Organizations that focus solely on the tools, without a reference pattern’
for the patterns of interaction between people that the tools are designed
to foster, will have a great deal of trouble sustaining any kind of improvement.
About Mark Rosenthal
Mark Rosenthal has been learning on the front lines of Lean Production, quality improvement, and leader development in manufacturing, engineering design, service sector and health care for 30 years.
His experience includes working on lean and quality systems implementation in companies such as Boeing and Boeing suppliers, Genie Industries, Eastman Kodak and Terex at sites throughout North America, Asia and Europe. His baseline background and training experience was with Toyota-trained teachers in the USA and Japan.
Since becoming an independent consultant he has worked with a wide spectrum of organizations ranging from strategic projects for major global corporations, coaching and training small and medium sized businesses down to coaching the owner of a small single-site retail business. His experience includes process mapping and improvement in industrial and manufacturing, administrative and transactional processes, health care, engineering product development, and integrating work flows with I.T. systems.
He has a Bachelors from Clarkson University in Potsdam, NY. Following school he spent 11 years as a Commissioned Officer in the US Army, leading soldiers and managing heavy equipment maintenance and logistics operations, in Korea, the US, and Germany (as well as questionable activities such as jumping out of perfectly serviceable aircraft in flight) before joining the private sector.
Mark is also a well-known blogger in the Lean industry with his “The Lean Thinker” website.
