Lean Leadership: Bill Remy, CEO of TBM Consulting, on Driving Growth Through Continuous Improvement

Episode page with links, transcript, and more: https://leanblog.org/520

My guest for Episode #520 of the Lean Blog Interviews Podcast is Bill Remy, CEO of TBM Consulting. 

Bill is both an accomplished business executive and leader who is frequently called upon for his credible voice, honesty, and pragmatism — and for his ability to leverage operational excellence and continuous improvement for long-term profitable growth. 

As former president of Thayer Aerospace, Bill doubled revenue in six years, expanded into Mexico, improved profitability, and increased inventory turns. He integrated the supply chain into a web-based pull system, consolidated divisions, and implemented an ERP system. 

Earlier in his career, Bill held progressively responsible roles in operations, including Vice President of Continuous Improvement at Invensys, Vice President of Operations at Learjet/Bombardier, Production Manager at Lockheed Arizona Missile Facility, and Materials Manager at Allied-Signal Aerospace.

Bill holds both a Master of Science and Bachelor of Science degrees in Industrial Engineering from Oklahoma State University. He serves as Chairman of the Board of Directors for Pancon Corporation and on the Oklahoma State University /deans Advisory Board for the College of Engineering. He has over 25 years of leadership experience in general management and manufacturing operations.

In this episode, we discuss the transformative power of Lean leadership and operational excellence. Bill shares insights from his extensive career, including how he first encountered Lean principles at Allied Signal and the dramatic improvements achieved through lead time reduction and flow.

We explore the critical role of communication and employee involvement in overcoming resistance to change, the deep connection between safety and quality, and the importance of leadership in both driving transformation and sustaining long-term improvement.

Bill outlines TBM’s four-phase framework for turning around operations, emphasizing the need for a holistic evaluation of people, processes, and performance metrics. Finally, we reflect on how organizations can leverage Lean as a strategic advantage to drive growth and profitability while fostering a culture of continuous improvement.

Questions, Notes, and Highlights:

What’s your Lean origin story? How did you first learn about Lean, and what drew you to it?

Can you describe the initial transformation you led at Allied Signal, focusing on lead time reduction and flow?

How did you address resistance to change when implementing the model line at Allied Signal?

How did you ensure communication and involvement during that transformation?

Can you elaborate on the connection between safety and quality and how improving one supports the other?

How do you help leaders recognize that safety performance can improve significantly, even if zero injuries seems aspirational?

Have you seen Lean improve relationships between management and employees, especially where trust was broken?

What have you learned over time about the cultural and technical aspects of standard work?

How do you balance moving toward one-piece flow without overwhelming a system that isn’t ready for it yet?

How do you distinguish between a one-off performance issue and a sign of deeper trouble? How do you address it?

What qualities or mindsets do leaders need to lead both Lean transformations and long-term sustainment?

What’s the difference between leaders who are effective in transitions versus those who excel in sustaining improvement?

How does TBM Consulting evaluate the state of a plant during a turnaround? What does the assessment process involve?

Can you outline the four phases of turning around operations and share an example of how this approach was applied?

How do you prioritize improvement work when constrained by resources, like capex or time?

What warning signs indicate a plant is in trouble, and how do you help organizations prevent further decline?

How does TBM Consulting differentiate itself in helping businesses use operational excellence as a strategic advantage?

What insights have you gained about Lean from your career as both a practitioner and a consultant?

What’s the origin story of TBM Consulting, and how has its focus evolved over time?

How do you integrate leadership development into Lean practices for long-term success?

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