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MLC Welcomes New Board Leadership and Directors Exciting Transitions Usher in Fresh Energy for 2025 and Beyond
The Michigan Lean Consortium is excited to announce several recent changes to its Board of Directors. These transitions mark a new chapter of leadership, growth, and collaboration as MLC continues to champion Lean thinking across Michigan’s diverse sectors.
New Leadership at the Helm
After years of dedicated service, Holly Plaga has stepped down as Board Chair. We thank Holly for her outstanding contributions and leadership. Stepping into the role is Pamela Burgess, a seasoned professional with a deep commitment to continuous improvement. Pamela has served MLC in various capacities—including Board Secretary and Event Director—and brings extensive experience from her role in Michigan’s Department of Technology, Management and Budget.
Pamela is joined by Josh Smith, who has moved into the Vice Chair position while also serving as Community Director. Josh previously led MLC’s training initiatives and brings his signature energy and passion for Lean community-building to this expanded leadership role.
Welcoming New and Transitioning Directors
We are thrilled to welcome three new directors to the board:
Michelle Formanczyk joins as MLC’s first-ever Outreach Director. This new role reflects MLC’s growing commitment to statewide collaboration and expanded partnerships. With over 25 years of experience in learning and development, Michelle brings innovative thinking and a talent for connection-building.
Kim Ziegler steps into the role of Membership Director. An active MLC member since 2013, Kim is a leader in Operational Excellence at Dart Container Corporation and brings deep expertise in strategic improvement and member engagement.
Chenoa Reyes has accepted the role of Secretary. A Process Improvement Specialist with the State of Michigan, Chenoa is a Lean-certified professional with a passion for making systems more effective and efficient.
In addition to our new board members, we celebrate the evolving roles of current directors:
Stephanie Welch transitions into the role of Training Director, bringing over 15 years of experience in pharmaceutical operations and a passion for teaching continuous improvement principles.
Melissa Sherman will now serve as Events Director, leveraging her experience in utility and higher education sectors with a focus on leading change and cultivating Lean learning opportunities.
Robert Sturza, a long-time Lean advocate, healthcare professional, and MLC Board Member, has assumed the role of Program Director, expanding his impact on MLC’s content and strategic programming.
Dr. Patricia Malone continues in her role as Treasurer, bringing deep financial and strategic expertise as a CPA. She supports MLC’s mission with a strong focus on purposeful, sustainable change.
Looking Ahead
Each board member brings unique skills and perspectives, united by a shared commitment to advancing Lean principles throughout Michigan. The Michigan Lean Consortium is excited to continue building momentum in 2025 with this dynamic leadership team.
We are grateful to all our past and present board members for their service—and to our community for continuing to support our mission. With this new team in place, we are more equipped than ever to drive meaningful, measurable change.
You can learn more about the full Board of Directors and connect with them by visiting our Board of Directors page—we welcome your questions, ideas, and collaboration.
Member Spotlight: Consumers Energy
For nearly a decade, Consumers Energy has stood out not only as one of Michigan’s most trusted utilities but also as a committed leader in Lean thinking and continuous improvement. As a Superior Member of the Michigan Lean Consortium (MLC) since 2017, Consumers has continuously invested in Lean principles to enhance operations, elevate customer experiences, and drive innovation across the organization.
Consumers Energy is an investor-owned utility (IOU) that delivers natural gas and electricity to residential, commercial, and industrial customers throughout Michigan. With a mission to provide safe, reliable, and sustainable energy, the company utilizes a balanced portfolio of generation sources—including natural gas, hydroelectric power, solar, wind, pumped storage, and renewable natural gas (RNG). That balanced approach mirrors Lean principles: intentional, efficient, and adaptable to change.
At the core of their internal Lean efforts is the Lean Center of Excellence, where professionals like Sr. Quality Improvement Consultant Melissa Sherman guide process improvement initiatives across departments. Melissa plays a key role in embedding Lean principles into everyday operations, ensuring they’re more than just a set of tools—they’re a part of the company culture.
