Mark Warren

About Mark Warren

Mark Warren has decades of experience working with Tier 1 and 2 suppliers to improve their manufacturing productivity and quality. Prior to establishing an independent consultancy, he spent 12 years in the corporate Quality Assurance and Warranty Department of Robert Bosch, where his responsibilities entailed extensive cooperative projects at various Bosch, supplier and customer facilities in Latin America, Europe, and Asia. Author and Editor of several books on Lean and TWI.(See author section below for current list.) Open Networker - contact M••••••••@Tesla2.com Will freely share resources for Lean Manufacturing implementation. Original 1973 Toyota Production Manual MTP (Management Training Program) class outlines, was used for training Japanese middle managers. TWI (Training Within Industry) manuals and trainers guides. Join the Training Within Industry Forum on LinkedIn. Specialties: Concentration in problem solving methodologies as applied to lean manufacturing, failure analysis, reliability improvements, and in-house, OEM and field warranty failure reduction. Lean Student, TWI domain knowledge expert. Broad generalist, polymath.

Experience

1. Founder

   Tesla2, Inc

   Apr 2002 — Present · Athens, GE

   Assists clients in implementing \'Lean Manufacturing\'; coaching and applying various problem solving methodologies.Author, editor, and researcher of material on methods for improving productivity in industry, service and the public sector.Diesel engine plant – assisted improvement team identify three multi-dependent bottlenecks that kept them from achieving productivity goals. Simple solutions implemented within a few weeks that Improved production about 40%, avoiding their current $30mm in labor overtime charges.Chassis manufacturer – Assisted improvement team to identify production bottleneck and assisted with development of solutions. Avoiding the need to construct an additional facility.Avionics – manufacture and repair of various boards. Bottleneck for department capacity was the validation testing. Contained immediately by changing test sequence – step with highest probability of failure was tested first, avoiding wasting a complete test cycle.High-rise apartment construction – assisted project manager identify two critical bottlenecks that were causing construction delays and cost overruns.Concrete plant – current layout limited operation to less than 30% of equipment capacity. Modified flow on the site to improve output to over 75% of capacity (still constrained because of lack of space).Textile plant – assisted improvement team in identifying their problem areas (spinning, weaving, sizing, printing) – quality issues and process issues that created waste and restricted throughput.Healthcare – coached improvement team to implement lean thinking. Cardiology group of about 50 staff have implemented more than 100 projects the first year to improve their systems.Oilfield equipment – coached improvement team that reduced their inspection backlog from 12 months to 2 weeks. Team became independent problem solvers that took initiative to improve their processes, including regular reorganization of the shop to improve the flow.more