Rob Herman CPIM, CSSBB

Background

I am a hands-on continuous improvement Change Agent with a certified Black Belt who focuses on business performance by waste elimination, improved customer satisfaction while increasing market share and reducing costs via the use of Lean tools, Six Sigma and Continuous Improvement methodologies.  I am capable of identifying and leveraging best practices across Supply Chains enabling cost savings with improved output efficiencies.  I have implemented CI concepts worldwide in organizations initiating and sustaining continuous improvement actions.

Areas of Practice

• Metric Development

• Strategic Focus

• Capability Building

• Gap Analysis

• Leadership Coaching

• Performance Dialogs

Vision

Continuous Improvement is about impacting Business Performance. Driving success by engaging employees to delight customers which enhances profits.

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I believe to create a culture of making things better today then yesterday; everyday, requires three primary drivers.

1. Cultural Enablers (fully engaging employees in problem solving and letting them experiment)

2. Enterprise Alignment (driving engaged employess to work on what is important)

3. CI Tools (using proven techniques and training engaged employees to use them)

Publications  by R. G. Herman

The Ultimate Lean Manufacturing Measure: Flow Time

A Measurement that Leads to Customer & Shareholder Satisfaction

Time is the currency of the 21st economy and organizations are now competing against it. An organization needs to review its measures, if implementation of lean manufacturing systems as pull, TPS or quick responsiveness have not achieved the anticipated results. The use of lead-time (order to ship time) is a customer oriented measure and does not take into account the other primary stakeholders in the organization. Flow Time is a measurement index for all manufacturing systems since it promotes the elimination of waste in the entire supply chain. An organization must change its measurements to assist in changing ingrained behavior. Driving new behavior with old measurements sends confusing signals to employees, thereby stalling successful implementation of new lean manufacturing concepts.