But Consumers Energy’s commitment to Lean extends beyond its internal walls. Since joining the MLC, the organization has actively contributed to the Lean community. They’ve engaged in events across the state, including volunteering at the 2022 Annual Conference, and further deepened their involvement when Melissa joined the MLC Board of Directors in late 2022, serving in both Events and Secretary roles.
So why does Consumers Energy remain a committed member of the MLC? The answer is simple: value.
From virtual coffees and Gemba walks to one-day summits and the Annual Conference, MLC provides countless opportunities for Lean professionals to learn, grow, and connect. The chance to “go-see” how Lean is applied in other sectors, hear from diverse voices, and bring back new ideas is invaluable to their team.
“Through my involvement with the MLC, I have built a valuable network of colleagues, deepened my knowledge and passion for Lean principles, and experienced significant personal and professional growth,”- Melissa Sherman.
As Consumers Energy continues to lead in both the energy and Lean spaces, the MLC is proud to count them among its most active and engaged members. Their passion for improvement, innovation, and community makes them a model for what Lean leadership looks like in action.
Here’s to many more years of partnership, progress, and purposeful problem-solving.
For over four decades, Sebright Products, Inc. has been a leader in designing and manufacturing waste handling and recycling equipment. Founded in 1978 and incorporated in 1984 by Brent Sebright and Lee Murray, the company has built a reputation for engineering excellence, reliability, and sustainability. Based in Hopkins, Michigan, Sebright Products continues to innovate, producing rugged, high-quality equipment that meets the evolving needs of industries worldwide.
Beyond manufacturing, Sebright takes pride in offering turnkey installations and exceptional after-sales service, ensuring their customers receive long-term value from their investments. Their solutions impact businesses, municipalities, and global corporations, driving efficiency, sustainability, and better waste management practices.
Sebright & the Michigan Lean Consortium
Sebright’s journey with Lean and the MLC began in 2022 with just two members. After attending the Grand Rapids Lean Summit in 2024, interest in Lean thinking skyrocketed across the company. By May 2024, ten Sebright employees had become MLC members, actively engaging in Lean learning and professional development.
“We’ve started our Lean journey and recognize the value of the Michigan Lean Consortium,” says Emir, a key leader at Sebright. “The events and resources offered by the MLC provide our team with opportunities to connect with other companies and learn Lean practices and tools.”
This commitment is evident—six Sebright Products team members are currently enrolled in the MLC Green Belt Course, reinforcing their dedication to continuous improvement and operational excellence.
Meet Emir: Leading Sebright’s Lean Transformation
As a key executive at Sebright, Emir plays a pivotal role in shaping the company’s future. His responsibilities include:
✅ Developing and executing Sebright’s strategic vision
✅ Overseeing executive teams and company culture
✅ Budgeting, forecasting, and tracking company performance
✅ Driving innovation and operational excellence
Emir first discovered the MLC five years ago through another member after visiting the City of Grand Rapids Inventory Facility. After volunteering and attending conferences, he deepened his involvement and joined the MLC Board in August 2023.
His leadership philosophy?
"Your personal growth and success depend on your ability to deal with people."
Why Sebright Chooses MLC
Sebright Products is committed to embracing Lean principles as they continue their improvement journey. Their MLC membership gives them access to:
A powerful network of Lean professionals and industry leaders
Hands-on training and events that drive real-world improvements
Continuous learning opportunities to strengthen their Lean capabilities
Sebright is proof that Lean is not just a methodology—it’s a culture shift. By investing in Lean training and embedding continuous improvement into their daily operations, they are positioning themselves for long-term success.
We are thrilled to have Sebright Products as an active part of the MLC community and look forward to their continued Lean journey!
The Michigan Lean Consortium (MLC) was thrilled to partner with the 2024 Lean Solutions Summit, which brought together Lean professionals from across industries. A standout feature of the summit was the Lean Excellence Competition, where teams of six individuals competed in a live Kaizen-type event, transforming poorly performing processes into models of efficiency and success. MLC is proud to spotlight one of our Superior Level members, Dematic, who won this exciting competition.
At the summit, teams tackled challenges such as poor quality, machine downtime, and inventory management. Armed with Lean tools and methodologies, Dematic and other competitors worked against the clock to unravel inefficiencies and implement ingenious solutions. This high-pressure event tested the teams’ technical expertise, collaboration, innovation, and Lean leadership.
