LEAN · DATA · PERSONAL SOFTWARE
Professional projects.
At Magna, I implemented and integrated mLean, worked on tracking savings projects and supported SMED at our plant.
I prepared materials and training for these changes and helped colleagues start using the new tools.
Magna · Savings reporting
Savings project tracking
The challenge
Corporate savings reporting requirements needed to work alongside the plant's established procedures. The aim was a continuous way to track projects from an idea and its documentation through approval to regular reporting.
My role
I was responsible for this work at our plant and contributed to designing the process. I designed the data tools, reporting and data entry, and prepared the handover to the people using them.
Approach and my contribution
- 01
From an idea to project tracking
I co-designed how ideas, A3 documentation and approval connected with responsibilities and regular tracking. The process drew on established plant practice and corporate reporting requirements.
- 02
Data entry and reporting
I designed Power BI reports built on connected data and linked Power Apps for data entry. Entering data and viewing it were parts of the same solution.
- 03
A shared view
I brought project data together with supplementary records so that the information people needed was available in a shared report.
- 04
Preparing people to use it
I prepared supporting materials and presentations and trained users to work with the solution. The design also included automated reports.
Output
Power BI reports and the connected Power Apps for data entry were used in practice. The shared reports combined project data with supplementary records. My contribution covered the savings-tracking process, its data tools, supporting materials and user training.
Magna · Lean digitalisation
Implementing mLean at the plant
The challenge
The aim was to bring the plant's Lean procedures into a digital environment and connect findings from audits and walks with corrective actions. The records also needed to feed visualisations and reports so that the collected data could be used further.
My role
I was responsible for mLean implementation and configuration, database integrations, visualisations and reporting. I prepared materials, trained users and maintained the system. I also used the solution myself.
Approach and my contribution
- 01
Bringing methods into the system
I configured and implemented 5S and LPA audits, safety and quality audits, gemba walks and corrective actions. The setup followed the plant's needs and established procedures.
- 02
Connecting data and reporting
I handled the database integrations and created the supporting visualisations and reports. The digital records could then be used for tracking and evaluation as well as record keeping.
- 03
Supporting everyday use
I created supporting materials and training presentations and trained people to use the system. After implementation, I continued maintaining it and supporting its use.
Output
When I left the plant, mLean, the database integrations, visualisations and reports were implemented and actively used. Users had been trained and had the materials they needed. This practical experience later shaped my own Gemba application.
Experience with mLean continues in my own development work. The Gemba story ↗
Magna · Reducing die-change time
SMED at our plant
The challenge
The project focused on shortening die changes at our plant by changing the procedure and the allocation of responsibilities during the changeover.
My role
I contributed to the SMED project at our plant through preparation and support for the team.
Approach and my contribution
- 01
Preparation and support
I helped prepare the SMED project and supported its work at the plant.
- 02
The changeover procedure
The team worked on changes to the way dies were changed, with the aim of reducing the time needed for the operation.
- 03
Allocating responsibilities
The changes also covered each person's responsibilities during the changeover. The working procedure and allocation of roles were addressed together.
Output
Changes to the procedure and the allocation of responsibilities cut the die-change time by approximately 20 minutes. This is an approximate figure from our plant.
EXPERIENCE ACROSS PLANTS
Workshops and training.
Magna Slovteca · 3 days
Makigami · Materials and production planning
During a three-day Makigami workshop at Magna Slovteca, I worked with colleagues from other divisions on material ordering and production planning. After an introduction to the method and a review of the existing process, we designed a future state aimed at improving efficiency through low-cost changes.
Cosma Formpol · 3 days
SMED · Die and material changeovers
At Cosma Formpol, I attended a three-day SMED workshop focused on die and material changes on a sheet-metal press. Working as a team, we made better use of the available operators during changeovers. Changes to the organisation of the work helped us shorten changeover times.
ICG-Capability · 3 days
Lean Value Stream Expert · value-stream mapping
During the three-day Lean Value Stream Expert course run by ICG-Capability, I worked with a team on an assembly line for vehicle conversions. Alongside value-stream mapping, we focused on the overall workstation layout and working procedures. Changes to both helped us reduce assembly time.
API · 2025 · 5 days
Summer Lean Academy
In 2025, I attended the five-day Summer Lean Academy run by the training provider API. The programme combined Lean manufacturing principles with case studies, simulation games and practical exercises. Topics ranged from identifying waste and mapping value streams to 5S workplace organisation and the links between production and logistics. We also covered equipment losses, shorter changeovers and maintenance, connecting individual methods with the wider production process.
What do SMED and Value stream mean?
SMED focuses on reducing production equipment changeover time. Value-stream mapping captures material and information flow to help identify waste across a process.
Lean Enterprise Institute: SMED ↗ · Lean Enterprise Institute: Value stream mapping ↗