I have spent more than thirty years in manufacturing and process operations, and over sixteen of them leading Lean and Kaizen engagements across a wide range of industries.
Good operations work starts with a diagnostic: walking the process, mapping how work and decisions actually flow, and finding the gap between what the plan says and what the shift delivers. From there comes the management operating system that closes it: KPI trees with clear line of sight, tiered daily meetings, leader standard work, and the follow-up discipline that makes improvements stick.
I work in English and Spanish, and I believe improvement is measured by one thing: whether the results hold after the consultants go home.