Who We Are

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Since the publication of The Machine that Changed the World our mission, initially at Cardiff Business School’s LERC and then as part of the Lean Global Network at LEA is to deepen our understanding of lean and to spread lean to every sector and activity.

Initially we helped European auto manufacturers to benchmark their performance and to introduce the key elements of lean manufacturing. Through benchmarking auto suppliers we helped the UK Government develop awareness and lean capabilities through Industry Forum and the Manufacturing Advisory Service. We carried out the first end-to-end supply chain analysis in the auto and several other manufacturing sectors. Daniel Jones helped establish Unipart U, the first in-house lean university.

CLDWe carried out the first benchmarking of auto retailing and distribution in Europe through the International Car Distribution Programme and Dave Brunt and John Kiff continue to work with pioneering Toyota dealers around the world to demonstrate the power of lean in sales and service, described in Creating Lean Dealers.

We carried out pilot projects with Tesco to develop demand-driven rapid response supply chains that enabled them to pioneer modern convenience retailing and home shopping. Through the Advisory Board of the European Efficient Consumer Response movement, the influential GCI Supply Chain 2016 report and editing the International Commerce Review we helped spread these practices across the grocery industry. BTTF 

In addition Ian Glenday developed the final piece of the puzzle, enabling process manufacturers to escape the tyranny of batch thinking and produce in line with demand, described in Breaking Through to Flow.

Daniel Jones was a member of the client-led UK Government Task Force that introduced lean to the construction industry through the Rethinking Construction report that in turn led to the Movement 4 Innovation in Construction. These skills enabled a series of large projects from Heathrow Terminal 5 to the 2012 Olympics to be completed on time and on budget and they are now spreading across the industry through the Lean Construction Institute.

MHWIn 2006 we were approached by the NHS confedaration to look at how Toyota’s approach to production could be applied to healthcare, this led to the Lean Thinking in the NHS report. Through the UK Lean Healthcare Network we triggered many lean initiatives in hospitals brought the early pioneers together at the first Global Lean Healthcare Summit in 2007. Since then Marc Baker and Ian Taylor have carried out many proof-of-concept experiments in order to build a lean hospital management system, described in Making Hospitals Work. They are also developing innovative new solutions with healthcare equipment suppliers. In 2010 we also presentated our white paper The NHS Bermuda Triangle

We have in addition advised many banks, utilities and other service organisations to build lean capabilities in their customer response, back-office and retailing operations. Daniel Jones is an advisor to the UK National Audit Office on assessing the lean process capabilities of every central government department.

LEA’s work has moved from awareness raising and benchmarking, through proof-of-concept experiments and industry wide assessment of the opportunities, to coaching leaders, designing transformations and building management systems. The Deploying Lean Across the UK video summarises the spread of lean in the UK:

 

 

 

Daniel T Jones Chairman Lean Enterprise Academy

Daniel Jones, Chairman

Daniel Jones' mission is to inspire, encourage and mentor executives to use lean thinking to solve their business problems. He co-authored the core books on lean and writes extensively to distil and share his research on the practice of lean.

He acts as an advisor to senior management on leading lean transformations, building lean management systems and designing lean value streams. He led many proof-of-concept projects in pioneering organisations to learn how lean can address new problems. He is a keynote speaker at in-company events, management meetings and public conferences.

He helped to spread lean thinking across the automotive industry and to aerospace, construction, retailing, consumer goods, services, healthcare and government in the UK and around the world. He founded the Lean Enterprise Academy in the UK and helped establish the Lean Global Network of 18 non-profit institutes to spread lean thinking around the world.

Download a PDF of Daniel Jones' bio

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David Brunt Chief Executive Lean Enterprise Academy

Dave Brunt, Chief Executive

David has been both applying and researching lean since 1990. He manages activities at the Lean Enterprise Academy and helps firms making a lean transformation. He has worked with Dan Jones since 1997. During that time he has been involved in both pioneering research into lean thinking and the practical implementation of lean practice.

He has walked, mapped, taught and coached lean in over 500 value streams across almost every conceivable environment - from manufacturing to service sectors in businesses such as steel production, vehicle and component assembly, FMCG, retailing, banking and financial services.

He spent over three and a half years as the Porsche Verbessrungs Process (PVP – Porsche Improvement Process) Manager at Porsche Cars Great Britain and carried out work to develop lean in after sales, used car processing and parts operations as well as conducting a number of other business process improvement projects at dealer and national sales company level. His work on lean dealer operations formed the basis for several chapters in James P. Womack and Daniel Jones’ book, "Lean Solutions" and led to him writing “Creating Lean Dealers – the lean route to satisfied customers, productive employees and profitable retailers” with John Kiff (2007.) He helps a growing number of dealers around the world successfully implement lean thinking and practice.

