Below you will find biographies for the speakers of the Lean Summit 2009 in order of appearance.
Daniel Jones – Chairman, Lean Enterprise Academy Limited
Daniel Jones is a management thought leader and advisor on applying lean, process thinking pioneered by Toyota to every type of business across the world. He is the founding Chairman of the Lean Enterprise Academy www.leanuk.org in the UK, dedicated to pushing forward the frontiers of lean thinking and helping others with its implementation. His work has inspired the very successful implementation of lean by Tesco and many other companies.
He is the author with James P Womack of the influential, best-selling management books – The Machine that Changed the World, and Lean Thinking: Banish Waste and Create Wealth in Your Organisation – which describe the principles and practice of lean thinking in production. Their latest book Lean Solutions: How Companies and Customers can Create Value and Wealth Together extends these ideas to consumption, provision and service delivery.
These books have triggered a worldwide movement of lean practitioners and the establishment of the Lean Global Network of Lean Institutes (including the Lean Enterprise Academy) which teach lean locally and have organised over 25 Lean Summits in the USA, UK, Brazil, Mexico, Germany, France, Holland, Denmark, Poland, Turkey, Israel, South Africa, India, China and Australia.
John Toussaint – CEO emeritus, ThedaCare
CEO of the newly-launched ThedaCare Center for Healthcare Value
The Center’s mission is to create a healthcare marketplace that rewards providers for delivering value measured in terms of best quality at the lowest cost to their customers.
Marc Baker – Lean Coach, Lean Enterprise Academy Limited
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)
This is where Marc and Ian Taylor first joined forces 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.
Ken Robertson – Acute Services Manager, Emergency Care, Gwent Healthcare NHS Trust
Ken has extensive experience of the National Health Service, having worked in several large acute hospitals in England and Wales.
He started his career working as a Biomedical Scientist in Pathology Laboratories and was co-author of research papers on coeliac disease, after specialising in Histopathology and Cytology.
He also served for many years on National Advisory Committees, including the Welsh Expert Group on Cervical Cytology.
After managing a Pathology Laboratory of a Welsh NHS Trust for 8 years, Ken moved into General NHS Management and worked at Trust Board level with responsibility for Planning and Operational Management.
He has led major Service Improvement Initiatives throughout his NHS career and, from 2002, developed a keen interest & experience in applying Lean Thinking to processes in healthcare. Early work achieved significant improvements in service areas such as I.T. and Telephony Services as well as waiting time reductions in clinical areas.
More recently his work has been focussed on end to end processes (patient journeys) and Value Stream Development in Medicine and Surgery.
Lisa Smith – National Improvement Lead, NHS Improvement
Awaiting Bio
Dr Peter Lewis – Vascular Surgeon, Chief of Staff of Surgery, Gwent Healthcare NHS Trust
Awaiting Bio
Dave Brunt – Chief Executive, Lean Enterprise Academy Limited
David Brunt is Chief Executive at the Lean Enterprise Academy. The academy is dedicated to pushing forward the frontiers of lean thinking and helping others with its implementation. He is the co-author of “Creating Lean Dealers – The lean route to satisfied customers, productive employees and profitable retailers.”
David helps firms making a lean transformation. He conducts public workshops at the Lean Enterprise Academy and develops and delivers bespoke in-house workshops for firms. In addition David mentors firms making a lean transformation. He has walked and mapped over 300 value streams in both manufacturing and service sectors in businesses such as steel production, vehicle and component assembly, FMCG, retailing and banking and financial services.
David has been both applying and researching lean since 1990. 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 his work has been implemented successfully by GFS, the “lean dealer” example in the book.
Prior to his work at Porsche, David was Senior Research Associate working for Daniel Jones at the Lean Enterprise Research Centre at Cardiff University Business School. There he was involved in a number of research projects:
- The Lean Processing Programme (LEAP), a three-year initiative focused on mapping steel to component value streams to identify significant gains in competitive advantage for the UK upstream automotive industry.
- Lean projects with individual firms to research and apply Lean Thinking outside the automotive industry in areas such as FMCG and non-automotive based manufacturing.
- The International Car Distribution Programme (ICDP), the world’s leading co-operative research programme into the future of car distribution and retailing. Research focussed on the application of Lean Thinking to car distribution and car dealerships.
David has written a number of reports and publications including “Supply Chain Management And The British Metals Industry” for The Metals Industry Competitive Enterprise (MICE) and the books “Manufacturing Operations and Supply Chain Management – The Lean Approach” with David Taylor (2001) and “Creating Lean Dealers – the lean route to satisfied customers, productive employees and profitable retailers” with John Kiff (2007.)
David’s career started in the automotive industry at Rolls-Royce Motor Cars where he held a number of roles in the fields of Purchasing, Supplier Development, Quality and Customer Service.
He holds a Masters in Business Administration specialising in Supply Chain Management from Cardiff Business School.
Ian Taylor – Lean Coach, Lean Enterprise Academy Limited
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.
More recently Ian worked as a Value Stream Manager in a Johnson & Johnson company. This is where Ian and Marc Baker first joined forces 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.
Maria Purse – Emergency Value Stream Manager, Portsmouth Hospitals NHS Trust
David Fillingham – Chief Executive, Royal Bolton Hospitals NHS Trust
David Fillingham has been Chief Executive at Bolton Hospitals NHS Trust since September 2004. He joined the NHS in 1989 having previously worked in Personnel Management and Marketing positions with Pilkington Plc. After a short period at Mersey Regional Health Authority, David has occupied a number of Chief Executive positions – in Primary Care at Wirral FHSA from 1991 until 1993; in commissioning at St Helens & Knowsley HA from 1993 until 1997 and in acute hospital services at North Staffordshire Hospitals Trust from 1997 to 2001.
From 2001 to 2004 David was Director of the NHS Modernisation Agency responsible for developing new ways of working and promoting leadership development across the NHS as a whole. David is now relishing the challenge of putting that national experience in to practice back on the frontline of the NHS at Bolton. In particular he is deeply involved in applying “lean” principles to healthcare.
David lives in St Helens in Lancashire. Other than the NHS his passions are watching his local rugby league team and spending time with his wife and two daughters.
Prof. Matthew Cooke – Warwick Medical School and Heart of England NHS Trust, Professor of Clinical Systems Design, WMS & Deputy Medical Director
