Lmac’s vision is a more productive and profitable New Zealand with quality jobs for future generations.


With the adoption of Lean tools and practices over recent years, New Zealand organisations have achieved some productivity gains in some pockets of their operations. In most cases, there are still significant productivity improvements left on the table.

Operations have many moving parts and the art and science of linking these parts are when the real productivity ‘magic’ happens.

That’s where we can help.

Our team

Our team has a broad range of operational expertise and experience across the different industries that form the backbone of New Zealand’s business landscape. We may come from different backgrounds, but we share some critical traits:

People Skills: We know how to work with and get the best out of people.

Knowledge: We know what best practice looks like, and how to achieve it.

Alastair Crawford


Dave Armin

Senior Partner

Nigel Reaney

Founder and Director

Frank Phillips

Advanced Manufacturing Manager

James Leek

Regional Manager

Richard Sharpe

Senior Consultant

Nick Wignall

Regional Manager Operations

Jamie Adams

Senior Consultant

Glen Dale

Senior Consultant

Ethan MacDonald


Jonathan Furniss


Kathryn Crawford

Finance Controller

Beth Richards

Marketing Executive

Lyndon Phipps

Supply Chain Partner

Terry Williams

Leadership Coach

Robin Miller

Associate Consultant

Our partners

Isaac Wilson

Data Scientist // Litmus Datatech

Mark Singh

Supply Chain Expert // Kaptura

Join us

We believe in a tight-knit team working together…

Complete the questions below to test your data maturity.

Over the next two years, which three of the 14 key performance indicators do you most want to improve on as a business?

Make a note of these before you carry on reading.

The key 14 performance indicator categories:


  • Asset & equipment efficiency
  • Inventory efficiency
  • Materials efficiency
  • Utilities efficiency
  • Workforce efficiency


  • Planning & scheduling effectiveness
  • Production flexibility
  • Workforce flexibility


  • Time to market
  • Time to delivery


  • Product quality
  • Process quality
  • Safety
  • Security

Now ask yourself – what is your current performance against these three KPIs? Can you tell me how you performed in the last hour, yesterday or last week?

If you can’t answer this question for all three because you aren’t measuring the data, then the next step is clear. Figure out what data you need to enable you to measure it, and decide how you are going to collect that data.

If you can answer it historically; last week or last month – ask yourself, is this retrospective view sufficient for me to really make improvements?

If you can answer it for all three up to the minute, then it is quite possible that shopfloor intelligence isn’t a number one priority for you. Look out for parts 2 and 3 of this blog series for some more insights into how you can make the data work for you.