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ROBERT BRUCE 
Managing Director Australia 
Vice President Manufacturing and Supply Chain (MoW) 
Vistaprint
The Spirit of Lean 
How to successfully transcend industries with Lean?
For help along the way…Thankyou! 
Andy Kelsall 
Dr. Hauke Hansen
Agenda 
• Who are Vistaprint? 
• A typical Lean Story 
• The “Spirit of Lean” 
• Our Lean Journey… so far 
• Q&A & Wrap Up
Who are Vistaprint? 
We are global… 
• 14 offices in 12 countries 
• 25 localized websites 
• Serving customers in 130 countries 
We are growing rapidly… 
• We have grown from 1 to 4,000 employees 
• We serve over 13 million customers per year 
• We have grown annual revenue to over $1.4B 
We are transforming a market… 
• We make it easy for micro businesses to create 
professional marketing materials (previously only 
available/affordable to large companies)
Our disruptive business model 
Vistaprint 
Volume 
Unit 
Cost 
Low 
Volume 
Markets 
High Volume 
Markets
A typical “Lean” story 
TOYOTA 
TPS 
COMPANY A 
A.P.S. 
VSM 
KANBAN 
6 SIGMA 
5S 
ANDON 
KAIZEN 
SMED 
5 WHY 
HR-HR 
PULL
We are Lean? 
SMED 
KAIZEN 
SIGMA 
KANBAN 
SMED 
VSM 
5S 
PULL 
ANDON 
5 WHY 
JIT 
HR-HR
KAIZEN 
SIGMA 
PULL 
KANBAN 
JIT 
Unsuccessful 
companies 
focus solely on 
the appearance 
of the fruit 
5S 
HR-HR 
VSM SMED 
5 WHY 
ANDON
We are 
C..Lean? 
KANBAN KAIZEN 
6 SIGMA 
VSM 
PULL 
ANDON 
5 WHY 
5S 
HR-HR 
SMED 
JIT
Fertile Ground for Lean 
Unsuccessful 
companies solely 
focus here 
Successful 
companies focus 
here
How do we feed the soil for growth? 
• Does the Lean spirit exist from the top down? 
• Does the company have Business Policy Deployment? 
• Does cooperation between departments exist? 
• Are roles and responsibilities clear? 
• Are employees valued for their works? 
• Are systems improved over time to become more stable and 
predictable? 
• How are problems kept from recurring? 
• Do managers, supervisors and team leads have the ability to teach 
or coach? 
• Do management often go to shop-floor to practice “Gemba Walk”? 
Fertile Ground for Lean
The Spirit 
of Lean
Our Lean 
Journey
Our Vision for Deer Park 
To become Australia’s 
best custom manufacturer
Simple Logic 
Input 
(Resource) 
Output 
(Results) 
• People 
• Materials 
• Machines / 
Equipment 
• Customer Satisfaction 
• Employee Satisfaction 
• Employee Development 
• Profitability ($) 
• Contribution to society 
• Enduring Legacy 
• Development of people 
Method 
(Process) 
 = 
• Lean tools 
• Lean Systems 
• Lean processes
Launch Principles..the critical first 90 days 
• Engage the people 
• Safety First 
• Steal with Pride 
• KISS (Keep it Simple, Stupid) 
• Communicate, Communicate, 
Communicate 
• Foster a CI Mindset & 
• Iterate rapidly
Fertile Soil at Deer Park 
• Does the Lean spirit exist from the top down? 
• Does the company have Business Policy 
Deployment? 
• Does cooperation between departments exist? 
• Are roles and responsibilities clear? 
• Are employees valued for their work and ideas? 
• Are systems improved over time to become more 
stable and predictable? 
• How are problems kept from recurring? 
• Do managers, supervisors and team leads have the 
ability to teach or coach? 
• Do management often go to shop-floor to practice 
“Gemba Walk”? 
Policy 
Deployment 
PDCA in Value 
Streams 
16 ideas 
implemented per 
person per 
annum 
5S as a means to 
conduct Standardised 
Work
Sustaining Lean Education for ALL 
• Educate all the team 
• Develop systems and tools 
• VPS was born
Some 
incredible 
results 
6
Shingo as our directional guide
Acknowledging reality vs. Shingo 
• Seeing reality with 
humility 
• 15 Areas of 
opportunity
Shingo can’t be just about “The Prize” 
• An enduring and truly world class vision point for sustaining growth and 
achieving success 
• Shingo painted a picture of the type of company we all wanted to work 
for 
• The “most rigorous assessment in the world” for a reason….hard to 
achieve because it’s worth achieving 
• Not like any other assessment 
“If it was just about the prize, 
that alone, wouldn’t be enough 
to sustain the effort..”
Triple landmark achievement 
• First Australasian Plant 
• First Print Company 
Globally 
• Youngest Plant Ever
My greatest joy is seeing the team succeed
Our challenge today.. 
• Australia is a high labour cost country 
• Saturated yet relatively small local 
market 
• Reduction in revenues 
• Global pressures and the need to 
work smarter 
• ….familiar story? 