The Dematic team—comprising Kelly Robson, Tonna Agim, Kim Egan, Paul Hoekwater, Kyle Mahoney, and Brian Bolen—stood out for their ability to quickly assess the situation, devise creative solutions, and work seamlessly as a unit. Their performance exemplified Lean principles such as waste reduction, continuous improvement, and respect for people.
Brian Bolen shared his excitement about the competition, saying, "Despite the challenges of working with a team of full-time facilitators, I was really impressed with our team’s ability to work together, show our thinking, and produce championship-level results. It was a great day working with the team. Thanks to John Dyer, the Lean Solutions Team, and the other facilitators for creating such a rich environment for learning and improvement."
For Kelly Robson, the competition wasn’t just about winning but about the growth and experience gained: "We appreciate the opportunity provided by the Lean Solutions Team, John Dyer, and all of the judges. This was a wonderful team-building experience for Dematic, and we look forward to having others from our organization compete at future events!"
The Lean Excellence Competition fostered a spirit of innovation and demonstrated the power of Lean principles in action. Teams like Dematic exemplified what it means to continuously improve and innovate under pressure. Their success highlights the value of Lean methodologies in transforming not just processes but entire organizations.
Congratulations to Dematic for their impressive win, and we look forward to seeing more outstanding achievements from them in the future!
CONGRATULATIONS to our 2024 Distinguished Service Award Winner: State of Michigan Office of Continuous Improvement!
Thank you from the bottom of our hearts for your continued service and support of the MLC!Holly Grandy-MillerJim WillemsPam KenneyAndrew HalfmanPamela BurgessStacie NoelJoel FeldpauschChristopher FizzellHannah Barton
"What does it take to plan the worlds best Lean conference (IMO)? Some stats: 11 months of planning; 20 planning meetings; 500+ people-hours of prep, action items, speaker wranglin'... then 4 days of the actual thing!" - Dave Kippen
Thank you to our events team, attendees, and sponsors for making this year's event a success like we've never had before!
✅ 4 days of amazing learning and networking
✅12 Breakout Sessions
✅Panel of Lean Experts
✅Networking — Network and bond with other learners, make connections
✅Gemba Walks — “Go see” what is happening at some great spaces
Amy Gowder, President and Chief Executive Officer, GE Aerospace Defense & SystemsDavid McRaney, Science Journalist + creator of blog, book, and podcast “You Are Not So Smart”Joshua Smith, Internal Training & Education Lead @ ZFS TECHNOLOGIESJeff Zupancic, Lean Consultant/Facilitator @ Lean Learning CenterBill Artzberger, LSSBB, PMP, Partner, Lean Learning CenterKaleb Foss, MBA, Manager Continuous Improvement @ Munson HealthcareBrian DeVries, Director, Global Business Improvement Leader | Executive Coach | Operational Excellence through Operational ExperienceBrian Johnson, Training Specialist III @ Grand River Aseptic ManufacturingEnda McGonigle ACMA, CGMA, System Director Supply Chain @ Munson HealthcareTracy Cleveland, Vice President Supply Chain @ Munson HealthcareBrian Calkins, Manager, Continuous Improvement, Americas-Solutions Development, Lean Six Sigma Green Belt @ DematicLindsay Dewey, Sr. Continuous Improvement Specialist @ Munson HealthcarePenny Cox, Sr. Continuous Improvement Specialist @ Munson HealthcareEmily Miner, Continuous Improvement Specialist @ Grand River AsepticLucas Apol, Continuous Improvement Specialist @ Grand River AsepticMichael Goodrich, Senior Supplier Quality Engineer @ Consumers EnergyJody Tupper, Principal Supplier Quality Engineer @ Consumers EnergyMark Graban, Consultant, Author (“The Mistakes That Make Us"), Speaker, Coach, Podcaster, Senior Advisor to KaiNexusLisa Eshbach, PhD, Professor, College of Business, Ferris State UniversityDennis Wade, Director, Pawley Lean Institute, Adjunct Professor, Oakland UniversityToni Racco Benner, Chief Difference Maker, Racco & Associates Inc.Kennith Scott, HeartMath Inc. Certified; NeuroChangeSolutions ConsultantJessica Merwin, Owner, New Moon Yoga LLCAnd our amazing emcee Debra Levantrosser!Our Lean Communicators Pavilion Sponsor and Live Podcast HostPatrick Adams interviewing keynote speaker David McRaney
Tuesday, August 12, 2025, 5:00 PM – Friday, August 15, 2025, 12:00 PM @ Bavarian Inn & Lodge, Frankenmuth, MI
Register Today!
