Lean Skipper
Cap. Système. Maîtrise.
The 20-point checklist
Recreational boatbuilders
In boatbuilding, almost nobody trains team leaders in shop-floor management. I come and do it, at your yard, for 90 days: I train, I coach, and I leave behind an operating system to run the shop floor. No CAPEX.
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Five per axis: steering, people, flow, routines. Two pages to print and tick off as you walk the shop floor. The count of "yes" answers tells you where you stand straight away, no meeting and no pitch.
The checklist is ready. Print it and walk the shop floor with it.
Open the PDF Want a score rather than a list? The six-question diagnostic takes three minutes.Prefer a number on where you stand? The 6-question diagnostic, three minutes, instant score.
Lean Skipper is the brand under which Tiago Mance works as an interim manager, specialized in industrializing recreational boatbuilders. He writes down the know-how of the trades, composites, joinery, marine electrical and mechanical, gets the assembly flow back on takt and trains the front-line managers, in 90 days and without CAPEX. A single practitioner, equipped with AI and with the OS Lean Skipper, his industry-specific operating system, produces the deliverables himself on the shop floor. The legal entity is Lean Skipper Formation et Conseil, in France. Tiago Mance also runs Hybdor Marine Power Train, the electric and hybrid marine propulsion brand of Espadarte Indústria e Comércio, in Brazil: what he deploys at his clients, he runs at home.
"My best laminator is retiring. The joiner has just had a baby. The mechanic is off sick. The electrician has just resigned. And I can't find anyone." What I hear in meetings, condensed into one voice
This is not a recruiting problem. It's concentrated know-how, never written down, and a shop floor nobody runs.
The know-how sits in two or three heads. When one is missing, the pace drops with it.
My laminator left for the competitor. We lost three months of output.
No standard, no work instruction, no visible remaining work. Every boat is rebuilt from memory, and the new hire learns by watching.
In two years he leaves, and I have nobody to take over.
The team leader firefights, he doesn't manage. The pace is negotiated every morning, depending on who is in.
Every morning I redo the schedule depending on who is in.
Shop-floor management can be learned. Yet there is very little training or coaching for it in industry, and almost none in boatbuilding. The methods are known; what's missing is someone who comes and installs them with your front-line managers.
The answer
"Investing before structuring is automating waste." Tiago Mance, founder of Lean Skipper
I don't deliver a report. I take the helm until the system runs without me, and without you.
Before accelerating, set the trajectory. Cap diagnoses what ails the yard and puts numbers on the delivery targets.
Goal: stop the drifting and chart the way out.
The OS Lean Skipper, the operating system designed for recreational boatbuilding: people, process, useful technology.
Goal: make flow automatic.
My difference: I execute. On the shop floor, alongside the craftsmen, until the routine holds without me.
Goal: performance that survives departures.
What it changes: a beginner becomes autonomous at a workstation in a few weeks rather than years. Turnover no longer breaks the pace, and you run your production instead of negotiating it every morning.
An operating system designed for recreational boatbuilders, not a reconfigured generic ERP. I'm Tiago Mance: I run it alone, with AI agents.
A consultancy bills audit days and leaves a report. The report describes a method, and the method waits for someone to apply it. In a yard with a full order book, that someone doesn't exist: the two or three heads who know are already taken by production.
I work as a "high individual contributor", a single practitioner who produces the deliverables himself instead of coordinating a team. The OS holds the mission plan, the standards being written and the remaining work at each station. The agents absorb what repeats: writing up the routings, tracking the gaps between two walks through the shop. AI takes the share of the work that gets done at a desk. My presence on the shop floor is undiminished, and the shop floor and the decisions stay with me.
I call this Service as a Software: the yard buys a result, not software to keep alive. By day 90, it keeps its standards, its remaining work and its routines, and they run without me. A 90-day project and coaching engagement from EUR 2,450 excluding VAT, no CAPEX.
To see the OS up close, a demonstration mock-up: the operators' ticket board, the phone view, the stockroom and what the system works out on its own.
See the OS demoSaying no quickly saves time for both of us. Here is the line.
A client boatbuilder, then six public recommendations, quoted word for word.
"Thanks to your input, we'll have now a few "To-Dos", looking forward to seeing them turn into reality. Our Managing Director liked your results and suggestions."
Alexander Busher, Lean Manager, HanseYachts AG
Industrial maturity assessment and kaizen event at both sites, with Daniel Kuhn, Head of Industrial Engineering. HanseYachts describes itself as the world's second-largest sailboat builder.
"Tiago has very strong Lean Manufacturing skills and is particularly good at passing on and explaining Lean concepts and tools. He teaches with clarity and pragmatism, which makes the concepts easier for the teams to understand and take ownership of. His ability to connect Lean principles to concrete shop-floor problems is a real asset."Nicolas De OliveiraProduction Manager, Republic Technologies France
"I had the chance to work with Tiago on Lean Management training courses when I was HR Director at Righini. Beyond his expertise, I particularly appreciated his curiosity, his keen understanding of business issues and his ability to broaden perspectives."Lauriane GonzalezHR Director, then at Righini
« Garante cada projeto seja único e não apenas uma lista de tarefas a serem cumpridas, mas uma jornada estruturada rumo ao sucesso. Você é uma referência para mim. »
He makes sure every project is unique, not just a list of tasks to tick off but a structured journey toward success. You are a role model for me.
