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John Drogosz

John Drogosz

Senior Lean Consultant, Optiprise, Inc.

John Drogosz is a Product and Process Development Coach at the Lean Enterprise Institute. John has over 20 years of Lean manufacturing, product development and above shop floor experience. As a Vice President at Liker Lean Advisors, he has led lean transformations in numerous companies and industries including Northrop Grumman, Johnson Controls, Areva, Peugeot-Citroen, Tenneco, Eaton, Hertz, Schlumberger, Harley-Davidson, Embraer and Caterpillar.

Dr. Drogosz currently teaches classes in Lean Product and Process Development and Lean Manufacturing for the College of Engineering at the University of Michigan – Ann Arbor. He is a contributor to the Toyota Product Development System by Morgan and Liker and to Dr. Jeffrey Liker’s book The Toyota Way to Continuous Improvement. In the past he held a management role at Delphi Automotive in enterprise-wide lean implementation and worked through John Shook’s TWI Network.

John holds a Bachelor’s degree in Business Administration from the University of Western Ontario and a Master’s and Ph.D in Industrial and Operations Engineering from the University of Michigan. He is also a Six Sigma Black Belt.

Articles by John Drogosz
Thoughts on Digitization, Work, and Continuous Improvement
The opportunities and changes presented by digitization are issues for all lean practitioners not only those in IT. Here are some additional insights from a lean practitioner and product developer who participated in a panel discussion on what’s happening now -- and what could happen -- as digitization meets lean management principles and practices. More »
Developing Your Obeya, Stage-by-Stage
In his years as a LPPD coach, John Drogosz has seen that "most teams do go through several stages of evolution before obeya becomes an embedded ritual.  " Find out what they are. More »
What Do I Tell My Leaders When Experiments Fail?
When experiments fail, it's natural for a leadership team to get nervous. But in the context of lean, they shouldn't be - it's just a matter of managing their expectations and helping them understand that a "failure" is actually a blessing in disguise. John Drogosz explains how to do this. More »
How do I keep visual management from becoming “wallpaper?" A Q&A with John Drogosz
"Many managers try to convince everyone (including themselves) that they are visually managing their projects or departments," writes John Drogosz, "but during the gemba walk we see static, outdated displays. Are we just communicating information or really working with what is in front of us?" Read more. More »
Value Stream Mapping in a Product Development Context: A Q&A with John Drogosz
Lean Product and Process Development Senior Coach John Drogosz answers countless questions about LPPD every day. Now, in his first piece for the Lean Post, he answers one of his most-asked questions: about how to create a value stream map for a PD environment. Read more. More »
John Drogosz on Product Development
John Drogosz gives a talk on lean product development from the University of Michigan. More »
Workshops Taught by John Drogosz
Designing the Future: A Lean Product Development Immersive Learning Experience This two day workshop is targeted towards practitioners with an immersive experience applying LPPD principles while developing a product. Since LPPD is an enterprise activity, managers, leaders and continuous improvement agents in an organization are encouraged to attend. More »
Designing the Future: An Introduction to Lean Product & Process Development (at the 2019 Designing the Future Summit) Let’s be honest, much of the kaizen we do in our respective gemba 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, not evolving since their inceptions.  A critical milestone in Lean was the publication of the book, The Machine That Changed The World. If More »