Jerry and Sean Timpson and Wright
Jerry Timpson is President and Principal at Kaufman Global with more than 30 years of industry and professional experience and a proven track record of leading enterprise-wide transformations. As a key player in the early formation of Kaufman Global, Jerry helped focus the firm’s objectives on delivering tangible and sustainable results for clients through accelerated implementation of strategic initiatives and comprehensive Continuous Improvement systems. Throughout his career, Jerry has designed over 200 successful implementation initiatives for clients across a wide variety of industries and businesses, including automotive, energy, health care, and industrial manufacturing, among others. Accumulating more than $500 million in client benefits, each design was customized — taking realistic account of client objectives, internal capabilities and readiness for change. Prior to joining Kaufman Global, Jerry spent a dozen years at General Motors Corporation in a variety of leadership positions. He holds degrees from Michigan State University including a master’s in business administration and Bachelor of Science in engineering and biology.
Sean Wright is Executive Vice President and Principal at Kaufman Global. With 30 years of management and Continuous Improvement experience, he is a recognized expert in the areas of operational excellence, value chain improvement and business continuity. Prior to joining Kaufman Global in 2004, Sean successfully led several multibillion dollar enterprise transformations at TRW, Lockheed Martin and Meritor. In these roles he was accountable for hands-on, rapid operational and functional development / improvement for land, sea and air products in 27 countries throughout the Americas, Europe and Asia-Pacific. Sean has held plant and program P&L accountability, has been a site manager, an operations director and earned progressively responsible senior executive roles in engineering, operations, programs, quality and Continuous Improvement. Throughout his career, Sean has developed and / or mentored over 200 change agents, some of whom are now leading enterprise-wide transformations for large corporations around the globe. Sean is a key contributor to Kaufman Global’s enterprise transformations, Continuous Improvement communications and integration of people, process and technology. Sean holds a bachelor of science in industrial technology from California State University Long Beach.
Change Management Inside the Organization Understanding and Avoiding the Yo-Yo Effect
Jerry and Sean Timpson and Wright
Jerry Timpson is President and Principal at Kaufman Global with more than 30 years of industry and professional experience and a proven track record of leading enterprise-wide transformations. As a key player in the early formation of Kaufman Global, Jerry helped focus the firm’s objectives on delivering tangible and sustainable results for clients through accelerated implementation of strategic...read more
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Complex organizations competing in today's markets recognize that operational excellence (OE) is a vital piece of their path to success. Business units within those organizations often determine to sponsor a central operational excellence function whose mission is to propel OE inculcation broadening, deepening and speeding results. Sometime later, that functions notable progress is discredited by the same business segments that sponsored it complaining about too much corporate overhead and not enough focus on my problems. OE is then unceremoniously dismantled, labeled as another passing fad, and, removed from the organizational agenda without having fully achieved its intent.
Still, the opposite can also occur. A corporate-level OE group might never be established, and with that, no Continuous Improvement standard work. Multiple duplicative OE approaches blossom (then die) within the business units. OE progress is de-valued by corporate leadership complaining about �too little attention to growth� and �not enough focus on stakeholders and profits.� OE is then unceremoniously dismantled, labeled as another passing fad, and, removed from the organizational agenda without having fully achieved its intent. In the end, the yo-yo has traveled full cycle. The lifecycle of each of these approaches to accelerating internal change and business performance share striking similarities as they encounter similar problems, barriers, achievements, successes, dramas� and in many cases, eventual demise.
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