David has an MBA from Cardiff Business School where he specilaised in lean and supply chain management. In 2011 he contributed cases to the updated Lean Enterprise Institute workbook "Seeing the Whole Value Stream" by Dan Jones and Jim Womack (2011.) He is co-author of the book “Manufacturing Operations and Supply Chain Management – The Lean Approach” with David Taylor (2001.)

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Marc Baker Lean Healthcare Faculty Lean Enterprise Academy

Marc Baker, Lean Healthcare Faculty

Marc, who holds a degree in Process Engineering, is a Chartered Engineer and holds an MBA from Cardiff Business School, started his lean journey as a Process Engineer during the start-up and validation of a new pharmaceutical facility, where he first began applying lean concepts and principles in a regulated industry.  

He led various Engineering organisations in Research & Development and Operations in a Johnson & Johnson company. He then became Head of Process Excellence (Umbrella term for Lean Thinking and Six Sigma).

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Ian Taylor Lean Healthcare Faculty Lean Enterprise AcademyIan Taylor, Lean Healthcare Faculty

A qualified Production Engineer with considerable experience in Operational Management, Ian started his lean journey whilst managing Operations within the highly competitive Tier One, Automotive Industry supplying the likes of Toyota, Ford and General Motors. Assisting Tier Two businesses (the organisation’s own suppliers) in making their own successful Lean transformations became a major part of his role.

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It was at Johnson & Johnson where Marc and Ian first joined forces in 2000.

While working together at J&J, Marc and Ian developed a robust, standardised and scientific approach to both applying and de-mystifying lean thinking. The company has enjoyed substantial increases in sales per employee, market share and profit margins through its application of Lean Thinking and Six Sigma.

Working at J&J also provided Marc and Ian the opportunity to work with its customers in the healthcare industry, where they began their first experiments in the application of lean to healthcare processes.

Since leaving J&J Ian and Marc have spent the last seven years working both with the Lean Enterprise Academy and as Interim Line Managers specialising in large Health Trusts in Acute and Community settings in addition to operationalising Integrated Care Pathways across multiple organisations.

Marc and Ian are the authors of LEA’s latest publication, the book ‘Making Hospitals Work’ which both, seeks to de-mystify lean thinking and explains their approach to the application of lean in healthcare.

View Lean articles by Marc Baker and Ian Taylor 

 


Darren Walsh Lean Coach Lean Enterprise AcademyDarren Walsh, Lean Coach

Originally an Industrial Engineer, Darren qualified with a Lean Masters’ Degree through the Lean Enterprise Research Centre in 2004 and is also certified Zenge-Miller Leadership Instructor, Prosci Change Management Practitioner and voluntary business mentor for Business Wales.

He has over 25 years’ experience in leading change, developing people and delivering breakthrough business performance. This experience includes working with some of the very best in Medical, Pharmaceutical, Aerospace, Automotive, Transportation, Oil & Gas, Gaming and the Electronics sector and throughout several countries that include: UK, US, Ireland, France, Austria, Sweden, Netherlands & Germany.

Darren spent over 7 years has Division Lean & Business Improvement Manager at Parker & Zodiac Aerospace, where he developed structured Lean Management System to support an improvement culture and multi-site improvement. At Boston Scientific, Sega & Aiwa he led site-wide transformation that delivered breakthrough results, as well his improvement journey he has also held the position of General Manager and Business Unit Manager at Hobbs & Sega.

Recognition of his improvement work led to him achieving a number of corporate best practice awards for both manufacturing and non-manufacturing improvement at Boston Scientific & Parker Hannifin.

Darren’s passion lies in developing a greater understanding of the common pitfalls of Lean transformation and developing the capability of management to become their organisation’s change leaders.

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Hannah Thomas Office Manager Lean Enterprise AcademyHannah Thomas, Office Manager

Hannah joined the Lean Enterprise Academy in February 2009 as our Customer Relations Administrator.  She was responsible for processing book orders, maintaining the client database and implementing a new reporting and monitoring process for various value-streams within the office.

Her ability to provide excellent customer service, attention to detail and organisational skills saw her develop into the role of Office Manager in February 2010.  Since then Hannah has continued to improve the functionality of the office to ensure it is run in the most effective manner possible.

Her main roles include

  • PA to Prof. Daniel T Jones
  • Diary management for the team of facilitators
  • Coordination of our annual Lean Summit, Sharing Day and workshops, including venue sourcing, marketing, customer liaison through to completion.
  • Book Order processing including distribution
  • Social Media Strategy
  • Supplier negotiation to ensure we can continually offer our customers the best value
  • Financial Control

More recently Hannah has become further involved in the managerial side of the business partaking in our Hoshin planning.  She is also working with other members of the Lean Global Network to share and learn from each other’s experiences.

Prior to joining LEA, Hannah gained over 10 years’ customer service experience predominately in the Leisure, Tourism and Events sector.

Hannah is based in our head office in Ross-on-Wye, UK and can be contacted at hannah@leanuk.org or +44(0)1600 890590

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