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Katrina Appell is a Lean Product and Process Development Coach at the Lean Enterprise Institute. She is passionate about supporting organizations in improvement and transformation with 10+ years of coaching, facilitating, training, and team development experience.
Katrina was previously a Senior Lean Consultant at Liker Lean Advisors supporting Caterpillar in lean product and process development and a Lean Coach the University of Michigan Health System. Working with Jeff Liker and Jim Morgan, Katrina’s doctoral research used contingency theory to analyze the effectiveness of different approaches to lean in complex environments through product development case studies.
Dr. Appell has previously taught classes for the College of Engineering at the University of Michigan at Ann Arbor in lean manufacturing, lean-six sigma greenbelt, lean healthcare, lean office, lean supply chain for healthcare, lean supply chain and warehouse management. Katrina has a Ph.D. and M.S.E. in Industrial and Operations Engineering from the University of Michigan at Ann Arbor. She also has a B.S. in General Engineering from the University of Illinois at Urbana-Champaign, where she was previously the President of the Industrial and Enterprise Systems Engineering Alumni and Advisory Board. Katrina is President of Katrina Appell Consulting and organizes her thinking by blogging at appell.org.
Articles by Katrina Appell
Better Design Reviews, Better Products
"Design reviews are a common process in product and process development," writes Katrina Appell. And they're common for good reason. Read more to learn why these processes are so critical to successful product and process development, as well as the impact they've had through a real-life story that Katrina shares. More »
Generating Multiple Alternatives is Not Necessarily Waste
"I was once asked: 'How is set-based design lean? Isn’t designing multiple alternatives creating waste and the opposite of lean?'” writes Katrina Appell. It's true that generating multiple alternatives can seem like waste, especially since only one alternative will be used. But the reality is much different - read more. More »
Seeing and Understanding the Work in Product and Process Development
"The role of most lean tools is to enable problems to be identified or to enable problems to be solved," writes Katrina Appell. "An important part of being able to identify problems is being able to see them. But what do you do when the work being done is typically only visible on a computer?" Read more to find out the answer, More »
The Problems Inherent in Change – and What You Can Do about Them
Anyone who's been involved in an organizational transformation knows that its challenges go well beyond resistance. Katrina Appell sheds some light on the deeper challenges presented by change management plus some helpful solutions for getting past them. More »
Change Management: Is it Necessary?
"There are varying views on the role of change management in a lean transformation," writes Katrina Appell. In her latest blog, she evaluates the opposing viewpoints and offers a viewpoint of her own for good measure. Read more. More »
Why Meaningful Improvement Requires a “Growth Mindset”
Ever feel frustrated, constricted, or powerless to do the right thing in your organization? Katrina Appell says it all has to do with whether or not we work in an "enabling" bureaucracy or "coercive" one. More »
Lean Thinking On Purpose
Katrina Appell reflects on a provocative op-ed by Nicholas Kristof in The New York Times from earlier this year and asks some big questions of lean thinkers. Are we sharing what we know about lean in a way that's accessible? As a lean community, in what ways are contributing to society? More »
Cost Reduction, Waste, and Purpose
"Eliminating waste makes it easier to see and find problems, which is the first step to solving them," writes Katrina Appell. "It removes frustrations, which improves worker and customer satisfaction. " More »
Workshops Taught by Katrina Appell
Designing the Future: A Lean Product & Process Development Immersive Learning Experience (at the 2018 Transformation Summit)
Let’s be honest, much of the kaizen we do in our respective gembas is just reworking what the development system should have done differently in the first place. We have cottage industries within our organizations, called Continuous Improvement or Operational Excellence, which are simply reworking the efforts of many smart and well-intentioned people working in a broken system. Much kaizen is, in fact, rework. Likewise, these cottage industries have become permanent fixtures in many organizations, unevolved since their inceptions. A critical milestone in lean thinking was the publication of the book, The Machine That Changed The World. If you More »