Field Log
Meet Andrew: Lean Six Sigma Master Black Belt Extraordinaire
Curious about Lean Six Sigma and what it means? Read more about our practices and how our Warehouse and Operations Manager uses Lean Six Sigma principles in our daily practice.
I have a background in operations and logistics, so becoming a Lean Six Sigma Master Black Belt was a natural fit for me. I’m someone who’s obsessed with reducing waste, increasing efficiency, and finding data-backed ways to solve complex problems.
At its core, Lean Six Sigma is about continuous improvement. It’s not about rigid systems or corporate red tape — it’s about being intentional with how we do things and always looking for ways to do them better.
At Tinker Tin, that philosophy translates into how we manage inventory, design our workflows, build vendor relationships, and ultimately serve our customers. We are a small, fast-moving team that wears a lot of hats — and “lean thinking” helps keep us aligned, agile, and focused on what matters most.
One of the key practices used is Gemba walks — going directly to where the work is being done to observe, ask questions, and collaborate with the team in real-time. These walks aren’t just for spotting inefficiencies; they’re opportunities to listen and learn from the people doing the work every day. We’ve used Gemba insights to fine-tune warehouse layouts, eliminate bottlenecks, and strengthen communication between departments.
We recently wrapped up a full Kanban implementation project, where we overhauled how materials flow through our storeroom and “milk run” area. The goal was to eliminate stockouts while reducing excess inventory. To do that, we built a demand-driven, visual system that flags when it's time to reorder without relying on guesswork or reactive restocking. The results have been strong; equating to faster pulls, tighter control over fast-moving items, and increased visibility across the board. It’s given both the warehouse and purchasing teams a more intuitive way to stay in sync.
Another big initiative has been our 7S campaign — an expanded version of the classic 5S methodology (Sort, Set in order, Shine, Standardize, Sustain), with the added values of Safety and Security. These last two elements are vital to how we operate at Tinker Tin, providing a clean, organized, safe work environment that not only drives performance, but simply feels good to be in.
Then there’s Kaizen — the principle of making continuous, incremental improvements. The heartbeat of our operations. With a collective goal of reducing friction and waste, we are consistent in observation and open to employee feedback on how to fine-tune processes. Whether it be making informed decisions in how materials are stored, refining our Kanban systems, streamlining product flow, or rethinking how shipment is packed, we utilize this gained knowledge to improve and innovate. Not only have we found this empowering for our team, but it has become an invaluable part of our operation, ensuring we are delivering exceptional experiences to our customers.
To me, Lean Six Sigma isn’t just a certification — it’s a mindset that fits seamlessly with Tinker Tin’s values: thoughtful, hands-on, and always evolving. Whether it’s a process tweak in the warehouse or a culture shift on the floor, it all adds up to something bigger — a smarter, stronger, more sustainable way of doing business.
