Our Team

Paulo Ghinato


Paulo Ghinato holds a PhD in Manufacturing Systems Engineering from Kobe University, Japan, and a Master's degree in Production Engineering and a bachelor's degree in Metallurgical Engineering from UFRGS, Brazil. Ghinato has over 20 years of experience in manufacturing as a specialist, executive and consultant.
Ghinato began his "Lean Journey" 17 years ago, four of which were spent in Japan. Ghinato's career has made him into an outstanding Lean Expert experienced in the strategic orientation of top executives, tactical work with middle management, and deftness in handling shop floor issues when implementing the Lean System and its mechanisms. His experience with the Lean System includes over 4,000 hours of kaizen activities in various industrial plants in Brazil, Argentina, Colombia, Mexico and the U.S.
Paulo Ghinato has wide academic experience, having taught, researched and supervised master's and doctoral candidates in several Production Engineering and Business Management programs. Ghinato has written a book about the Lean System, and published several papers on Production Management, Industrial Engineering and Quality Management.

André Antônio Luzzi


André Luzzi holds a Master's degree in Production Engineering from Universidade Federal do Rio Grande do Sul and a bachelor's degree in Production Engineering from Universidade do Vale do Rio dos Sinos – Unisinos. He has 21 years of manufacturing experience in technical, managerial and consulting positions.
Luzzi has 10 years of experience in implementing Lean System concepts and mechanisms, as well as developing and coordinating improvement opportunities in the shop floors and offices of major companies in Brazil, Argentina, Colombia, Mexico and Peru.
Luzzi's career as a scholar began in 2005, when he started teaching courses in Production Engineering and Business Management programs.

Arsenio Czarnobai Candanedo


Arsenio C. Candanedo holds a bachelor's degree in Electrical Engineering from Universidade Federal do Rio Grande do Sul – UFRGS, and a graduate degree in Production Engineering from PPGEP – UFRGS. Candanedo is extremely knowledgeable and experienced in industrial engineering, having supervised several projects to optimize productive processes (layout, wastes, organization of work, method analysis, materials management), implement quality tools, quality systems certifications, Six Sigma, performance indicators and industrial costs, and apply Lean Production tools and concepts in various enterprises in the electronics, mechanics, textile, footwear and service industries.

Alexandre Carlos Sandes


Alexandre Sandes holds a Master's degree in Production Engineering from Universidade Federal de Pernambuco – UFPE, with an emphasis in Lean Production Systems, as well as a bachelor's degree in Industrial Chemistry from UFPE. Acting in projects in Argentina, Brazil, Bolivia, Colombia, Chile, Puerto Rico and Mexico, accumulating more than fifteen years of experience in the industry, Sandes is knowledgeable and experienced in production management. He is deeply experienced in implementing and supervising production control systems and tool, value stream mapping, single minute exchange of die, kaizen week, pull systems (kanban), standardization, process stabilization and lean flow planning.

Augusto Cesar Mangeth


Augusto Cesar Mangeth holds a bachelor's degree in Production Engineering from Universidade Federal do Rio Grande do Norte – UFRN. He has worked for ten years in the food, footwear and auto parts industry, focusing on improving shop floor and back office processes throughout Latin America and major Brazilian economic centers. Mangeth has held positions as coordinator of industrial engineering and industrial planning, as well distribution planning manager and finished goods inventory manager. Mangeth's career has given him the opportunity to visit Japanese factories that apply single minute exchange of die (SMED) mechanisms in high production mix processes, as well as taking part in various Kaizen deployment activities and methods.

Igor Kendji Guimarães


Igor Kendji holds a Master's degree in Production Engineering from Universidade Federal de Pernambuco – UFPE, an MBA in Business Management from Fundação Getúlio Vargas and a degree in Industrial Chemistry from UFPE. Kendji is deeply knowledgeable and experienced in Quality Management and Industrial Engineering, having managed teams in implementing manufacturing management tools and systems, totaling nine years of industry experience. Kendji also ran and developed leadership trainings in quality and Lean Production tools. As a Manufacturing Management team leader, he worked in factory redesign and capacity planning for manufacturing resources.

Victor Doca


Victor Doca holds a bachelor's degree in Production Engineering from Faculdade Boa Viagem em Pernambuco – FBV and a graduate degree in Strategic Management and Planning (MBA). He has 10 years of experience in food and steelmaking, focusing on stabilization and continuous improvement of industrial processes, and has logged over 2000 hours of kaizen activities and training. Doca has worked extensively as an industrial expert, having held leadership positions in planning, production control and maintenance. He has had the opportunity to work as a lean evangelist, with lectures at universities and institutions such as ABRAMAN-RJ. Doca teaches Production Management at the Business Logistics course at Instituto Brasileiro de Gestão e Marketing - IBGM, and is currently one of the consultants in charge of Lean Way Consulting operations at the Recife office.


Systemic View

Lean Way Consulting works using a Pilot Project logic, i.e., an implementation effort for Lean tools, practices and strategies focused on a small part of the business (usually, a segment of a value chain). That approach, however, assumes experimentation with, and validation of, the new operations management model for its latter application to the business as a whole. This is the path to a true Lean Enterprise.

The experience and expertise of Lean Way consultants ensure they pay continuous attention to the impacts and consequences the implementation process might have on all business functions, thus applying a truly systemic approach to the work.

Focus on Results

Implementing the Lean System is a change process based on the “continuous improvement” of management strategies, processes and practices, with the goal of improving business performance and, therefore, competitive capability.

The Assessment of Potential stage begins by using data and facts to estimate the potential for recovering waste and, therefore, impacting strategic and operations indicators. The estimate is refined during the Expansion phase of the project planning stage.

All Lean Way projects are based on targets (leveraging the client's key indicators) and deliveries (Lean practices implemented), with monthly follow-up meetings.
Below, a sample of typical results from Lean System implementation processes conducted by Lean Way Consulting:


Customization: for each case, a solution

The Lean System is based on the Toyota Production System (TPS). Lean Way believes companies should learn from that reference instead of merely trying to copy it.
There is no standard recipe for implementing the model, each company needs to build their own according to their strategic orientations, structures and available resources.
Using its experience in implementing the Lean System in organizations of all kinds, as well as its solid background in Lean theory, Lean Way works with the implementation team to customize the model and ensure it neutralizes and controls possible impacts each change may have on business functions.

“There is no magic method. Rather, a total management system is needed that develops human ability to its fullest capacity to best enhance creativity and fruitfulness, to utilize facilities and machines well, and to eliminate all waste.”
                                                                                                                                                                     Taiichi Ohno

Scientific Approach

Lean Way consultants approach change challenges as problems requiring “structured analysis,” generating solutions through a systematic process of hypothesis testing.

That systematic, structured analysis of problems combines three fundamental mechanisms:

- PDCA Cycle:

Figure 2 – Shewhart Cycle (PDCA)

- Collecting evidence and conclusions based on data and facts

- Genchi Genbutsu (watch/go to where things happen):


When working on change processes, Lean Way consultants are always mindful of the need to instill a mindset based on problem solving with a sense of urgency and on the disciplined application of the scientific approach, always facing challenges in an objective, logical and rational manner.

Execution + Training

Lean Way consultants adopt a hands on attitude. No other quality better characterizes the Lean Way Team. However, consultants always teach using hands-on work (a “Sensei” attitude). They are coaches, trying to use systematic questioning (5 Whys) to challenge the trainee to apply a scientific approach to understanding problems and seeking solutions.