• Total Productive Maintenance TPM (hands-on training)

  • Lean Director and Lean Specialists learning how to teach others

  • Single Minute Exchange of Dies, SMED (hands-on training)

  • Trained Lean Specialist and machine operators on equipment

  • Established a VP level Lean Director and a Lean Support office with trained Lean Specialist.

  • Irkut Lean Specialist trained over 3500 workers in many departments on 5S, Visual Controls, TPM and SMED

Typical example of their Results:

90% of the machines had reduced changeover times. New changeover steps were included into change over standards for all equipment.


Changeover time for DMU-160 was reduced by 37%
Changeover time for 3M277GVN25 was reduced
by 28%

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Leading Lean Implementation in the USA

Lean Manufacturing Training & Mentoring/Coaching

  • 2-Day Executive Lean Training

  • 5-Day Lean Implementers Course

  • Rapid Improvement Processes

An aviation parts manufacturer who provides parts for Boeing and Lockheed Martin used training to start their culture change to Lean Manufacturing and immediately saw results. Their executives attended a 2-day class and 15 key managers attended a 5-day class to start their Lean manufacturing journey.

Within two weeks after class the following improvements were made:

Tube Bending Shop Team

  • 60% reduction in material handling

  • 15% productivity increase

Manufacturing Support Team

  • Reduction of 29 miles of walking

  • 60% change-over time reduction

CNC Machine Shop Team

  • 75% set-up time reduction

  • 25% machine utilization increase


$346,000 first year cost reduction

5:1 Return on Investment

Over $200,000 second year savings

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Leading Lean Four-Year Transformation in Russia

October Railroad

  • Lean Culture Change over 4 years with Mentoring/Coaching

  • Trained 142 Directors in Lean Leadership

  • Trained 105 Lean Experts in 3 years



October Railroad is one of the subsidiaries railroads of Russian Railroad (RZD). They have 80,000 workers located at over 200 geographically separate locations in the Northwest portion of Russia. Their Lean Implementation was designed to reach all of their locations and have an impact on all of their operations.


  • Approval and implementation of worker-initiated improvement suggestions increased from 300/year in first year to over 5,500/year in fourth year

  • 257 Senior Managers and Directors received Lean Leadership training and completed over 300 Lean Projects in years 2 and 3

  • After their training, 33 Lean Experts trained 22,200 employees Lean Basic skills in the third year

  • Organization-wide Total Productive Maintenance (TPM) Program reduced machine downtime at repair depots by 27%

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“During four years of joint work Mr. Wader proved to be not only a professional with academic knowledge in Lean Production, but also as a practitioner, whose recommendations and direct hands-on participation were used in the development of personnel involvement system and motivation system aimed at continuous improvement. The Lean projects implementation in October Railroad resulted in 3.8 billion rubles saving reached in 3 years.”
— Victor Stepov, Director General, October Railroad, St. Petersburg, Russia

Leading Lean TWO-Year Transformation in Russia

City Electric Transport

  • Lean Culture Change over 2 years with Mentoring/Coaching

  • Trained 93 Directors/Managers in Lean Leadership

  • Trained Lean Experts (6-month course)

City Electric Transport has more than 11,000 employees and operates and supports over 1,000 electric buses and trolleys in St. Petersburg, Russia. They trained their Senior level directors and managers first to support the work of the Lean Experts and technicians at all levels.


Personnel from all 12 repair/overhaul depots and all of the support operations are initiating improvements that drastically reduces their cost of operations.


  • Lean Leadership graduates produced 101 Lean Projects

  • Lean Experts graduates produced 29 Lean projects

  • Lean Masters implemented 5S and Visual Controls in work shops

  • Successful 1st Year Implementation of 2-year plan


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“Mr. Wader provided very professional academic and implementation training in Lean Production, both in the classroom and in workshops. His hands-on participation to work with 93 Senior level directors and managers and 29 Lean Expert candidates resulted in over 120 Lean projects that significantly improved our processes in our first year. To support these projects on the shop floor and in the offices, 100 Masters also received an Introductory to Lean Technology class. This coordinated Lean training and implementation is just the start of our 2-year Lean plan and long term Lean journey.”
— Vasiliy Ostriakov, Director General, City Electric Transport, St. Petersburg, Russia

Leading Lean Implementation in the USA

Lean Manufacturing Training/Mentoring in Medical Device Manufacturing

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  • Lean Culture Change over 2 years with Mentoring/Coaching

  • Trained 93 Directors/Managers in Lean Leadership

  • Trained Lean Experts (6-month course)

A Medical Device manufacturer that needed to double production in the next 12 months wanted to remove roadblocks that were preventing smooth production flow and increase efficiency. 

We facilitated eight (8) RIP events that provided a new layout and removal of hidden wastes after laying the ground work with training for the implementors and Senior Staff members.



Three key RIP Improvements were:

  1. Work-in-progress was reduced 80%.

  2. Buffer stock reduced from 5 days to 1 day.

  3. Overtime was completely removed.


Annual operational cost savings of $237,000 and savings of over $1 million by avoiding plan to bring on second shift before implementing Lean Manufacturing practices.


Return on Investment 12:1

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Leading Lean Technology Implementation
in Indonesia

Lean Process Improvements with Mentoring/Coaching

Trained 25 Oilfield Engineers and TechnicianS Lean Leadership and The Rapid Improvement Process


Caltex had a problem of long repair time for Submersible Pump Motors that caused significant delay in oil extraction in it’s Dury, Indonesia oilfield. Taught one week of Lean Leadership training followed by one week of Lean Technology training before improvements were made. A one week Rapid Improvement Process with engineers and technicians produced 42 improvements opportunities that were implemented and drastically reduced cycle time for repair and less loss of oil extraction. 

  • Output/day (units/day) increased from 12 to 18 = 50% increase

  • Cycle time was decreased by 33% with no additional people or equipment

  • Outsourcing for additional repair help was cancelled and saved $436,378 USD savings annually

  • Oil field production increased by almost $4.9 USD million annually


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“Very satisfied with the training and hands-on support provided to our technicians.
Learning-by-doing is a great technique and Mr. Wader executed this flawlessly.”
— S. Sibarani, Production Manager

Leading Lean Implementation in Malaysia

Lean Training & Mentoring/Coaching at Continental SIME Tyre

  • 4-Day Lean Assessment Training

  • Two 5-Day Quick-changeover (SMED) classes

  • Two Rapid Improvement Processes

Continental Tyre had over 1000 employees producing automotive, tractor and truck tires in Kuala Lumpur, Malaysia.
Two teams of engineers and maintenance technicians applied SMED techniques after their training to achieve:

Using SMED techniques


45% reduction in change-over time on a 91’ OTR Vulcanizer Mold

146 min. to 80 min.


60% reduction in change-over
time on a tread and profile extruder

14 min. to 4 min.

Leading Lean Implementation in Russia

Titanium Foundry and Titanium Parts Manufacturer

  • Lean Manufacturing Mentoring/Coaching

  • Trained 6 Certified Lean Manufacturing Experts

  • Completed 3 Rapid Improvement Processes

A Titanium parts manufacturer who provides parts for Boeing and Lockheed Martin aircraft, Rolls-Royce and General Electric engines, used training to start their culture change to Lean Manufacturing and saw immediately results. Their 6 person team of Lean Experts identified production bottlenecks and then removed them. They wrote new operating procedures and trained the workers. 


On a 2,000 ton forging press production:

    Productivity Increased 18% – from 64% to 82%

Change-over time reduced by 83% – 
from 30 minutes to 5 minutes


Value of first-year increased production WAS $3.3 Million

300:1 Return on Investment

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