Leandro Küster WolffNational Director of Continuous Improvement and Training, Castel Groupe Angola« Aprendi muito com o Tiago quando trabalhei com ele na implantação do lean manufacturing em um estaleiro de lanchas de grande porte. Tiago é um profundo conhecedor de todas as ferramentas da gestão industrial estratégica para maximizar a produtividade e reduzir as perdas. »
I learned a lot from Tiago when I worked with him implementing lean manufacturing at a builder of large motor yachts. Tiago has deep knowledge of every tool of strategic industrial management for maximizing productivity and reducing losses.
André Felipe Gomes de AndradeMaintenance, Production and Engineering Manager, TPM and Lean Manufacturing; he reported to Tiago"Beyond already being a great professional in recreational boatbuilding, Tiago brings his unique human qualities of enthusiasm, integrity, adaptability and confidence in the future, which allow him to lead difficult transformation projects with a sensitivity and people skills that let him rally teams around ambitious challenges."Loïc GélébartConsultant
"Tiago is a very competent person, it was a pleasure to work with him on the same project. His lean culture and analytical mind are fascinating. Beyond his hard skills, he is an inspiring leader with very good interpersonal skills who knows how to lead a project team to achieve ambitious objectives."
Houssam ElamriProduction Director, Smurfit Westrock; he reported to Tiago
Recommendations published on Tiago Mance's LinkedIn profile.
Three minutes. The score shows straight away, before you are asked for anything. You can then keep the score and the first action to take by email, with the link to book 45 minutes if you want to talk it through.
Question 1 of 6
0/ 100
Your email client has opened with your result: score, four axes, first action to take. Send it and you will have it at hand. The booking link is in there, and it is also here.
Book 45 minutes
The method exists outside of me, and that is the point. The first chapter is free to read: the origin of the LAPIS method, what a pencil did during the space race, and the foundations of the protocol. The full book comes with a practice tool, the GPS LAPIS, whose demo is open to everyone.
I work like a boutique: each mission is priced for your yard, with a return on investment committed in the proposal. To give you an idea:
A 90-day project and coaching engagement starts at EUR 2,450 excluding VAT.
The final amount depends on the size of the yard and the number of areas. The twenty-point checklist and the six-question diagnostic are free, no meeting required.
An interim manager takes operational responsibility for production for a set period, here 90 days. He decides, executes on the shop floor and answers for the result. A consultant delivers a report; an interim manager delivers a yard that runs. Here, that role is mine: I'm Tiago Mance, and I hold it.
No machine, no building and no heavy software is bought during the mission. Capacity comes from flow: know-how written down, boatside kitting, takt time, ILUO matrix, waiting eliminated. A yard recovers capacity it already pays for and loses in walking around, in searching for parts and in rework.
Running the shop floor generates data every day: remaining work, missing parts, disruptions, skills. My AI agents keep it up to date and prepare the morning's decisions, in the OS Lean Skipper, my industry-specific operating system. The time saved goes to the shop floor. You have no software to buy or administer: the service is delivered, and what stays human doesn't change: the Gemba, the coaching of front-line managers, the decision in front of the management committee.
A standard that doesn't stick is a standard nobody runs. The Maîtrise phase, from day 60 to day 90, exists for that: I coach the front-line managers on the shop floor until the routine runs without me.
The building block of the OS Lean Skipper is not the product, it's the task, described in ten dimensions. Takt time applies to the assembly, not to the model. A yard building one-offs has the same waiting, the same missing parts and the same dependence on its key people as a series builder.
I run Hybdor Marine Power Train, my own marine propulsion brand, built by Espadarte in Brazil. What I deploy at your yard, I run at home. And I have a direct interest in your yard growing: it's my market too.
Investing before structuring is automating waste. Let's measure real capacity first. If the machine is still needed afterwards, it will be for the right reasons, and it will run in a flow that feeds it.
Yes. I work in Europe and the Americas, in French, English and Portuguese; in Spanish and Italian with assistance. My recent missions include a yard in Germany and Poland.
One report from the shop floor a week: a real bottleneck, the measure taken, the result. No theory, no advertising.
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At each station, the OS, the manager and me. Scroll: the boat is built from gelcoat to delivery.
Station 01 of 10
Gelcoat
Set your course
The checklist reads in ten minutes and asks only for an email address. The diagnostic takes three minutes and gives you a score. The meeting comes after, if you want it. And if you would rather write first, a message on LinkedIn is enough: I listen to the need, and I tell you whether I can be useful.
Scroll: the boat is built station by station
Two yards, unnamed. The need as it was expressed, what was done, the lever we found, and what made the change hold after I left.
Yard A
What the client took away: a short list of actions to carry out, approved by its top management along with the recommendations.
Yard B
What the client took away: every boat leaves with a real remaining-work list, passed on to the port, and the boats come out better finished; the supervisor is more at ease and sees what he has to do.
Before you go: the 20-point checklist, one email address, nothing else.
Send it to me