LEAN · DATA · PERSONAL SOFTWARE
Professional projects.
At Magna, I helped introduce mLean, worked on savings reporting in Ignite 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
Project Ignite
The challenge
Ignite aimed to align savings reporting across the corporation. At plant level, that meant connecting the requirement with existing standards and defining a continuous process from the first idea through approval to regular project tracking.
My role
I was the person responsible for Ignite at Magna and contributed to designing the process. Alongside the procedures themselves, I designed the data tools and reporting 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 plant standards as well as Ignite requirements.
- 02
Database, data entry and reporting
For reporting, I designed Power BI reporting built on the Ignite database and Power Apps connected to both the database and reports. Entering data and viewing it were parts of the same solution.
- 03
Notes alongside project data
Separate Microsoft Lists held supplementary working notes. The shared report brought them together with the Ignite records so that notes could be viewed alongside project data.
- 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 built on the Ignite database and the connected Power Apps were used in practice. The shared report combined project data with supplementary Microsoft Lists notes. My contribution covered the savings-tracking process, its data tools and the materials people needed to use them.
Magna · Lean digitalisation
mLean
The challenge
Implementing mLean involved bringing established Lean procedures into a digital environment and linking findings from audits and walks with corrective actions. The records also needed to feed into visualisations and reporting so that the collected data could be used further.
My role
I handled mLean configuration and implementation and used the system myself. My responsibilities included visualisations, reports and all database connections within the solution, as well as preparing materials, training users and ongoing maintenance.
Approach and my contribution
- 01
Bringing methods into the system
I configured the system for 5S and LPA audits, safety and quality audits, gemba walks and corrective actions. The configuration followed the plant's needs and established procedures.
- 02
Making the data usable
I prepared visualisations and reports for the digital records and handled the required database connections. This connected the data collected through those methods with the reporting views.
- 03
Supporting everyday use
I created supporting materials and training presentations and explained how to work with the system. After implementation, I continued its ongoing maintenance.
Output
The implemented Lean procedures had digital records, database connections and supporting visualisations and reports. Users had materials and training, backed by ongoing system maintenance. For me, working with mLean also clarified the needs that shaped the design of Gemba.
Experience with mLean continues in my own development work. The Gemba story ↗
Magna · Toyota team project
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 Toyota team's SMED project through preparation and support at the plant where I worked.
Approach and my contribution
- 01
Preparation and support
I helped prepare the SMED project and supported its work at the plant as part of the Toyota team project.
- 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 · 3 days
Makigami · Materials and production planning
During a three-day corporate workshop at Magna, I worked with colleagues from other divisions to optimise material ordering and production planning.
Cosma Formpol · 3 days
SMED · Press die change
At Cosma Formpol, I attended a three-day practical SMED workshop. The team worked on speeding up die changes on a sheet-metal press.
Week-long training
ICG · Value stream
The week-long ICG Value stream training included work on an assembly line for vehicle conversions. Our shared task was to find ways to speed up its flow.
Week-long training
Summer Lean Academy
I attended the Summer Lean Academy, a week-long Lean training programme.
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 ↗