|
|
 Technical
Sessions
Lean & Six Sigma Conference
March 11 - 12, 2009, Rosen Plaza Hotel, Orlando,
Florida |
| Top 10 Reasons to Attend this
Conference |
10. Lean Measures and Accounting: Lean
measures, project selection, and Value Stream Accounting; new approaches
to old problems.
9. Innovation and Best Practices: Case studies from business and
government with success stories that include tips and suggestions
you can use for your own applications.
8. Lean Six Sigma Culture: Developing and maintaining, a Lean culture,
change, communication, and accountability, can be more difficult
than the technical side of improvement.
7. Lean and Six Sigma Leadership: Getting and keeping senior leadership,
and the rest of the organization, energized and moving toward successful
results.
6. Lean A3 Thinking and Innovations in Value Stream Mapping: Reduce
the clutter and revolutionize people’s approach to problem
solving (A3). Learn better ways to see the Value Stream.
5. Lean Six Sigma in the Office: How to get started and keep it going.
4. Lean Six Sigma Basics: Foundation knowledge to get you started.
3. Lean Six Sigma Statistics: Using process data and statistics to
help you create and verify positive change.
2. Lean Networking: Come and network with some of the best known
leaders and practitioners in the country.
1. Apply Lean Now at a Great Value! Free workshops, immediate takeaways
for any change agent from beginners to experts. You could be spending
upwards of $3,000 or $4,000 for a similar conference. This conference
was designed to provide a much more reasonable fee than any other
conference on the same topic, and to give you the best education
there is for your professional growth! |
| Session
1: Keynote: Lean & Six Sigma Plenary |
Wednesday Morning,
March 11, 2009
Session Chair: Marco Luzzatti, Conference Co-Chair
8:00 AM - 8:15 AM
Opening Remarks: Mercedes Bartow, Conference Co-Chair
8:15 AM - 9:00 AM; Paper #L09-11
How LSS and You Can Help the Leadership Process
Thomas Pyzdek, Author of “The Six Sigma Handbook” & President,
Pyzdek Consulting, Inc.
 We often criticize leaders for not supporting our efforts. What if
you were asked for advice from a leader on how you could help them
lead the organization more effectively? Lean and Six Sigma practitioners
have tools and methods that can have much broader implications than
we realize. As a Lean Six Sigma practitioner, find out how you can
answer the above question from a leader; including helping managers
with their most important job of deciding what the organization should
do, and not do, to be successful. Also, learn the strategy to follow
in strengthening crucial leadership drivers such as strategy development,
planning, control, measurement, decision-making, and the ability
to recognize the need for and quickly adjust business priorities.
Even if you are not a Lean Six Sigma practitioner, there will be
something to learn from this presentation.
Thomas Pyzdek is one of the leading Quality and Six Sigma authorities
and the author of over 50 copyrighted works including “The
Six Sigma Handbook”, “The Handbook for Quality Management,” and “The
Quality Engineering Handbook”. |
9:00 AM - 9:45 AM; Paper #L09-12
Application of Lean & Six Sigma in Government
Operations
Brigadier General John Posner, Director, Air Force Smart Operations,
Office of the Secretary of the Air Force
 The United States Air Force (USAF) rivals the world's largest organizations
in size and complexity. Despite its strong history of success, the
USAF faces increasingly diverse responsibilities and immense financial
challenges. Traditional responses such as increased funding or budget
cuts are no longer sufficient. Find out how the USAF has embarked
on an unprecedented effort using tested industry ideas like “Lean” and
others to drive "Continuous Improvement" and eliminate
waste. Discussions will include the context for change, core program
fundamentals, engagement of employees at all levels, and examples
of front line success. While far from perfect or complete, Air Force
Smart Operations (AFSO) experiences have broader application to other
military services and public sector.