• The Lean journey has just begun…. 
Can Lean really evolve & 
transcend from 
Automotive into a Print 
setting?
The Spirit of Lean can transcend industries 
Where to 
next? 
6+ Shingo 
prizes 
1 Shingo 
Award yet 
early in the 
journey
Thankyou 
• Questions

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Robert Bruce - Driving Enterprise Excellence

  • 1.
  • 2. ROBERT BRUCE Managing Director Australia Vice President Manufacturing and Supply Chain (MoW) Vistaprint
  • 3. The Spirit of Lean How to successfully transcend industries with Lean?
  • 4. For help along the way…Thankyou! Andy Kelsall Dr. Hauke Hansen
  • 5. Agenda • Who are Vistaprint? • A typical Lean Story • The “Spirit of Lean” • Our Lean Journey… so far • Q&A & Wrap Up
  • 6. Who are Vistaprint? We are global… • 14 offices in 12 countries • 25 localized websites • Serving customers in 130 countries We are growing rapidly… • We have grown from 1 to 4,000 employees • We serve over 13 million customers per year • We have grown annual revenue to over $1.4B We are transforming a market… • We make it easy for micro businesses to create professional marketing materials (previously only available/affordable to large companies)
  • 7. Our disruptive business model Vistaprint Volume Unit Cost Low Volume Markets High Volume Markets
  • 8. A typical “Lean” story TOYOTA TPS COMPANY A A.P.S. VSM KANBAN 6 SIGMA 5S ANDON KAIZEN SMED 5 WHY HR-HR PULL
  • 9. We are Lean? SMED KAIZEN SIGMA KANBAN SMED VSM 5S PULL ANDON 5 WHY JIT HR-HR
  • 10. KAIZEN SIGMA PULL KANBAN JIT Unsuccessful companies focus solely on the appearance of the fruit 5S HR-HR VSM SMED 5 WHY ANDON
  • 11. We are C..Lean? KANBAN KAIZEN 6 SIGMA VSM PULL ANDON 5 WHY 5S HR-HR SMED JIT
  • 12. Fertile Ground for Lean Unsuccessful companies solely focus here Successful companies focus here
  • 13. How do we feed the soil for growth? • Does the Lean spirit exist from the top down? • Does the company have Business Policy Deployment? • Does cooperation between departments exist? • Are roles and responsibilities clear? • Are employees valued for their works? • Are systems improved over time to become more stable and predictable? • How are problems kept from recurring? • Do managers, supervisors and team leads have the ability to teach or coach? • Do management often go to shop-floor to practice “Gemba Walk”? Fertile Ground for Lean
  • 16. Our Vision for Deer Park To become Australia’s best custom manufacturer
  • 17. Simple Logic Input (Resource) Output (Results) • People • Materials • Machines / Equipment • Customer Satisfaction • Employee Satisfaction • Employee Development • Profitability ($) • Contribution to society • Enduring Legacy • Development of people Method (Process)  = • Lean tools • Lean Systems • Lean processes
  • 18. Launch Principles..the critical first 90 days • Engage the people • Safety First • Steal with Pride • KISS (Keep it Simple, Stupid) • Communicate, Communicate, Communicate • Foster a CI Mindset & • Iterate rapidly
  • 19. Fertile Soil at Deer Park • Does the Lean spirit exist from the top down? • Does the company have Business Policy Deployment? • Does cooperation between departments exist? • Are roles and responsibilities clear? • Are employees valued for their work and ideas? • Are systems improved over time to become more stable and predictable? • How are problems kept from recurring? • Do managers, supervisors and team leads have the ability to teach or coach? • Do management often go to shop-floor to practice “Gemba Walk”? Policy Deployment PDCA in Value Streams 16 ideas implemented per person per annum 5S as a means to conduct Standardised Work
  • 20. Sustaining Lean Education for ALL • Educate all the team • Develop systems and tools • VPS was born
  • 22. Shingo as our directional guide
  • 23. Acknowledging reality vs. Shingo • Seeing reality with humility • 15 Areas of opportunity
  • 24. Shingo can’t be just about “The Prize” • An enduring and truly world class vision point for sustaining growth and achieving success • Shingo painted a picture of the type of company we all wanted to work for • The “most rigorous assessment in the world” for a reason….hard to achieve because it’s worth achieving • Not like any other assessment “If it was just about the prize, that alone, wouldn’t be enough to sustain the effort..”
  • 25. Triple landmark achievement • First Australasian Plant • First Print Company Globally • Youngest Plant Ever
  • 26. My greatest joy is seeing the team succeed
  • 27. Our challenge today.. • Australia is a high labour cost country • Saturated yet relatively small local market • Reduction in revenues • Global pressures and the need to work smarter • ….familiar story? • The Lean journey has just begun…. Can Lean really evolve & transcend from Automotive into a Print setting?
  • 28. The Spirit of Lean can transcend industries Where to next? 6+ Shingo prizes 1 Shingo Award yet early in the journey