Chief Operating Officer
, Lean Enterprise Institute firstname.lastname@example.org
Mark oversees day-to-day operations at LEI, including marketing, finance, strategy, publishing, conferences, and training. He also supports new product development and leads the Co-Learning Partners program, assisting companies engaged in lean transformation.
Before coming to LEI, he spent 23 years at Toyota in Japan and North America, most recently as general manager of the Toyota Production System Support Center (TSSC). As a hands-on GM, Mark directly implemented the Toyota Production System (TPS) or managed its implementation in a variety of industries, including automotive, food, furniture, and healthcare, among others.
Mark doubled the number of companies supported by TSSC from 20 to 40. He transitioned it from for-profit to nonprofit status so it could better support its original mission to strengthen North American manufacturing and help any organization interested in implementing TPS. He expanded the client base beyond manufacturing to hospitals, schools, low-income food distribution, and nationally prominent nonprofits
Previously, he was assistant general manager of the corporate strategy division where he managed and implemented Toyota's North American strategic (hoshin) process, designed jointly with Toyota’s Japan headquarters. He launched efforts to strengthen Toyota Way principles in administrative areas in North America, and facilitated the integration of its design and manufacturing organizations.
Reich has a bachelor's degree from Ohio Wesleyan University and specialized in Japanese studies at Nanzan University. He is fluent in written and spoken Japanese.
Articles by Mark Reich
Do You Own Your Lean Learning?
LEI COO and Toyota veteran Mark Reich is back with a new series on the role of consultants and OpEx groups in a lean transformation. Today he shares a story of coaching a young coffee-plant manager facing a major challenge -- and what it taught him about lean leadership and problem-solving. More »
Personal PDCA and How I Learned It
"In 23 years at Toyota, I had many assignments and different bosses, I managed many people," writes Mark Reich, "but a constant part of the culture was what I’ve come to call 'personal PDCA' – a kind of mentored self-development cycle. " Read how Reich came to understand this principle himself and how he teaches it to others. More »
Hoshin at LEI: Connecting More Closely with Our Customer
Whether you’re deploying hoshin in a small nonprofit or a huge organization, the struggles are the same," writes LEI COO Mark Reich. "How do you create alignment? How do you get team members more actively engaged with the work? How do you people to think about the customer and the 'why' behind the problems he/she is trying to solve?" More »
A Body Needs Skeleton and Muscle to Work
How do you create alignment across the organization when you have separate departments, value streams, and executives with conflicting priorities? Hoshin kanri. Mark Reich explains. More »
It's Your Career, Own the Work
If an employee doesn’t have a vision for his or her own career, strengths and weaknesses, and development needs, why should a manager feel an obligation to “push” development on this employee? Mark Reich draws from his many years of experience at Toyota and explains why it's so important for employees to "own" their work. More »
The Challenge in Providing Challenging Work
LEI's Mark Reich chimes in on the discussion of how to most effectively manage and coach the young generation of leaders and team members known as "millennials. " More »
Workshops Taught by Mark Reich
Strategy Deployment and Alignment through Hoshin
This workshop will help leaders understand Policy Deployment as a process for "de-selecting" initiatives down to the ones the organization can really achieve while aligning them with company strategic objectives and deploying them down through the organizational ranks. More »
Understanding Lean Transformation
Come explore the components of the Lean Transformation Model, see examples of what others are doing and reflect upon some potential gaps to close within your own organization. More »