Brig. Gen. John Posner is the Director, Air Force Smart Operations,
Office of the Secretary of the Air Force in Washington, D.C., responsible
for transformation efforts. He is a senior advisor and Continual
Process Improvement mentor to senior Air Force leaders. Previously,
he served on the Joint Staff as Deputy Director for Operations at
the National Military Command Center. |
| 9:45 AM - 10:10 AM - Refreshment Break |
| Session
2: Improving the Bottom Line Using Lean & Six Sigma |
Wednesday Morning,
March 11, 2009
Session Chair: John Gray, U.S. Air Force
10:10 AM - 10:45 AM; Paper #L09-21
Lean for Leaders: Translating Lean into Financial Results
Philip Kirby, President & Managing Director, Organization Thoughtware
International, Inc.
 Evidence abounds that typically 40%-80% of all “Continuous
Improvement” projects in an organization are not “on
strategy” and thus do not contribute to the bottom line. In
addition, a crucial issue is getting an instant feedback on the impact
of daily actions on the bottom line. Learn the tools and techniques
to create a successful Lean or Continuous Improvement program, link
Lean concepts into strategy, and translate the “intent” into “actionable,
measurable, and sustainable financial results.” Most importantly,
learn to make the Lean strategy everyone’s job.
Philip Kirby is one of the top rated speakers at American Quality
institute’s conferences. He published two books “Thoughtware“:
Change the Thinking and the Organization will Change Itself”,
and “The Future…You Can’t Get There From Here” reflects
the depth of thinking, and inspirational value he brings to his profession. |
10:45 AM - 11:20 AM; Paper #L09-22
State of Manufacturing in the United States and Why Lean is Vital
John Allen, President, Total Systems Development
 U.S. corporations have systematically damaged their manufacturing
capabilities, which will undoubtedly have far reaching impact on
the economy for many years to come. Understand how manufacturing
capability has eroded during the last 20 years. Find out the clear
formula for reversing this trend and how Lean plays a vital role.
Learn why Lean is different from the “Get the cost out” programs.
A case study will be discussed from the Toyota Motor Manufacturing
Company that is reversing the trend, and doing quite well.
John Allen is the former Director of Training for Toyota's first
North American plant. He was trained by the Japanese experts who
originally started the Lean movement. He frequently contributes to “Lean
Manufacturing: A Plant Floor Guide,” DoD “Continuous
Process Improvement (CPI) Transformation Guidebook”, and USAF “AFSO21
CPI Playbook” (the US Air Force's guide to Lean-CPI). |
11:20 AM - 11:55 AM;
Paper #L09-23
Six Sigma - The Grass Roots Way
Rai Chowdhary, President/CEO, TEAM 2000 &
Ted Owens, Master Black Belt, Applied Materials
This presentation will share the unique steps and results from a
Six Sigma journey within one business unit of a multi-national semi-conductor
equipment company. The effort started locally at a business unit
with only middle and lower management support. Initially, it was
not an officially approved company-wide project. Learn the key factors
that determined the success of this Six Sigma project. Hear the remarkable
three-year results and how senior leadership eventually embraced
the initiative. See how you, too, can duplicate this successful “grass
roots” Six Sigma effort in your organization.
Rai Chowdhary provides training for Management and Leadership development
for Fortune 500 companies such as Dell, Applied Materials, Abbott
Labs, and Pepsico. Mr. Owens has over twenty years of experience
in quality engineering in the automotive, medical device, and electronics
industries. |
| 11:55 AM - 1:00 PM
- Lunch Break |
| Session
3: Innovative Trends In Lean & Six Sigma Applications |
Wednesday Afternoon,
March 11, 2009
Session Chair: Cathy Fisher, QIS
1:00 PM - 1:35 PM; Paper #L09-31
Applying Lean & Six Sigma Tools in an Office
Environment
Tim Oltman, Lean Engineering & Christa Fowler, Technology Specialist
- Six Sigma Site Focal, The Boeing Company
 Winning organizations have successfully mastered Continuous Improvement
methods in office environments and support processes such as IT,
Finance, Logistics, HR, and Engineering, not just in core manufacturing
or business processes. See how Boeing applied Just-in-Time, Lean,
Six Sigma, Theory of Constraints, and other Continuous Improvement
tools in an office environment. Learn how to identify office Value
Streams, create customer pull, and flow work without interruptions.
