Amazon

Continuous Improvement Manager

Area Manager

Site Manager

Junior Site Manager

Syddansk Universitet - University of Southern Denmark

Junior Research Assistant

Kverneland Group Kerteminde A/S

Master Thesis Project

ForeFlight

Data Consultant

Odense University Hospital

Semester Project

Follow for daily posts about Lean, CI & Innovation | Continuous Improvement Manager @ Amazon

Hi!👋 Ivan here

I'm an industrial engineer with 7+ years of experience in Operations Management and Continuous Improvement.

I serve two main groups of people:

	• Business owners and executives who want to turn their broken processes into brilliant ones (and save so much damn money) through Kaizen and Innovation

	• Founders and consulting firm owners within CI, Lean or Innovation who want to promote their businesses and make LinkedIn a legit revenue channel

(DM me for the details) 


I started writing on LinkedIn in October 2023. 

Since then, I have been sharing actionable, educational, and entertaining content to support LinkedIn community members in their continuous improvement journey. This helped me grow my audience from 9,000 to 100,000 followers in a year.

Join my newsletter here: https://lnkd.in/ddQncJM5

Ivan Carillo

26 Kaizen Leadership Mantras

Here are the 4 principles that I believe are most powerful (and why):

1/ Gemba never lies; go and see for yourself.

I've seen leaders make terrible decisions because they trusted Excel sheets over their own eyes. The problems that cost us millions are often visible on the shopfloor, but nobody bother to look. Reports tell you what people want you to know. Gemba tells you what's actually happening. I think the moment you stop walking the floor is the moment you lose touch with reality. Your operators won't lie to you if you show up regularly, ask good questions, and actually listen to their answers.

2/ Without psychological safety, Kaizen dies.

I've watched brilliant Kaizen programs collapse because people were terrified to speak up. Companies that blame individuals for systemic problems get exactly what they deserve. Silence. Workers hide defects, skip reporting near-misses, and watch waste happen rather than risk looking stupid or getting punished. I think this is why most Kaizen initiatives fail within a year. You can't improve what people won't talk about, and people won't talk about problems in a culture of fear.

3/ The person doing the work knows it best.

I learned this the hard way early in my career when I implemented a Kaizen idea. The operators supported it, then immediately went back to their old method the moment I left. Every time I've ignored frontline expertise, I've wasted time and money solving the wrong problem. I think we underestimate how much knowledge lives in the hands and muscle memory of people who do the same task hundreds of times daily.

4/ Kaizen culture doesn't support strategy. Kaizen culture is strategy.

I spent years thinking CI was something that helped execute our "real" strategy. I was wrong. Companies with a strong Kaizen culture adapt faster, survive disruptions better, and outperform competitors with superior strategic plans. I think this is the principle most executives miss. Your competitors can copy your products in months, but they can't copy a culture where thousands of people solve problems every single day.

P.S. What's your fav one in the list?

Founder of Gemba Walk AI — I help executives cut waste and fix the broken processes costing them millions

Brutal truth: most Kaizen implementations fail within 6 months.

Here's why (and how to fix it):

Common failure pattern..

↓ Launch with great enthusiasm 
↓ Form improvement teams 
↓ Run some workshops 
↓ See initial results 
↓ Get distracted by other priorities 
 ↳ Kaizen activities fade away

The missing ingredient? 
Systems thinking.

Successful Kaizen requires these systems working together:

1/ Total Quality Management

+Customer focus throughout organization
+Process-oriented improvement mindset

2/ Just-In-Time Production

+Elimination of waste in all forms
+Flow-based operations

3/ Total Productive Maintenance

+Equipment reliability and efficiency
+Operator involvement in maintenance

4/ Policy Deployment

+Clear targets cascading from top to bottom
+Aligned improvement efforts

5/ Suggestion Systems

+Employee engagement in daily improvement
+Recognition of participation

6/ Small Group Activities

+Quality circles and improvement teams
+Collaborative problem-solving
 
Most companies try to implement Kaizen 
…without these foundations. 

Remember:

Success requires patience.

+Start with one system
+Build it thoroughly
+Connect it to others gradually

…and never stop improving!

Founder of Gemba Walk AI • I help executives cut waste and fix the broken processes costing them millions

Most companies create fantastic value stream maps.

Then file them away. (I've seen it dozens of times) 

Video credit to Krish Sengottaiyan. Give him a follow

Teams spend weeks mapping their current state. 

They identify waste. 
They draft the future state

Then ...nothing changes.

You know why?

