Lean Six Sigma For Leaders

Kevin Barrett, SVP, European Manufacturing, CooperVision

A Personal Perspective from the View of the Leader

CooperVision is one of the world's leading manufacturers of soft contact lenses sold in over 100 countries around the world. This case study takes the form of an interview.

Martin

Lean Six Sigma, why did you start it? What prompted you to get going?

Kevin

I think for me Lean Six Sigma has always been a toolkit that adds value. Throughout my career I've been involved with it and used it as an engineer, so for me it is an obvious tool to help us improve and develop the business. It was a natural progression to move into that really to move into that Continuous Improvement approach.

Martin

You had discovered it quite a while ago?

Kevin

Yes, I remember probably back in the late 70s early 80s doing SPC courses doing SPC courses and structured problem solving etc which then became parts of the Lean Six Sigma toolkit and the Toyota Way. I've probably been steeped in it all the way through my career really.

Martin

And how did you get started?

Kevin

Moving into the leadership role in UK manufacturing, there was a very clear need and I think that's one of the things I would say to anybody: there really must be a clear need i.e., an imperative for improvement. That imperative will then lead to a commitment for improvement. For us there was a very clear need, as there were a couple of product lines at least that were facing some challenges to perform at the required level. They hadn't been designed ...