I'm Terri White, founder of TW Performance Solutions — ten-plus years turning Lean, TPM, and Kaizen theory into results on real production lines, from operator to Continuous Improvement Manager.
Each engagement starts where the work actually happens — on the line, with the people running it.
DMAIC-driven process improvement that removes waste without disrupting the people doing the work.
Total Productive Maintenance programs built pillar by pillar, with training that sticks past the launch.
Structured events that turn cross-functional teams into problem-solvers, not just meeting attendees.
Loss analysis and line-level diagnostics that convert downtime and micro-stops into recovered output.
Most CI consultants learn methodology from a textbook. I learned it from the line — which is why the frameworks I bring in actually hold up under real production pressure.
That arc from hourly floor roles to Continuous Improvement Manager isn't a resume detail — it's the reason teams trust the process instead of resisting it. I've been the one asked to adopt someone else's "improvement," and I build engagements that don't repeat that mistake.
The path wasn't a straight line up — it was a spiral: each role circled back through the same core disciplines at a wider radius, with more scope and more responsibility each time around.
That same floor-level habit of measuring everything carries into how I work today — pairing Lean methodology with data analysis to find losses that don't show up until someone actually runs the numbers.
Increase in capacity utilization from cross-functional technology transfer projects at a global food manufacturer.
Reduction in operational costs delivered alongside that same capacity gain.
Reduction in top production losses within six months as Line Loss Elimination Lead.
Customer complaints per million units, driven down through targeted Kaizen and Six Sigma work.
Loss analysis and direct observation identify where time, quality, and capacity are actually leaking — not where the org chart assumes.
SOPs, training matrices, and Kaizen events are built alongside operators and SMEs, so the people running the process own the fix.
Daily direction meetings, digital training tracking, and pillar structures keep the gains after the engagement ends.
Let's find out where the process is actually leaking. Send a few details and I'll follow up directly.