Author Archive: Michel Baudin
Michel Baudin has 29 years of industrial experience, including 23 years of consulting in lean implementation Since 1987, Michel has consulted in industries ranging from automotive, aerospace, and electronics to food and personal products, for European, American, and Japanese companies.
Michel has a long, multicultural experience of providing solutions that work in both technology and management, while coaching implementation projects to success. Starting from the principles behind automotive lean practices, Michel redeploys these principles in appropriate tools and methods to support the ambitions of clients in other industries and markets.
Since 1995, he has taught short courses on the details of lean manufacturing, the management of lean manufacturing implementation, the lean approach to quality, and information technology for lean, as well as customized in-house seminars for clients. These courses have been offered to the public through UC Berkeley Extension, the University of Dayton, and the Hong Kong Productivity Center.
Michel has written four books on manufacturing and many articles and papers in various journals. His academic background includes a Master’s Degree in Engineering from the Ecole des Mines de Paris, and research at the Hahn-Meitner Institute of Berlin and the University of Tokyo. He is a senior fellow of the University of Dayton, and was a member of the IMSE External Advisory Board of OHIO UNIVERSITY. He is a member of the AME, SME, IIE, and IEEE. He is fluent in French, English, Japanese and German, and is learning Spanish.
A Lean Leadership Lesson from Marrakech
My wife and I are currently in Marrakech, Morocco, on one of our increasingly frequent trips to explore new locales. Truly a remarkable place, and with the tall snowcapped Atlas Mountains only an hour away in one direction, and the ocean in another, I’m convinced it’s destined to become another mecca for sports enthusiasts similar [...]
Start a Campaign for Clarity
Ambiguity. It’s an increasingly common space within which most organizations operate. Rapid change, increased complexity, and competing interests all make predictability and certainty tougher to achieve. But there’s a big difference between ambiguity that’s externally produced–such as not knowing the full impact of an upcoming regulatory change, or how quickly a key supplier will recover [...]
The Human Case for Lean
Over the decades, many people have tried to make the business case for Lean in an attempt to gain senior management support. They typically start with arguments based on removing waste or improving efficiency. But that, surprisingly, proved to be unconvincing to most executives. So they moved on to arguments such as improving productivity or [...]
Lean is the Strategy
Recently I wrote The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company from McGraw-Hill, in order to pass on an approach to implementing lean in any company—something that has worked for me over and over for more than 30 years. I wanted to highlight the role and importance [...]
The Middle Manager Problem
It is common to hear senior managers say that the company’s Lean transformation efforts have been slowed by middle managers. They usually attribute this to resistance to Lean or a fear of change. Senior managers have perceived a problem (an effect) and identified two causes. Unfortunately, they have not identified the real problem and are [...]
Are You Humble Enough to be a Lean CEO?
“Oh Lord, It’s Hard to be Humble … When You’re Perfect in Every Way” Mac Davis If you’ve answered the question with, “Absolutely yes, I am a very humble leader”, you probably are not. But don’t get me wrong … humility, should not be confused with confidence. In fact, perhaps the two greatest assets a [...]
Just Observing
I’m a fairly simple and frugal guy, but there are three, maybe four, luxuries that I do indulge in. When I travel on business I just need a clean bed and I love Marriott’s Courtyard chain. When I travel on vacation I want more – and that’s why regular readers know I’m a Four Seasons [...]
Disruptive Management
There is an article on Financial Times called “Why Sony Did Not Invent the iPod“. If you don’t have a FT account don’t worry about it – the article is not particularly important. It is like countless articles and books that have flowed from the professional management cult, citing a Harvard wizard by the name [...]
Top 10 Signs Your CEO Doesn’t Get Lean
Lean training and programs are more popular than ever. Implementing lean strategies is all the rage, but has your CEO really seen the lean light? Use these 10 signs as a gauge to find out. 10. He initiated a brand new lean department. His thinking: Lean is something new. We don’t want to taint it [...]
Sustaining, Leadership, and Why?
A good friend of mine recently sent me a photo of what his team found while cleaning one of their production areas: Yes, that’s a certificate lauding completion of various 5S activities… except the last one: sustain. And from the mess in the background you can see what happened. Sustaining improvement – lean or otherwise [...]
