Mechanical Engineer (medical device) Looking to Transition to Lean Consulting

Hi everyone,

I'm a mechanical engineer with 7 years of experience in the medical device industry, primarily in research and development. I've recently decided that I want to focus on lean and become a consultant. I'm interested in working in a variety of industries, not just medical devices.

I'm passionate about problem solving and continuous improvement, and I believe that lean principles and methods can help businesses of all sizes achieve their goals. I'm also excited about the opportunity to learn from and mentor others.

I'm looking for advice on how to set up a learning and career path in problem solving and improvement. I'm also wondering if anyone knows of a mentor who would be willing to help me on my journey.

Any advice or suggestions would be greatly appreciated.

Thanks,
Smitha

read Bob Emiliani's blogs.
read "Decoding the DNA of the Toyota Production System"
stick with the Toyota Production System and avoid today's American "Lean".
take the classes offered by the Leonardo Group (I have no financial or personal affiliation with this group)

While 'lean' seems simple it is NOT. It takes deep thought, learning and practice. Some people may tell you it's all about culture but really it's not. It's a way of thinking in how you approach systematically eliminating waste. the culture follows...

Be careful about problem solving: solving people system problems takes one approach and solving technical physics problems takes another - don't confuse the two...

Good luck and NEVER stop learning or thinking

Great advice. Be skeptical of self-proclaimed experts in this field. There are only experienced and inexperienced people. People change and regulations change and technology changes constantly. Very few issues are identical to a previous one but they may be similar.

Bev D said:

read Bob Emiliani's blogs.
read "Decoding the DNA of the Toyota Production System"
stick with the Toyota Production System and avoid today's American "Lean".
take the classes offered by the Leonardo Group (I have no financial or personal affiliation with this group)

While 'lean' seems simple it is NOT. It takes deep thought, learning and practice. Some people may tell you it's all about culture but really it's not. It's a way of thinking in how you approach systematically eliminating waste. the culture follows...

Be careful about problem solving: solving people system problems takes one approach and solving technical physics problems takes another - don't confuse the two...

Good luck and NEVER stop learning or thinking

Click to expand...

Thank you!

Two tactical books I liked were Kaizen Express (translated in English from Japanese version) and
Value Stream Management: Eight Steps to Planning, Mapping, and Sustaining Lean Improvements.
Learn how to observe processes and how to communicate from shop floor to top floor.
Problem solving with PDCA and communicate with A3s. Good luck!

The Complete Guide to Just in Time Manufacturing by Hiroyuki Hirano is a good resource.

Miner said:

The Complete Guide to Just in Time Manufacturing by Hiroyuki Hirano is a good resource.

Click to expand...

Thank you

Victory said:

Two tactical books I liked were Kaizen Express (translated in English from Japanese version) and
Value Stream Management: Eight Steps to Planning, Mapping, and Sustaining Lean Improvements.
Learn how to observe processes and how to communicate from shop floor to top floor.
Problem solving with PDCA and communicate with A3s. Good luck!

Click to expand...

Thank you

Another important thing to know is that Lean is all about the culture. Tools are secondary. The Shingo Model is worth understanding.

And here is a distinction with a substantial difference: American Lean is focused on “culture” while Toyota Production System is focused on rules, then tools, then culture. A lot of the books on TPS are actually written thru the American lense. (Remember when “lean” was incorrectly labeled Just in Time?) Having studied TPS at the source and trying to implement it I can say that the ‘issue’ with culture is that it is very difficult to change from the American culture to the TPS culture. This why the rules are so important - so is DEEP thinking and reflection regarding how and why to eliminate waste. If one doesn’t know how to calculate takt and balance a line then one cannot implement TPS. One can implement “American lean” without the TPS rules but where does the culture take you? Towards flow or away from flow? It may sound mean, but not everyone’s ‘ideas’ count. (Everyone counts of course but not all fit.). TPS is pretty monolithic in it’s adherence to the rules of TPS.

Note - I am not really advocating either approach - both are valid. Well OK. I tried American lean and it was like pushing a wet noodle uphill in a mud slide. I did have success with TPS but since it is diametrically opposed to the American culture of manufacturing it too is quite difficult to implement in an established American environment. This is why Toyota (and Honda) establish their factories from scratch and only hire - or keep - those who will fit into the TPS culture…