Getting to Lean, LLC | Robert B. Camp, Lean Transformation Coach | 704.798.6980 |

Lean Consulting Expert About Robert B. Camp

As a recognized Lean Transformation Coach and lean consulting expert, Robert Camp is capable of full-scale LEAN implementations from training and planning to execution and follow-up as well as corporate lean consulting. He is currently the Southeast President of the Association for Manufacturing Excellence (AME).

Professional Lean Consulting Experience

President of Getting to Lean, Lean Consulting
June 2013 – Present, Phoenix, Arizona
Consulting firm offering a full suite of Lean services, specializing in coaching leadership teams through the development of the knowledge and skills needed to lead or rekindle their Lean transformations.

Author – The Lean Leader: A Personal Journey of Transformation
This novel examines the differences between leading using Command & Control methodologies vs. Lean behaviors. This distinction proves critical to those seeking to create an environment of Continuous Learning & Improvement.

Robert B. CampLean Consulting Expert

Robert B. Camp
Lean Consulting Expert

President of Southeast Region, Association for Manufacturing Excellence
2005 – Present
Working to grow by developing “relationships” with our members, lean consulting to understand their needs and to work as an organization to meet those needs.  Overseeing membership, lean consulting, retention and training for the several thousand members in the Southeastern United States. VP Membership (2009-2011).

Author – Sustainable Lean: The Story of a Cultural Transformation
Using a compelling novel format, this book steps the reader through the process of implementing a sustainable Lean transformation.

VP of Operations at Burlington Medical Supplies Inc,
August 2011 – March 2012 (8 months), Newport News, VA
Responsible for Manufacturing, Materials and Production Technologies. While working for Burlington, Robert worked to develop a culture of Continuous Improvement as they sought to increase throughput by 27% without increasing head count.  great employees who work hard and are learning to work smart. We have a leadership team that continues to evolve and work as one cohesive team. Every day is an opportunity for growth, both personal and professional.

Performance Improvement Coach at Chesapeake Regional Medical Center
September 2009 – June 2011 (1 year 10 months)
Lead continuous improvement projects focused on identifying and improving the entire Value Stream. In 18 months led 5 Kaizen events that conservatively saved $2 million, shaved two hours off the patient’s overall length of stay, while positively improving the patient’s outcome.

Lean Consulting Executive at Training Modernization Group (now TMG, Inc.)
2009 – 2009 (less than a year)
Creation of Lean solutions while supporting the development of human capital at client organizations.

Former Board Member at AME / SME / Shingo Prize Lean Certification
2008 – 2009 (1 year)
Part of a team of consultants that managed the curriculum and test for the Lean Certification program jointly supported by AME, SME & Shingo Prize organizations

Senior Lean Consultant at CH2M HILL, Inc.
2005 – 2009 (4 years)
Taught and executed Lean philosophies and tools throughout the US, Europe and Japan.

Senior Lean Consultant at CH2M Hill Lockwood Greene
2005 – 2008 (3 years)
Senior consultant in Lean transformations. Aid firms seeking to eliminate waste, defined as anything for which the customer will not pay.

Author – Go & See:  A Journey About Getting to Lean
2002 – 2005 (3 years)
Author “Go & See: A Journey About Getting to Lean.” The book examines the tools of Lean and relates them to the philosophies that organizations must hold to if they intend to sustain the gains made using these tools.

Lean Executive Consultant, Self Employed
2001 – 2005 (4 years)
Provide Lean consultation to manufacturing and services clients. Consultations include: site evaluations, Value Stream Mapping; Kaizen events–5S, Setup Reduction, Standard Work (SMED), Total Quality Control (TQC) and Total Productive Maintenance (TPM) ; Training and implementation of Lean management techniques at executive level; Development of road map for culture changes and use of Lean tools.

Manager, Continuous Improvement at The Timken Company
1999 – 2001 (2 years)
Responsible for creating an office of Lean. Using Lean tools like JIT, Kanbans, the 5S’s, Setup Reduction, Total Productive Maintenance, Cellular Manufacturing, Standard Work and Value Steam Mapping, transformed one factory, and general lean consulting. RESULTS: through almost fifty 5S events achieved a 15% reduction in overall floor space ($150,000/year savings); a single Total Quality Control (TQC) event that saved $107,000 in its first 9 months; a single Cellular Manufacturing event that reduced manufacturing time by 25% and labor costs by over 30%.

World Class Manufacturing Coach at APW (no longer operating)
1998 – 1999 (1 year)
Implemented Lean consulting programs in multiple locations utilizing Kaizen Blitz methodology. In addition to personally supporting three plants, was selected as part of a corporate “Virtual Team” that conducted Kaizen Blitz events throughout the United States on a monthly basis.  RESULTS: Facilitated week-long Kaizen Blitz events, achieving results like: 90% reduction of machine setup time (6 hours to 15 minutes); 80% reduction of process time (4 hours to 30 minutes); 60% reduction of Raw Material inventory ($1 million in a single event).

Coordinator, Partners in Excellence (PIE) at Lockheed Martin (Multiple Locations)
1985 – 1999 (14 years)
Responsible for creating and implementing a partnering program with our key suppliers and for nurturing 30 commodity teams. Worked with commodity teams on lean consulting and to develop a three tiered supplier development program. RESULTS: Achieved a 75% reduction of our supplier base while improving on-time delivery and quality.

Coordinator, High Performance Teams(HPT). Personally created and deployed an HPT initiative for a company of 8,000. Wrote the foundational literature, developed the training program, created a Recognition of Excellence program. RESULTS: trained over 1,500 employees, including company president and staff; nurtured over 200 HPT’s through multiple years of million dollar savings.

Project Manager at Mobil Oil
1980 – 1985 (5 years)
Managed multiple construction projects with individual values of $1 million or greater. Responsible for managing a team of engineers, technicians and contractors through the conversion of bench model manufacturing processes to full scale manufacturing. Projects included: installation of the first computer controlled polystyrene foam extruder lines, installation of first endomorphic foam lines, installation of first melt pump, installation of first plants to use CO2 as foaming agent.

US Army Captain – US Army
1971 – 1976 (5 years)
Mechanized Infantry


Sustainable Lean: The Story of a Cultural Transformation (2013)
CRC Press, Taylor & Francis Group of Productivity Press
Purchase from CRC Press or Buy from Amazon – Paperback or Kindle 
This novel centers on a Plant Manager struggling to get back the gains achieved by former consultants. He fears, not without some cause, that if he fails, it could mean the end of his job, and maybe his plant.  After running into someone who trains him and his staff to create a truly sustainable transformation, Jim’s business and life are changed … for good.

“Go and See: A Journey About Getting to Lean” (2009)
Ascoli Publishing
Go and See is a handbook for those wanting to learn about the philosophies and tools of Lean and lean consulting. Go and See not only has “how to” instructions, but examples of successful applications.