No one is responsible for the customer experience.

Traditional organizations are function-based.

→ Finance reports to CFO 
→ Operations reports to COO 
→ Sales reports to CRO

Each leader knows their department.
But nobody understands how value flows end-to-end.

No single leader owns value stream performance.

"Everyone" is responsible = No one is responsible

VSM needs an owner with authority. 
One leader who can make decisions across silos.

CEO could, but they operate too high to manage CI.

So it's key to assign executive-level VSM ownership. 

Before you map your next value stream, answer this:

Who owns the complete customer journey?

If you can't name them...
save yourself the effort.

P.S. Does anyone in your organization have E2E accountability for value delivery?

Faurecia

Sales Engineer for Stellantis Customer Business Unit at FORVIA Interiors:

• Develop sales for the portfolio of Forvia Interior Systems.
• Manage sales activities during project acuqisition, development, serial and after sales phases.
• Lead price offers and business negotiation with the customer following management instructions.
• Build a trustful relationship with customer and drive his satisfaction in compliance with Forvia codes.
• Manage technical & economical changes and support proactively project core team.
• Support the project profitability with cost savings and ensure profit & loss performance.
• Ensure a continuous feedbacks sharing with the sales team and propose improvement ideas.
• Goal & service oriented, open minded, postivie mindset, customer focused, communication skills,

Sales Engineer

•	Give the necessary design tips and guide designers on new product’s buildings: Instrument Panel, Glovebox.
•	Build the key product characteristic and geometry requirements lists for interior parts.
•	Lead the weekly reviews with internal teams, suppliers and customer.
•	Manage parts conformity achievement in several processes: injection, covering, flocking, slush, foaming, punching, milling, and different types of plastic weldings.
•	Ensure a frequent internal communication about the lessons learned during projects start-up phase.

Project: TESLA Model Y EU 2020-2023

Product Development Engineer

Development and industrialisation of Foamed Instrumental & Door Panels.

Position: 
PTE Slush & Foaming
 *Specialist in Slush Process since 12/2019
 *Internal Mentor in S&F technologies

Main projects:
RSA Mégane IV - 2015
PSA DS07 and 508 II - 2017
PSA 208 and 2008 II - 2019
Opel Mokka 2021
Toyota Yaris  Cross 2021
Tesla Model Y EU. 2021

Main missions:
•	Confirmed in product definition & performance for interior foamed parts– awarded in 2019 as an internal Specialist in slush & foaming process. 
•	Drive new products development to meet internal guidelines & customer requirements in term of assembly, final performance, and aspect. 
•	Manage molds design phase (DFMEA, PFMEA, PDCA) and molds approval at suppliers in Germany, Austria and Portugal. Then manage industrial projects launch in Faurecia plants until SOP
•	Lead quality issues solving by the traditional quality solving methods (5Y, PDCA, QRCI…) 
•	Work in a multicultural context during industrilization phase with internal plant teams in France, Spain, Turkey, Germany, Morocco and Tchèque Republic.

Process and Tool Engineer Slush &  Foaming Technologies FIS

DAVRICOURT

External Employee - Working at Faurecia Interior Systems

Process and Tool Engineer Slush & Foaming FIS

Innovation Department - Development of Natural Fiber Plastic Based Materials Used for Car Interior Technologies.

R&D Intern in Automotive Interiors Innovation

ArcelorMittal

Industrialization of electromagnetic Steels used in automotive industry

Intern - Industrialization of New Metalllurgical Products

McDonald's Paris

Student Job in Parallel to Engineering Studies, 18h/w: 
- Lean working understanding and practicing. 
- Upfront Customer service. 
- Stocks management during working shifts. 
- Respect of safety and health rules in fast food domain.
- Multicultural working space/team work spirit. 
- Best place to develop discipline, respect, languages and ponctuality

Crew Member —> Assistant Manager

Itron, Inc.

DUT Trainee: Magnetic Materials Testing for Electrical Meters Applications.

 Trainee - Testing technician

I am a Sales Engineer with a formidable track record in cultivating and revitalizing relationships and business management.

Armed with a Master’s degree in Engineering, my journey is defined by a profound understanding of industrial constraints & project processes, from client attraction through the tendering stage to securing contract awards, and full project execution. 

Passionate, Driven, Innovative, and energetic self-starter, I thrive in international high-stakes environments. 
Quick to adapt, I take control of challenging situations, consistently making significant contributions to business growth on a global scale.


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#Sales #Engineering #Automotive #Industry #Technology

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