Paulo GhinatoPaulo Ghinato
Paulo Ghinato holds a Ph.D. in Manufacturing Systems Engineering from Kobe University, Japan, and a M.Sc. Degree in Production Engineering and a B.Sc. Degree in Metallurgical Engineering from Federal University of Rio Grande do Sul (UFRGS), Brazil. Ghinato has over 35 years of experience in manufacturing as an Executive, Specialist, Professor and Consultant.
Ghinato began his Lean Journey 27 years ago, four of which were spent in Japan, where he returns every year to lead Technical Missions. His experience with the Lean System includes over 10,000 hours of kaizen activities and hundreds of hours coaching presidents, CEOs and top executives in various organizations in Brazil and abroad.
Ghinato has wide academic experience, having taught, researched and supervised Master’s and Doctoral candidates in several Production Engineering and Business Management graduate programs. He is currently teaching Lean System as a Special Invited Professor in many Graduate Programs in Brazil and abroad. Ghinato has written a book about the Toyota Production System (TPS) and published several papers on Production Management and Quality Management. As the founder of Lean Way Consulting, Ghinato currently holds the positions of CEO and Senior Consultant at the firm.
3 reasons why we are chosen REASON
Improvement experience of
more than 1,500 companies in 40 countries
There must be the shop floor issues that cannot be solved by your own company alone. Improvements and reforms for manufacturing industry to survive, regardless of country or industry, need development of your human resources through practical experiences of improvement, and strengthening of your production system base.
Consulting that shop floor workers
acknowledge our superiority and be pleased
In conventional consulting styles, there was a distance between consultant and the shop floor because it was promoted mainly consultant and management executives. Our consultant can provide a guidance without a distance between consultant and the shop floor through the guidance based on the “seeds of improvement” in a concrete way, instead of “finding fault” like a critic.
Continuous improvement will continue
even after the end of guidance
While strengthening “human resource development”, we focus on the “overall flow” from design to purchasing, manufacturing, logistics, and production control, and provide guidance that matches the actual situation of your company. Continuous improvement will continue even after the end of guidance through the guidance that is acceptable to the shop floor workers.