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Karl Ohaus

Karl Ohaus

Karl Ohaus received a BS in Mechanical Engineering from Duke University, School of Engineering, in 1980. For the first 10 years of his career he worked in product testing, design and development for American Standard. During this time, as a Senior Design Engineer, Karl had responsibility for new projects from concept to delivery to the customer. This exposure to manufacturing and design in both the US and Europe was excellent training and provided Karl with a deep understanding of a wide range of processes and technologies. He was awarded 10 patents during this time. In 1991 Karl joined a company manufacturing machined parts for the automotive industry. Starting in 1995 as President, Karl led the company’s transition to Lean manufacturing. Karl began educating and consulting in Lean implementation and process improvement in 2003. He draws on his experience using the Lean principles and tools to help client companies create process flow, improve operational performance and better address the needs of the business. Karl’s coaching stresses the management development and employee engagement aspects of change to a Lean enterprise.
Workshops Taught by Karl Ohaus
From Fire Fighting to True Continuous Improvement This workshop is an introduction into A-3 / PDCA problem solving. Workshop participants learn the thinking and practice of PDCA by doing. We ask each participant to come to the workshop with a problem that they would like to use as a test case to explore and learn new ways of thinking about how to solve problems. More »
Key Concepts of Lean Designed for individuals and teams that want to gain a better understanding of the components and underlying philosophy of lean, based on the Toyota Production System (TPS), and how the elements and philosophy work together to create a Lean Enterprise. More »
Value-Stream Mapping: a Methodology for Sustainable System Improvement This interactive workshop takes you through EVERY step of the value-stream improvement process: preparation before mapping, current-state mapping, problem solving to design the future state, managing implementation of a lean transformation to plan, and continuing to support the value stream after implementation. More »