle, Operations Specialist
Shauntel Schlueter, Admirnstrative Assistant
Page 28
IMPACT WASHINGTON Senior Strategic Partners
In addition to our in-house process improvement speaalists, IMPACT WASHINGTON has
developed strategic partnerships with external consultants to serve of our clients
Carlos Venegas, Process Improvement Specialist
Carlos Venegas, prmciple of Straus Forest LLC, has designed and led scores of successful
process-improvement implementations in a variety of organizations, both business and
govemment A published author, he wrote the book Flow in the Office Implementing and
Sustairnng Lean Improvements Published in 2007 by Productivity Press, a division of Taylor &
Francis
He has led the development and impiementation of large-scale mitiatives, includmg Lean for the
O�ce and Empioyee Involvement, designed, developed, and launched a Lean program in a
1,400-person bus�ness unit at the Boeing Company, delivered Lean coaching, consulting, and
traming to leadership up to the executive level in a vanety of comparnes, coordinated with
management teams to implement Lean and Employee Involvement, designed, developed, and
implemented customized Lean tools tadored to office environments, led numerous ka�zen process
improvement workshops and value stream mapping workshops in both factory and office
environments
He is a certified Lean consultant and holds a Masters degree in Applied Behavior Science
Qualifications.
Lean Trairnng x
Lean Facilitation x
Lean Coaching & Mentoring x
Strategic Lean Deployment x
Patrick J. Ryan, C.P.M., C.P.P. — Hoshin and Lean Specialist
Patrick has over 40 years experience m materiel, procurement, manufactur�ng, engineenng,
operations, customer and product service, quality, legal, service parts and business development
He provides clients expertise in strategic planrnng using policy deployment, supply chain
management, lean manufacturing, total quality management, new product development and
training Patnck is a"sensei" or expert in all the tools found in the Toyota Production System
These include Policy Deployment, 5S with Visual Controls, Single Mmute Exchange of Dies,
Standard Work, Total Productive Maintenance, Design for Manufacturabdity and Assembly, New
Product Development Systems, Quality Function Deployment, Production Preparation Process,
Supply Chain Management, Process Mapping, Value Stream Mappmg, Pull Systems with
KanbanlJidoka, Variety Reduction Planrnng, Value AnalysisNalue Engineering, Activity Based
Costing, Statistical Process Control, QC Tools, Fadure Mode and Effects Analysis Patnck holds a
B S in Industrial Management from Washmgton University with credits for a dual B S in
Mechanical Engineering He obtained his C P M (Certified Purchasing Manager) from the
National Association of Purchasing Management, his C P P(Certified Purchasing Professional)
from the American Purchasing Society, a Tool Design Certificate, and has been published in
various trade publications and speaks regularly at Public Conferences and Symposwms on a
variety of lean sub�ects
Lean Train
Lean Facditation I x
lean Coachm� & Mentorm� I x
Lean Denlovment I x
- - Page 29
Richard (Rick) Baker — Hoshin � Lean Specialist
Rick Baker works with orgarnzations executmg World Class Methodologies including Strategic &
Tactical Planning using Goal Deployment, Operational Excellence - including Lean Enterpnse and
Six Sigma, Value Stream Mappmg, Kaizen's and Organizational Development Pnor to
Consulting, Rick held the position of Vice President of Engineermg and Operations and Officer for
Precor International, an Amer Sports Company Before being recruited to Precor, Rick was
President and CEO of Cavan Communities located m Scottsdale, Arizona A pnvately held
company with mvestments in Professional Sports, Class A Office Buildmgs, Golf Course
Development, and Retirement Commurnt�es At AlliedSignal/Honeywell, Rick heid the position of
Director of Operations While at AlliedSignal/Honeywell Rick was selected as Manager of
Strateg�c Planning and focused on Mergers and Acquisitions for the Aerospace Sector Prior to
AlliedSignal/Honeywell, Rick spent 10 years with the Boeing Company Rick Baker holds two
degrees from the University of Washmgton and has a Six Sigma "Green BeIY' and "Black BeIY'
Cert as well as a Lean Enterprise Master as certified by the University of Tennessee Rick has an
Intemal Malcolm Baldrige Examiner as certified by AlliedSignal/Honeywell
Qualifications:
Lean Traming
Lean Facilitation
Lean Coachm� & Mentori
Lean De�lovment I x
Paul Hamacher, Hoshin and Lean Specialist
Paul is the President and CEO of Hamacher and Assoc�ates, a growing product development and
process improvement consulting company Paul gained his practical business education at
Rockwell International, Boeing and Honeywell With Boeing, he gained a wide range of
