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Mark
Fendley

Mark Fendley

Mark Fendley is the Continuous Improvement Manager for BMW Manufacturing in South Carolina. BMW Manufacturing is a subsidiary of BMW AG and the sole global production site for the BMW X5, X6, and X3 vehicles. Fendley has more than 20 years of manufacturing management experience and 17 years of manufacturing and continuous improvement leadership experience in the Japanese and German automotive industry. In his capacity as Continuous Improvement Manager, Fendley is responsible for the Lean Six Sigma, Kaizen and Associate Involvement initiatives at BMW Manufacturing. He leads a team of LSS Master Black Belts, Black Belts and Kaizen Facilitators in an in-house consulting structure that educates and trains the BMW campus in continuous improvement tools and methodologies, and leads LSS projects, Kaizen and Lean transformations. Under his leadership, the continuous improvement training and project support has been expanded to include other BMW divisions, suppliers and dealers.

Mark received his bachelor’s degree in Industrial Management from the Georgia Institute of Technology and is a certified Lean Six Sigma Black Belt since 2004 and a certified Kaizen Facilitator since 1991.

You need people with guts to challenge the status quo - but beware turning everything upside down, writes Mark Fendley, Continuous Improvement Manager at BMW in this month’s Tales from a Master Black Belt. There are some things better left alone and you need to foster a culture that understands the difference....Full Article »
With the onset of the global recession, most companies have had no choice but to cut certain internal programs. Lean Six Sigma training is no exception. In this Six Sigma IQ interview Mark Fendley, Continuous Improvement Manager for BMW Manufacturing in South Carolina and an advisory board member for Six Sigma IQ, describes how the recessionary...Full Article »
How can you encourage employees to learn, embrace and use Lean, Six Sigma, DMAIC or other process excellence tools for control and planning? Every company might take a slightly different approach, but some fundamentals are necessary for a process to gain momentum. Using Process Excellence Methodology for Continuous Improvement Engagement...Full Article »