. I have pursued a versatile career path and so there is potential to transfer my skills across different sectors and industries. I have obtained an interesting diverse working experience in various business environments over my career.

2. Do you and your company need solutions solution
to any of the above or below challenges?
* Too many challenges on your plate
* Problematic computer system integrity
* Process and quality problem finger pointing
* Fire-fighting in lieu of proactive problem
solving
* Unsustainable process improvements
* High work place pressure and related stress
* End of the month crunch (Hockey Stick
Syndrome).

3. - Strategic planning is a business process that many
companies employ to identify their critical success targets
that set the course for future growth and profits. Lewis
Carroll in “Alice in Wonderland” makes a good case for it:
“Would you tell me, please, which way I ought to go from
here?” said Alice. “That depends a good deal on where
you want to get to,” said the Cat. “I don’t much care
where…,” said Alice. “Then it doesn’t matter which way
you go,” said the Cat. Strategic Planning Presentation

4. World
Class
Leadership
Quality
Speed
Cost
Improvement
of
Processes
Commitment
of
People
Becoming World-Class

5. If your company needs to increase speed,
improve quality while reducing non-value
added costs KSTC has the road map. Many of
the principles and techniques presented are
applicable to all industries.

6.  Maps and flowcharts help make work visible.
Increased visibility improves communication
and understanding, and provides a common
frame of reference for those involved with the
work process.

7.  Material handling and storage are two of
manufacturing’s high cost, non-value added
activities. The elimination of the stock room, as
it is known today, should be a strategic
objective of all manufacturers. It’s time to
realize that there is much more to supply chain
manufacturing than simply placing purchase
orders with the lowest price bidder

8.  How to improve the integration of sales
forecasts with the production master schedule
to improve product quality and on time
delivery. Sales and Operations Planning

9.  Discover ideas, insights, and proactive
solutions that create and maintain a company's
competitive edge.

10.  - If your business team can handle only one
strategic initiative at a time, then let it be the
implementation of a “quick-hitting” kaizen
program. There just isn’t any other more
important program in our pursuit of profits.

11.  Financial numbers may tell us who's winning
the war, but it takes a motivational balanced
scorecard measurement system to win all the
battles along the way. Remember, without
data lean champions are just another opinion.
Motivational Measurement

12.  - Provides an interactive ISO 9000 checklist and
quality manual and procedures to jump-start or
re-ignite a company's quality manufacturing
initiative. Provides a quality management
roadmap to optimize prior quality efforts and
maintain a focus on improving quality

13. * Become a better team
member/leader/manager/executive
* Focus your energy on the significant issues
* Transform your work environment form drudgery
to fun
* Minimize your day-to-day stress level
* Master the best practices of process improvement
* Gain recognition, promotions, and salary increases

14.  * Optimize MRP/ERP and Lean Manufacturing success
 * Increase speed, improve quality and customer satisfaction
 * Eliminate non-value-added activities and relevant costs
 * Eliminate the high cost of overtime, scrap, and rework
 * Improve customer on-time delivery of high quality
products
 * Gain control of inventories and optimize their turnover
 * Increase team contribution to the company's "bottom line."
Organizations that are lean, agile, and quick to
respond clearly have the edge.

15.  Sector: Strategic management & consulting (Kzn region)
 Position held: Director
 Number of staff: 4
 Insight:
 1. Optimized cost in consulting projects.
 2. Generated strategic benefits to organizations.
 3. Improved performance of operational metrics by > 35%.
 5 years of experience in Operational Excellence Training and Consulting
(Lean principles, TPS and Kaizen) and Training (Continuous
Improvement and Behavioural Competencies)

16.  1. Planning and forecasting vision for emerging new company (Fire Genie)
 2. Designing a Cross-Training Plan effectively utilizing resources ensuring
cost optimization
 3.Cost Reduction and optimal operation for a fibre glass components
company(automotive).
 4. Defective Reduction for a leading solar manufacturing company.
 5. Increasing Employee Utilization resulting in cost savings in hiring new
resources for a services organization(cleaning industry).
 6. Strategic management and logistics optimization for a cleaning service
company.
 7. Reduction in parts per million rejects for automotive component
manufactures.
 8. Line balancing, strategic shift planning, overtime reduction in automotive
sector.
 8. Lean projects saving 63k per year, 11,3million per year in second project.
Projected savings on labour, maintenance and energy accumulative to 1bln
over 5 years (steel and aluminum processing)

17.  Cost optimization, Change transformation, Score projects, Mdwt,
Process re-engineering. Planning and developing strategic
contingencies. Leadership training.
 Substantial experience of delivering Lean Transformation and
assisting clients to achieve new performance highs.
 Trained directly by Toyota in Lean and demonstrates a practical
application of TPS principles at all levels from executive coaching
to shop floor implementation.
 Developed lean implementations within multiple industries and
functions including: Automotive, engineering, fabrication and
steel processing

18.  Lean Thinking – “As an experienced lean project manager, Vishal
focuses upon the coaching of senior management & executive in
obtaining exceptional performance through the development of
the appropriate supporting lean management behaviours”. -
Leonard Pitsone
 -Lean operations
 -Supplier development
 -Project management
 -Value stream & extended VS transformations -Lean layout
optimisation -Process improvements in Quality, manufacturing,
supply chain and logistics -Change management

19.  Lean thinking is a culture of solving problems - a process of continuous and
sustained improvement - that creates more value and increased responsiveness to
your customers demands by continually searching for activities that don't add
value.
 Lean thinking asks that you think differently about your business processes and
how to use lean thinking teams to seize upon new opportunities for eliminating
barriers to improved business process performance, while fostering team building
skills.
 Make this the year you become a "Lean Thinker“
contact : vobeharie@gmail.com