Production system: design, rollout and development
Lean principles designed, taught and introduced in more than 20 plants. Developed into a second generation after eight years.
- productivity
- +30%
- quality
- +50%
- plants worldwide
- 20+
A partner
who knows the way.
I have made the journey from the shop floor to global leadership myself. That is why I understand both the challenges facing a plant and the expectations of senior management.
From the shop floor to global leadership: I understand plant operations and the expectations of senior management.
Let’s get to know each other
Marco HouillotA personal perspective
My time with Shingijutsu was particularly valuable to me. There, I learned Lean from the ground up through real processes and saw how much can be achieved by looking closely and improving together.
My time with Shingijutsu was particularly valuable to me. There, I learned Lean from the ground up through real processes and saw how much can be achieved by looking closely and improving together.
Career
From the shop floor
to global leadership.
More than 20 years at Webasto, progressing from the shop floor to global leadership. Today, I bring this experience to independent consulting.
Explore the projects-
Early career
Working student and production planning
Started on the shopfloor, setting up assembly lines and supporting series production. This practical perspective continues to shape my work today.
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2006–2008
Manufacturing Engineer and Lean Coordinator
Set up new assembly lines and supported series production. Facilitated lean shopfloor workshops to increase productivity and implemented improvements with the teams.
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2008–2012
Consultant Webasto Production System
Designed lean principles and supported the global rollout of the Webasto Production System. Facilitated shopfloor workshops and supported implementation in the plants.
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2013–2017
Head of Production System and metrics
Responsible for lean principles, training and operations KPIs for the global rollout. Led the team and supported implementation in the plants.
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2017–2023
Manager Operations
Standardised multi-product production equipment and specifications using native 2D/3D data. Held responsibility for the team and budget.
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2023–2025
Director Manufacturing Systems
Strategic leadership of Manufacturing Engineering performance and training. Led the team and took responsibility for global KPI governance, digitalisation and implementation.
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2025
Director Group Manufacturing Engineering and Maintenance
Global responsibility for technologies, performance, automation, footprint and capital expenditure. Led the team and managed the budget.
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Since 2026
Independent Consultant for Lean and Operational Excellence
Supported companies with lean workshops, strategic consulting and shopfloor implementation. Brought experience from international production organisations into work with their teams.
My project overview
Experience.
Made tangible.
Seven areas of responsibility from my former employment at Webasto: developing concepts, implementing them with plants and embedding them in the organisation.
Lean maturity model and plant roadmaps
I co-developed a dedicated lean maturity assessment tool with clearly defined categories and levels. It makes maturity comparable across plants and provides the basis for practical plant roadmaps.
KPI pyramid and digital governance
A continuous KPI chain from management to the shopfloor, with digital data capture in MES and SAP.
- plant utilisation
- +20%
- direct labour costs / year
- −5%
Global Manufacturing Engineering and Maintenance strategy
A shared direction and clear responsibilities for Manufacturing Engineering and Maintenance across all plants.
Multi-product lines and technology standards
Flexible, modular assembly lines and reusable equipment standards for different products and levels of automation.
- equipment investment
- −20%
- ramp-up costs
- −20%
Value engineering and product standards
Connected cost-effective product design with assemblability, robust tolerance chains and series quality. In my view, this offers the greatest potential for sustainable cost savings.
Lean and Manufacturing Engineering training toolkit
A modular training programme with a three-dimensional lean simulation game, from board level to operators.
- training sessions delivered
- 50+
Results from my former employment at Webasto. Source: my project list, September 2026. Images illustrate the subjects; they do not document project results.
Qualifications
Practical experience. Solid foundations.
Five complementary areas of qualification.
Leadership
Leadership
Management and leadership programmes for effective leadership through change.
Methods
REFA and MTM
Work measurement and work design expertise for reliable process standards.
Analysis
Six Sigma
Green Belt. Data-driven root cause analysis and structured improvement.
Engineering
Industrial Engineering
Specialisation in environmental management. Assessing technical solutions from a business perspective.
Management
MBA
International Management, supporting business decisions and global leadership responsibilities.
Professional experience
From global groups to mid-sized companies.
Experience in automotive and medical technology.
Automotive
More than 20 years at Webasto, until 2025: production systems, manufacturing engineering and international leadership.
Medical technology
Consulting experience in the medical technology sector as an independent consultant.
These details describe my personal professional experience. Former employers are not presented as client references for Lean Studio.
Strengthen competitiveness.
Move forward together.
Let’s discuss where the greatest opportunities for improvement lie in your business.