Bertrand Thai

I am the author of the OPWEEZ visual guides dedicated to Lean Management and the DMAIC methodology (Six Sigma). These guides were born from a simple observation: in the field, teams lack clear, concrete, and immediately actionable tools less than motivation.

Designed for managers, quality managers, industrial directors, and operational teams, these guides translate sometimes complex methods into visual, concise, and pragmatic materials. The goal is not to create "more theory," but to enable better understanding, rapid adoption, and effective implementation in real-world contexts.

Each guide is based on Bertrand's field experience: transformation projects, team support, Lean & Six Sigma training, performance management, and change management. They are used as training materials, workshop facilitators, project management tools, and decision-making aids, formatted from the "flying sheets of Lean and DMAIC."

👉 THE OPWEEZ VISUAL GUIDES FOR LEAN MANAGEMENT AND THE DMAIC METHODOLOGY, EVERYTHING HAPPENS HERE —> https://opweez.com

Example of support and training mission:

● Global deployment plan for the Lean Management approach (client company in the railway sector):

● Context: Consultant-trainer, company of approx. 250 people. Representing a turnover of €44.5 million (2023). The company wished to be supported in its global project of deploying an operational excellence approach, aiming to strengthen the skills and autonomy of its employees, while benefiting from support on various operational issues.

● Actions implemented: Development of the "operational excellence" roadmap with the steering committee and the Operational Excellence manager.

Results: Support in building their Hoshin Kanri strategy and its sub-strategies, facilitation of visual management workshops, and methodological support for various "performance" working groups. Training for the steering committee and the company's Operational Excellence relays.

● Ongoing: facilitation of visual management workshops and methodological support on a "performance" project, specific training, and coaching

● Training and support in "performance management through AIC" (company in beverage production in Africa):

Context: support for several factories in various African countries needing to develop a Lean culture through daily performance management.

Actions: training and facilitation of over 30 visual management projects.

Results: improved relationships, 100% participation rate in visual management.

● Improvement of the quality of forged products at Safran Aircraft Engines (aerospace)

Context: Operational Excellence Project Manager, "Forging" business unit of approx. 200 people. In a ramp-up context for a new product line, there was a 100% rework rate.

Actions: Launch and management of a DMAIC "6-Sigma" project.

Results: gains = €2.4 million over 3 years of production

🚩 MISSIONS:

With French and European industrial suppliers (France, Belgium, and Italy):

- Deployment of operational excellence fundamentals

- Improvement of communication and performance management through the definition of KPIs and deployment of visual performance and operational management ️️

- Deployment of the Gemba Walk approach ️️

- Management of improvement and process transformation projects ️️

- Management of operational performance improvement projects

- Training and support in implementing operational excellence

- Lean coaching and continuous improvement methodology

In the context of creating a new factory:

- Consulting actions with the project manager in charge of the new factory and the production manager

- Definition of the Lean Manufacturing roadmap for the new factory's launch

- Support in deploying the Lean Manufacturing approach

- Flow optimization

- Definition and implementation of the 1st level Maintenance approach

- Supporting stakeholders on digital transformation topics

📈 RESULTS:

- Improved customer-supplier relationships

- Improved operational management

- Less "siloed" organizations

- Skill development and employee acculturation

- Data culture acculturation for performance management

- Capitalization and standardization of best practices

📝 TOOLS AND METHODS:

Visual Management (SQCDP), Kanban, 5S, waste identification (MUDA), cause analysis, Pareto analysis, brainstorming, process analysis, Ishikawa diagram, spaghetti diagram, Gemba, QQOQCCP, Poka-Yoke

(https://www.usinenouvelle.com/article/orano-va-fabriquer-a-cherbourg-des-emballages-pour-l-entreposage-temporaire-de-combustible-use-dans-les-centrales-nucleaires.N2085356)