Lean Systems continuous
improvement experts teach leadership, systems, and transformation
as well the process of cultural assessment. We believe in and
practice "The Science of Improvement" everyday. Presently
we have trained over 4,000 people on lean concepts.
Dennis L. Doren
Dennis L. Doren is the president of Lean
Systems Inc.. Doren has developed an overall Lean system
with specialty in social skills, technical tools, and
leadership for higher education and industry where he
spent 18 years. Doren has experience in development, teaching,
and implementation in strategy, sales, cost analysis/quoting,
systems analysis, human resources, industrial engineering,
Lean Manufacturing, material control, safety and ergonomics,
and has received various awards for his achievements.
Doren served on a divisional strategic team prior to acquisitions
and mergers and the initial Lean steering committee. His
Lean program was selected and acknowledged for presentation
at Honda and Chrysler Key Supplier conferences. The Kaizen
format team leader workshop and World Class Supplier Program
were benchmarked for Chrysler suppliers. Currently, Lean
Systems has partnered with JMAC to offer additional resources.
Ron J. Ott is the Vice President for
Lean Systems Inc. He has extensive experience in implementing
all lean tools in the value center at many facilities.
He spent 9 years with Cooper-Standard Automotive, a
division of Cooper Tire and Rubber Company. His experience
includes process engineering, Industrial Engineer, Lean
administrator, and Six Sigma Black belt. Ron also teaches
Engineering courses at the University of Toledo. He
has developed a Master Black Belt Curriculum based on
a statistical approach to Six Sigma and quality that
is project focused and interrelates with all continuous
improvement tools in a lean culture. Ron holds a BS
in Mechanical Engineering from the University of Toledo.
Atsushi Terada is the President and Senior
Consultant for the Japanase Management Association Consultants.
He is a management consultant in facility management,
productivity improvement, Total Productive Maintenance,
production control, plant planning, quality improvement,
ISO9000, ISO14000, cost management, and R&D management.
His experience includes the automobile and parts manufacturing,
steel, semiconductor, electric appliance, ceramic, concrete
product, cylinder, data processing, LAN engineering,
elevator, and commercial refrigerator industries.
Leroy is president and founder of Basic
Lean, Inc. and co-founder of IALP. He has assisted major
corporations with their objective to convert traditional
manufacturing strategies into the Toyota Production System
(TPS) / Lean Manufacturing System. Additionally, he has
provided training and implementation of lean principles
to the administrative and support operations. He has received
numerous certifications in TPS implementation and numerous
awards and recognition for his training and implementation
skills. In his 32 year career, Leroy was affiliated with
General Motors at the GMAD assembly plant in Fremont,
California and Ft. Wayne Truck and Bus in Ft. Wayne, Indiana.
His introduction to TPS began in 1984 as a start-up management
member at the joint venture between General Motors and
Toyota Motor Corporation, NUMMI in Fremont, California.
In 1987 he was selected as part of the management team
for the start-up and launch of Toyota Motor Manufacturing
in Georgetown, Kentucky and trained at three different
locations in Japan; Takaoka, Tsutsumi and Motomachi assembly
plants. Leroy holds a BS in Business Administration from
California State University
Roy L. Jay
Roy L. Jay is the President of Jay Development
Group, Co-Founder and Director, International Association
of Lean Practitioners, currently applying Lean principles
for manufacturing and service industry clients. He is
a Graduate Mechanical Engineer, and spent 13 years at
General Motors in manufacturing and product engineering.
Roy spent 14 years at Toyota in Georgetown, KY, as the
manager of the internal consulting team (Toyota Production
System Office) where he was responsible for identifying
and improving company weaknesses, transferring TPS knowledge
to the organization and leading problem solving and Kaizen
events. He also provided accelerated TPS training to high
potential participants for future plant leadership.