experience over 14 years in key positions of Quality Assurance, Manufacturing, Information
Technology and Business Management positions At Honeywell, Hamacher was Director of Lean
Six Sigma for their Electrorncs Materials Division where he budt on his previous expenence in
Lean Manufacturing As Director, he managed a portfolio of over 140 pro�ects globaliy while
training, mento�ing and certifying employees Paul was born and raised in Spokane, Washington
He holds a bachelor's degree from Washmgton State Urnversity and a master's in business
administration from Nova Southeastern University He is a Master in Lean Manufacturing and
holds a Retad Supply Chain certification In addition to his dady work activities, Paul is
occasionally an ad�unct professor at Gonzaga University and has served on the Board of Directors
of the International Trade Alliance
Qualifications•
Lean Trammg x
Lean Facilitation x
Lean Coachmg & Mentoring x
Strategic Lean Deployment x
Mark Rosenthal, Lean Specialist
Mark Rosenthal has over 30 years of mditary, industnal, and consultmg expenence, the past 20 of
which have focused on Lean Transformations His speaalties include deep understandmg of the
Toyota Production System that goes beyond the tools and mto the leadership and management
processes He has expenence engagmg the front-Ime team and team leaders with A3 and work
cells, executive development, study missions, strategy development, 3P, and supplier
development He has worked with admmistratwe as well as industrial processes ranging across a
diverse range of goods and services mcluding consumer products, electrorncs, medical devices,
Page 30
aerospace, construction equipment and raw materiais processing Mark developed his lean
expertise as a member of teams leading lean transformations at Boemg, Gerne Industnes,
Eastman Kodak, Terex and Zodiac Aerospace Mark publishes the Lean Thinker blog and
provides expert comments to a variety of Lean communities
Qualifications:
Lean Trairnng x
Lean Facilitation x
Lean Coach�ng & Mentorin x
Strategic Lean Deployment x
Kurt Armbruster, Transformation Specialist
Armbruster has held Chief Operatmg Officer and General Manager positions at Aerospace,
Manufactunng, and Technology companies Most recently he led the ELDEC dwision as Vice-
President of Crane Aerospace In his roles, he has managed all aspects of company operations
mcluding product development, new business capture, manufacturing, supply cham, customer
service, finance, human resources, IT and business process He has been a leader m business
process improvement leading irntiatives to brmg greater productivity and lean pnnaples to the
product development and admirnstrative parts of the business As co-founder Kurt also started
and led his own technology company (SmartContractor) leading and positionmg it for acqwsition
and he has been in-charge of several multi-mdlion dollar successful turn-around assignments
Armbruster has a consistent record of cleanmg up and resolving difficult situations and
implementing improved processes, more effective teams, and on-time pro�ects to achieve greater
operational and financial results Kurt was raised in Issaquah, Washington He earned a
bachelor's and master's degree m mechanicai engmeering from MIT with Tau Beta Pi honors He
is a certified Dale Carnegie instructor and has been recogrnzed for his historic preservation efforts
in the Seattle commurnty
Lean Trairnng
Lean Facilitation
Lean Coachin� & Mentori
Lean Deplovment I x
Gordon (Gordy) Anderson, Management and Leadership Specialist
Global Management Resources Leader with 25-plus years driving strategic business and
operations mitiatives He has a proven track record of diagnosmg, untangling and resolving
complex orgarnzational challenges Has a special mterest and passion �n leading, facditating and
problem solving the human elements of lean busmess systems implementation, with 20 years of
expenence managing in a rapidiy evolvmg lean business culture He spent 12 years with Genie
Industnes in vanous management positions
Lean Training
Lean Facditation
lean Coaching &
Lean Deqlovment
Page 37
Michael Schmich, Lean Culture Specialist
A trainer, traming designer, and consultant who has worked in manufacturing, education and
traming since 1975 both nationally and internationally - in places such as Mexico, Japan, Brazd,
and the Phdippines His broad trairnng expertise and bdmgual capabilities (Sparnsh 8� Japanese)
significantly enhance an orgarnzation's trainmg efforts He is a certified instructor of Tra�ning
Within Industry, (TWI) in both Spanish and English - courses aimed at developmg supervisors'
skdls in instructing leading other workers, and the contmuous improvement of �ob methods
Lean Traming x
Lean Facilitation x
Lean Coachmg & Mentoring x
Strate�ic Lean Deplovment x
Page 32