Whenever I see an Operator, I see my Dad. He’s my hero.

When I told my Dad I wanted to be an Industrial Engineer, he was so proud. He said, “Whatever you do, take care of those people. Take care of them and they’ll take care of you. They know more about the job than anyone else.”  He was right. I’ve spent the last 28 years doing as I promised him years ago. Whenever I see a Tradesman or Operator, I see my Dad.

I didn't realize it at the time, but my Dad gave me the key to my success.

My deep respect for Operators must shine through, because I can lead teams to results that others can't.  I’ve been blessed with the ability to connect with them, understand their challenges, engage them in improvements, and make some serious impact.  

When asked what special tools I used, I reply, "I engaged your people.”

Yes, the methodologies are super powerful, but without commitment from leadership and buy-in from the people, results are never sustainable.

Still today, after a little shop talk on a Sunday afternoon, my Dad will always end our conversation with,
“Whatever you do, take care of those people.”  

Why do you do what you do? 
I enjoy the combination of technical work and people.  I think it's really fun to find pieces of the puzzle and figure things out. The thought of making work easier and better really excites me, especially if it means people struggle less at work.

How did you choose your career?
I wouldn't say I chose it.  I just followed a suggestion.  A great one.  In high school, being a math and science geek, equaled Engineering. I had no idea what that was, but it sounded good.  I'm so glad I did, because I LOVE what I do.

How did you learn Lean Manufacturing?
Twenty years ago while working in automotive, the "Lean Bug" bit my ear.  There was no cure.  I was tossed into really challenging situations, alone, and had to figure it out.  Failure was not an option.  I attended a few Lean classes, but I needed more.  That’s when I started reading Lean books and testing what I learned.  Couple hundred books later, here I am. 

What makes you different?  What's your secret sauce?
Hands down, it's the people. I’m really good at connecting with them because I bring a sense of respect and appreciation to the shop floor.  I’m curious.  I ask a lot of questions.  I'm patient.  And I listen.  I can draw out the best in people so that they can make a difference.  The results are way better, too.

People Your... What?
I know it doesn't make sense...at first.  "People Your Process" means including your people in continuous improvement.  Treat them like real people.  Get to know them.  Ask them what they think.  And invite them to the decision-making table.  If you don't, it'll be really tough to make improvements stick.  Actually, it doesn't make sense to NOT "People Your Process."

How does High Performance Coaching^TM fit into all this? It's so different from Engineering.
I know, right?  That's what's so great about it.  I love making processes better. Why not make people better, too? I create the perfect integration of People and Process. People struggle with change. Lean definitely demands people to think, work, behave, and lead differently. HP Coaching not only helps to unravel the underlying challenges with change, but also helps to create positive perspective and habits. 

What do you do when you're not working?
Until recently, most of my time outside of work was spent watching my two kids play sports - or driving them there.  Every season was packed.  Ice hockey was our main sport, but they also played field hockey, soccer, lacrosse, football, and gymnastics.  No, I wasn't one of those crazy hockey Moms. These days, I still get to watch my daughter play field and ice hockey in college.  I also love to read books and watch videos from my favorite thought leaders.