Why Lean Initiatives Fail

Monday October 15, 2018
5:30 pm - 7:30 pm

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In the last 20 years I have been part of many “Lean Manufacturing Initiatives.” Some were successful and some not so much. Research indicates that from 50% to 90% of these initiatives fail to sustain improvements or continue to deliver results.I will share my experience and observations as well as those of many of todays “Lean Experts” to identify what goes wrong and what can be done to avoid it happening in your organization.


3041 N Mayfair Road, Milwaukee, WI

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Scott L Milligan is a Manufacturing Quality Process Specialist at CNH in Racine Wisconsin. With over 40 years of experience in manufacturing and service. Scott’s involvement in quality management encompasses positions from the technician level to the director level. Most of his experience has been with automotive quality systems but he has worked with appliance, heavy machinery, metal fabrication and printing industries implementing ISO 9000, TS 16949, and Baldrige based quality systems. He is also skilled in the use of teams to solve problems, lean manufacturing techniques, the use of large group technology, and performance management systems such as the balanced scorecard.

Scott is a certified by the American Society for Quality as a Quality Engineer, Quality Auditor, and Manager of Quality and Operational Excellence and spent six years as a member of the Malcolm Baldrige National Quality Award Board of Examiners, the last two as a senior examiner.  He graduated from Concordia University with a B.A. in Management & Communications and serves as an Adjunct for Gateway Technical College where he taught Statistical Process Control (SPC), project management, Failure Modes and Effects Analysis, Six Sigma Green Belt and Total Quality Management (TQM)

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