Marta Ferreira Böing is a passionate advocate for the application of lean principles and methodologies to operations management, and the benefits this can bring to both organizations and their employees. She has worked in this area for her entire career, as a manager, consultant and educator.
Marta studied mechanical engineering and completed a Master of Science in Operations Management in Europe before moving to Australia.
There she joined automotive supplier TriMas Corporation, where she was promoted to Production Manager in just three months. In her next role, at Yazaki Corporation (Australian Arrow), she earned the opportunity to travel to Japan and observe lean principles and practices as applied by the pioneers of process improvement. It was on this trip that Marta learned the importance of lean culture and behaviors to lean success – that lean tools alone are insufficient for the creation of a sustainable lean enterprise. On returning to Australia, Marta worked on the introduction of lean principles to the local Yazaki operation, learning additional valuable lessons about the need to work with international cultural differences during such an implementation.
In 2007 Marta joined the ANZ Bank as Lean Advisor to the Managing Director, Operations. Since then she has driven the ongoing translation and implementation of lean principles into the banking environment. She has instigated extensive and widely used training and leadership development programs, and taken a hands-on role with a number of cultural change initiatives. As Head of Global Operational Excellence, Marta managed a team of 17 direct reports and 43 matrix reports across three regions. Her team supported behavior change programs for the bank across all divisions and regions, promoting a lean and continuous improvement culture. Marta had strategic responsibility for overseeing the project managers and driving change in processes, people and systems by preventing error reoccurrences and optimizing operations efficiency through staff engagement and skill uplift, based on the lean principles.
Marta developed an operational excellence program which was deployed across offices in Australia, India, Vietnam and New Zealand. Savings identified were valued at over $10 million as a result of 6,000 improvement initiatives implemented by more than 4,000 staff. The program was subsequently formally recognised as best practice by the well regarded international research organisation Corporate Executive Board (CEB) in 2010. She also oversaw the development and implementation of a number of other lean-based programs.
Both staff and senior management at the ANZ have recognized Marta’s work. She was selected as a winner of the CEO Recognition Program in 2010, recognizing one of the top 110 staff performances of the year (of over 48,000 staff worldwide). She was also awarded an Individual Excellence Award for Leadership. Marta is also recognized for her expertise, having been invited to speak at the conferences of a diverse range of industry groups, including health care, government, manufacturing and tertiary education.
Marta runs her own consultancy practice deploying programs similar to that described in Slim Culture. Her clients represent a wide range of industries, including health care, finance and manufacturing.
Where to find Marta Ferreira online
Where to buy in print
Slim Culture - From 'Yes but' to 'Can do'
By Marta Ferreira
Published: March 12, 2013.
Are you finding your staff resistant to change? Is your workforce just going through the motions? Are they increasingly looking inward, reducing their focus on the customer?
All is not lost. Slim Culture shows you how you can get past negativity and resistance and build a workforce that enthusiastically welcomes change. It shows you how to move your people from ‘yes but’ to ‘can do’.
Slim Leadership : From Manager to Leader
By Marta Ferreira
Published: May 3, 2012.
Slim Leadership tells the story of Charlie, a manager in a chocolate factory, and his team. With the company under threat from widening global competition, there is an urgent need for change. Charlie, struggling with his own health challenges as well as the company's challenges, needs to do things differently. He needs to transform himself from manager to leader.
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