The GR Lean Summit was a resounding success, with every seat filled, showcasing the growing interest and commitment to Lean practices in today's business landscape.
Thank you so much to our sponsors: GVSU College of Engineering and The Small Business Association of Michigan! Here's a glimpse into the highlights and key takeaways from this inspiring event:
Full House! 100% Registration: The enthusiasm of the attendees was great as every ticket was spoken for, reflecting a strong dedication to learning and implementing sustainable Lean principles.
Essentiality of Lean Practices: Brian Calley, President of the Small Business Association of Michigan, underscored the critical role of Lean practices in navigating challenges such as workforce shortages, tight margins, and economic uncertainties. His insights shed light on why Lean methodologies are indispensable for businesses aiming to thrive in today's dynamic environment.
Avoiding the Lean Appearance Trap: Patrick Adams, CEO + Executive Lean Coach at Lean Solutions, emphasized the importance of prioritizing continuous improvement over busywork and unproductive meetings. His message resonated with the audience, urging them to make Lean practices a non-negotiable part of their business strategy.
Building an Army of Problem Solvers: Beth Crowley, Vice President Operations, Crowley Group, shared valuable insights on the importance of cultivating a workforce of skilled problem solvers. By empowering individuals with the tools and mindset to tackle challenges head-on, organizations can foster resilience and drive sustainable improvements across all facets of operations.
Improve Less: Chad Bareither led a breakout session emphasizing the balance between agility and stability in Lean initiatives. By focusing efforts on a select few areas for improvement and fostering collective commitment, businesses can achieve higher success rates and sustainable progress over time.
Swift Style: Dave Kippen was Taylor-made to Emcee! Thank you so much to Dave Kippen, Continuous Improvement (CI) Manager, ADM, for hosting the Lean Summit! His humor and energy had everyone amped up for their Lean learning era!
Customer Service Commitment: Attendees toured the Alro Steel Metals Service Center providing an opportunity to review plant changes and investments made in the past couple years to improve productivity, safety, and customer service. The Metals Service Center was founded in 1948 by Al Glick. Participants learned of the history of the one Garage and one truck in Jackson, MI that, with Al’s hard work, dedication, and commitment to customer service, have expanded to over 80 locations in 16 states.
The GR Lean Summit not only provided attendees with actionable strategies and insights but also served as a platform for fostering collaboration, sharing best practices, and inspiring transformative change. As we reflect on the event, we extend our gratitude to all the speakers, participants, volunteers, and sponsors for their contributions to making this summit a resounding success.
Let's continue to embrace Lean principles, drive innovation, and cultivate a culture of continuous improvement in our organizations and beyond. Together, we can navigate challenges, seize opportunities, and chart a path towards sustainable growth and success. Here's to a future fueled by Lean sustainable thinking and collective dedication to continuous improvement!
By: Christina Dragonetti, Development and Communications Manager, The W. Edwards Deming Institute
“I am not here to teach you anything new, I’m here to make you see things that you would not normally see.” – W. Edwards Deming
From an early age, we learn to break things into parts. We learn the ABCs linearly: A to B to C to D. We learn to break math problems into pieces to solve them. Later, we're taught to compartmentalize entire subjects. History is different from literature, which is different from science, and so on.
No wonder we approach business by breaking departments or projects into parts and trying to optimize each separately!
But even with tools like Lean, some problems get solved…and then come back. That’s what Dr. Deming called a “system problem.” Breaking the problem into pieces and solving each, then putting it back together, doesn't always work. You are analyzing each part as though other parts aren’t involved with the problem. When you step back and look at the interaction of the parts with each other and with the people, processes, and systems around them, you will more readily see why the problem continues. Plus, you'll see how and where to intervene for a permanent solution.
