Level 3 Success

Congratulations to the latest successful Level 3 Programme candidates

Lisa Norcross

Lisa is SVP and head of the Center of Operational Excellence for E.ON, based in Essen, Germany. Lisa is a Mechanical Engineer who has been working in operations and operational performance improvement for over 20 years across several different industries.

She started her career as a Graduate Engineer at Ford Motor Company, and after completing a post-graduate qualification in Manufacturing Management, moved into Management Consulting, working as an Operations Expert for McKinsey and Company. Between McKinsey and E.ON, she was head of Operational Excellence for Europe and China for an aluminium manufacturer.

Lisa’s submission brought together the learning from her broad experience and focused on the details of HOW to implement lean successfully and sustainably in a large, multi-national company with many competing priorities.

David Roussel

David has been working in Lean and Continuous Improvement for 25 years. His true passion for Lean started in the automotive industry during 10 years as Production Manager at Sylea Vire and then as Engineering Manager at Toyota Motors Manufacturing France.

He worked for 12 years as a Senior Expert at McKinsey & Company France, where he had the opportunity to apply Lean principles in many sectors, such as metal industry, services, food industry and retail. He helped create the McKinsey Operational Excellence Academy in Lyon in 2005 and led it from 2009 to 2015. He also created the French Model Factory in partnership with several French Lean universities and McKinsey in 2008. He E.ON Inhouse Consulting GmbH as Operational Excellence VP in 2015.

David’s broad and very diverse sectoral experience both as operational manager and as Lean expert consultant has provided him with unique insights into how Lean can be successfully implemented. His cases and observations highlighted the importance of a structured approach including a strong focus on people development, performance management and problem solving at large scale to transform big organisations successfully.

With regard to the next stage in Lean’s journey, David mentioned his learnings from the past from Ford and Toyota to better handle the challenges of current industrial and digital revolution. He is convinced that in a more and more fast changing environments, the ability of Lean organisation and Lean people to adapt quickly to change will be a critical key success factor in the future.