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Mark Hamel

Mark Hamel

The Murli Group

Partner and COO at The Murli Group, Mark R. Hamel is an award-winning author, blogger, and speaker. He has played a transformative role in lean implementations across a broad range of industries including aerospace and defense, automotive, building products, business services, chemical, durable goods, electronics, insurance, healthcare, electric power, and transportation services. Mark has successfully coached lean leaders and associates at both the strategic and tactical levels.

In his 19-year pre-consulting career, Mark held executive and senior positions within operations, strategic planning, business development, and finance. His lean education and experience began in the early 1990s when he conceptualized and helped launch what resulted in a Shingo-Prize-winning effort at the Ensign-Bickford Company.

Mark holds a B.S. in mathematics from Trinity College in Hartford, Conn., M.S. in professional accounting from the University of Hartford, and an M.A. in theology from Holy Apostles College and Seminary. He is a CPA in the state of Connecticut and is dual APICS certified in production and inventory management (CPIM) and integrated resource management (CIRM). Mark was a national Shingo Prize examiner for eight years, has helped develop exam questions for the AME/SME/Shingo Lean Certification, and is Juran certified as a Six Sigma Black Belt.

Mark authored the Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events and co-authored Lean Math: Figuring to Improve. Both SME-published books won a Shingo Research and Professional Publication Award, in 2010 and 2017, respectively. He is the founder and primary contributor of the lean blog, Gemba Tales, co-founder of the Lean Math blog and was a regular columnist for Quality Digest. Mark has been a faculty member of the Lean Enterprise Institute since 2012.

Articles by Mark Hamel
Advice from the Gemba: Top Mistakes Lean Leaders Make II
Everybody makes mistakes, lean leaders included. Our previous list of mistakes made by lean leaders was the highest-performing installment in the Advice from the Gemba series - we now follow it up with a sequel. More »
Even Visual Management Starts from Need
Have you ever implement a visual management tool at your gemba after seeing it used successfully somewhere else? If so, according to Mark Hamel, you "probably violated a major tenet of lean. [You] did not start from need. [You] started by copying someone else’s stuff.  " Every visual management tool needs to be situational to address your specific needs. Read more. More »
Governance Matters
"The very term “governance” seems somewhat antithetical to lean," writes Mark Hamel. "Yet.  ..  over my 20-plus years of lean learning, I’ve witnessed a lot of implementation failures (heck, I may have even caused some of them). More than a few of these were due, at least partly, to a vacuum of good governance.  " More »
Kaizen Event “Malpractice” and What to Do About It
Performed properly, kaizen events create the technical and cultural foundation for daily continuous improvement. Performed improperly, they can get you nowhere fast. Learn more about the real purpose of kaizen events (and how to run effective ones) in this video interview with Chet Marchwinski and LEI faculty member Mark Hamel. More »
Reinforcing Lean Behavior Through Visual Management
"Without having a visual management perspective in place, it’s difficult for people to know what good is, what the standard is, and whether it is being maintained," says Mark Hamel. "People need to be able to tell if they have a problem. Visual controls are part of that.  " More »
Want an Effective Kaizen Event? Don’t Forget the Human Side!
Balance the technical aspects of a kaizen event with the human elements. An article in Defense Industry Daily suggests11 questions that managers should ask themselves before the event to get the balance right. More »
Workshops Taught by Mark Hamel
Integrating Visual Management This workshop introduces the tools and practices of visual management as one of the components of the Lean Management System and shows how they need to be used to effectively support the daily routine of lean leaders. More »
Integrating Visual Management Tools and Leader Standard Work This course deals with designing and executing an implementation plan to migrate your company from one of “gather data, synthesize, meet, and react” to one of “see waste, manage exceptions, and improve processes”.     It will show you how to tie together the tools of Policy Deployment, Value Stream Mapping, Visual Management, and Management Standard Work. The emphasis of the course is on the development of visual management tools and incorporating them into management standard work. More »
Leader Standard Work There is lots of information out there on how to improve processes in industrial, office, and healthcare settings, but very little practical information on how to manage new processes as they are put into place. This workshop will help you learn how to review your existing management systems, supplant them with more effective lean methods and practices, and become more effective at creating a sustainable lean culture moving forward. More »
Lean Management System This one-day course is an overview of the elements that comprise the Lean Management System and an examination of how they work together to create a system of continuous improvement through collaborative problem solving. More »
Managing Kaizen Events The workshop is comprised of instruction, discussion, gemba tales (a.  k.  a. war stories), as well as forensic review of recently completed kaizen events, and small group exercises around pre-event planning, including event selection/scoping, team composition, and initial strategy formulation. More »
Online Webcast Managing Kaizen Events This comprehensive program will give participants practical insight into the principles, tools, and techniques that drive effective kaizen events from the perspective of measurable and sustainable results and organizational development and engagement. More »