For example, in a physical therapy clinic, they had problems with patients missing appointments. If you think of this as a problem with patients, your receptionists repeatedly call and email them about making and keeping appointments. Each appointment is scheduled individually. This sometimes impacts treatment schedules and causes patient confusion. Also, the hours spent on these calls and emails take time and focus away from the aim of the organization: helping clients reach their highest physical potential.
Using systems thinking, you see this as a problem with the entire appointment-making process.
In this real-life example, everyone wanted to focus on the aim of supporting patients, not on the chaotic scheduling process. With the support of management, the receptionists across 4 offices devised a plan using Plan-Do-Study-Act. They decided to schedule all the recommended appointments for each patient based on their treatment plan when they come in the first time. This plan eliminated the many calls and emails required to schedule appointments. The result? Patients mostly stopped missing appointments. They got the therapy they needed at the proper intervals. Staff and therapists were better able to focus on helping patients reach their goals.
Systems thinking requires looking at your organization in a new, integrated way. Every system must have an aim: the reason the system exists. Your aim must include the future and the value your organization creates for the world.
For example, at The Deming Institute, our aim is: “enriching society through the Deming philosophy.” Everything we do, including our learning events, how we communicate, and our administrative processes, are working toward sharing this knowledge with the world. (Note: "making money" is not an aim; it is a byproduct of your system.)
Once you’ve figured out the aim of your organization, identify inputs, processes, and outputs (positive and negative) of the system, as well as the customers for each. Customers can be internal or external to the organization. At the organization level, inputs can include staff members, government regulations, technology, and the suppliers who provide inputs. Some organizations include COVID or global warming as part of their inputs. Processes include anything that adds value to your product or service or keeps the organization running.
For example, in an ice cream business, processes include creating new flavors, billing methods, payment processing, manufacturing, distribution, sales, and all the people involved in all those processes. The interaction of all these parts and people, working toward a common aim, creates a system.
Finally, identify your outputs. These can be good: profit, brand recognition, happy customers, happy employees, influence on legislation, reduced carbon footprint, and more. Outputs can also be negative: waste, legal action, insolvency, unhappy vocal customers, or staff turnover. For some organizations, your output also includes the success of the clients using your product or service. When you create this level of detail about the interacting components of your system, you can begin to draw a picture of the components that you have to manage towards the aim.
This “big picture” view of your organization calms the chaos, (mostly) prevents firefighting, and helps everyone understand their place – and therefore their value – in the organization.
Systems thinking, as Dr. Deming described it, is helpful for tasks, processes, organizations, families, communities, society, and ourselves. It allows for a more rational and methodical approach to problems. Everyone in the organization works toward a common aim. Happy customers, high morale, low turnover, profit, and innovation are byproducts (outputs) of a well-designed system.
If you want to learn more about the Deming Management Methods or his 14 Points for Management, visit www.deming.org. To learn more about our online learning program Deming NEXT visit deming.org/demingnext.
Takt time is how often a product must be completed to meet customer demand. Cycle time is how long it takes to complete work. Beth used the image below to show us an example and asked the question, will this process deliver on-time?
The MLC is grateful to Beth Crowley and to all those who attended. It's great to see what's working and not working on Lean journeys; we are all in this together.
We welcome more opportunities for member learning and sharing. Email events@michiganlean.org to discuss how you can partner with the MLC on Gemba Tours and more.
Granger hosted MLC learners on Friday 10/13/23, the group was introduced to the Granger construction team at the Ford Motor National Product Development Center a 92,000 sq. ft. reconstruction project in Allen Park, MI.
The tour included a summary of the project by Joann Kobacki, Project Manager and Chris Scharlach Lean Operations, and others on the team.
Below are a few highlights of what was learned.
The Granger team was gracious in offering lunch to the 20 plus MLC attendees and a working discussion followed.
The MLC is grateful to Granger and to all those who attended. It's great to see what's working and not working on Lean journeys; we are all in this together.
