About the Author
Timothy J. Hutzel has over thirty-five years of experience of transforming organizations into highly efficient operations through process improvement and organization development. He utilizes a unique blend of technical and organizational tools and methodologies to provide solutions beyond the traditional scope of Lean process improvement professionals. Mr. Hutzel has significant experience in the industrial, manufacturing, aviation, aerospace & defense, consumer products, and government services sectors.
Currently Mr. Hutzel is Managing Director, Research at MainStream serving as the company's thought leader on operational and process improvement and specifically Lean. Mr. Hutzel has been instrumental in the development of MainStream's proven Lean methodology for transforming organizations through improving quality, cost, delivery, cash turns, and customer satisfaction. Mr. Hutzel joined MainStream in 2000 as President and Managing Partner within the firm's government services practice. In 2004, he began MainStream's private sector operations improvement practice that provides low and middle market companies with management consulting services.
Prior to joining MainStream, Mr. Hutzel was the President and founder of Tim Hutzel & Associates, a management consulting firm that provided Continuous Process Improvement and Lean services to improve an organization's manufacturing operations and business processes.
Mr. Hutzel was Vice President, Corporate Development at Union City Body Company. His responsibilities included management of client engagements, business development, and knowledge development in operations improvement, continuous process improvement, Lean, and cultural transformation projects. He was directly responsible for creating and implementing factory and office change strategies to improve business measurements and customer response time. Mr. Hutzel was Manager, Kaizen / Lean Manufacturing at General Electric Aircraft Engines (GE Aircraft).
His responsibilities included analyzing, developing, and implementing change strategies to improve productivity through Kaizen workshops and events. He provided training and hands-on coaching / mentoring to sustain results. His process improvement initiatives resulted in reduced cycle times and inventory.
Mr. Hutzel was also Manager, Organizational Effectiveness. His responsibilities included designing and implementing large systems change techniques for major business units. He trained over 4,000 employees in team building skills.
Mr. Hutzel received his Master of Science degree in Organization Development from Bowling Green State University. He earned his Bachelor of Science degree in Engineering Technology from Miami University of Ohio and an Associate of Science degree in Engineering Technology from the Ohio College of Applied Science. Mr. Hutzel was mentored by Shingijutsu experts Nakao and Iwata in Japan.
As a published author and speaker, Mr. Hutzel is a renowned thought leader within the operations improvement / Lean Six Sigma community. Publications include: Keeping Your Business in the USAProfit Globally While Operating Locally (2011); Lean Service (2005); Factory Lean Effort Moves Upstream to Office Processes (2004); The Role of the Supervisor in Self-Director Work Teams (1992).
Dave Lippert has served as the president of Hamilton Caster since 1995, and has overseen the Lean journey from its inception. Prior to becoming president of this fourth generation family-owned manufacturing business, he served in various roles in manufacturing including project manager, supervisor, and plant manager. He has firsthand knowledge of most of the production processes, and is well-equipped to participate in improvement events.
Lippert earned a bachelor's degree in civil engineering from the U.S. Air Force Academy in 1976. Following graduation he served six years in the Air Force as an instructor pilot. He joined Hamilton Caster in 1982 and now works with two brothers and a cousin in family leadership.
Since 2006 the company's Lean journey has been augmented by the addition of a Lean leader, Ralph Jackson, and an emphasis on sustainment of the journey. Lippert's role has been to maintain internal communication on progress and changes, to participate in events and encourage those involved, and to oversee quarterly company events to promote the need for change and celebrate the progress that has already been made. Leader standard work has contributed significantly to his continuing leadership in the Lean journey.