View an office application of Lean 5S, and find out how to simplify
activities to minimize queues and get ideas about how you can successfully
apply Continuous Improvement to your office and support processes.
 Tim Oltman is currently with the IDS Boeing, Wichita Lean Engineering
office. He is a Boeing Six Sigma Black Belt, and heads the Wichita
site Six Sigma Steering Committee. He has over 20 years of Aerospace
experience with General Dynamics. Christa Fowler is the Lead with
Technology Department at Boeing IDS Wichita. |
1:35 PM - 2:10 PM;
Paper #L09-32
Case Study: An Air Force Acquisition Organization That
Utilized Lean and Six Sigma Methodologies to Fix Problems
John E. Gray, Audit Program Manager, U.S. Air Force
 Government agencies are constantly challenged to improve capabilities
while reducing resources. Too often, we hear horror stories about
government carelessly spending taxpayer dollars. The Air Force Acquisition
function has been under significant scrutiny. The truth is almost
every audit in the last 50-plus years has defined the same core problems.
This begs the question “why isn’t anyone doing anything
about this?” This is a case study about an Air Force acquisition
organization that used Lean and Six Sigma to fix problems within
its service acquisitions and how it has forged a strategic plan to
develop and sustain a culture of Continuous Process Improvement.
John E. Gray is a Lean facilitator with the United States Air Force
Acquisition Management & Integration Center. He is an organizational
strategic planner, audit program manager, certified quality auditor,
and a certified Plexus/Coach trainer. He has over 15 years experience
with the United States Air Force, Air Combat Command. He is a veteran
of many Kaizen events in his current role. |
2:10 PM - 2:45 PM;
Paper #L09-33
Quality Engineering and Statistics at the Heart of Success of LSS
and Operations Excellence
Nitin J. Champaneria, Senior Quality Engineer,
Hoffman-La Roche, Inc.
 Six Sigma is relatively new to the Pharmaceutical Industry. Find
out how traditional quality improvement was enhanced at Hoffman La
Roche using Lean Six Sigma methodology. Learn about deployment of
resources, projects, and other critical success factors through a
number of Lean Six Sigma projects resulting in millions of dollars
in savings, reduced defects and improved process cycle times. Hear
how Lean Six Sigma has now made Hoffman-La Roche more effective in
the way decisions are made.
Nitin Champaneria is responsible for applying quality engineering
and management, leading process improvement teams, and Six Sigma
methodologies at Hoffman-La Roche. Previously, he worked at DuPont
and was awarded DuPont’s Engineering Excellence award. |
| 2:45 PM - 3:00 PM -
Refreshment Break |
| Session
4: Utilizing A3 and First Pass Yield To Achieve Lean |
Wednesday
Afternoon, March 11, 2009
Session Chair: Axel Granholm, Allscripts
3:00 PM - 3:35 PM; Paper #L09-41
Aligned Priorities and Action A3 Thinking
Axel Granholm, MBB, Director, Program Office, Allscripts
Follow the journey of a $400M healthcare IT company as it transformed
its management system and culture from a labor intensive, PowerPoint®-Junk
infused series of board (read: bored) meetings to a Lean system of
aligned dashboards, A3 Thinking, and effective problem solving. This
presentation dives into Dashboards, called Tracking Sheets, and how
they are created and used. Leaders must present action A3s demonstrating
a thorough grasp of the situation, root causes, an action plan covering
counter measures and corrective steps. Participants will come away
with a management system tool based on A3 thinking that aligns business
activity around “True North” and accurately gauges the
health of a business.
Axel Granholm has been a healthcare IT professional for more than
twenty years. With certifications as a Lean & Six Sigma Black
Belt, and Master Black Belt, he has led numerous Process Programs.
Axel’s recent accomplishments include deploying Lean Six Sigma
that resulted in annual savings in excess of $2M per year. |
3:35 PM - 4:10 PM;
Paper #L09-42
Systematic Improvements to First Pass Yield at Saab Barracuda from
2004-2008
Greg Moore, Quality Process Engineer, Saab Barracuda, LLC
 Saab Barracuda, LLC, is the leader in development, testing, and production
of multispectral camouflage systems used for reducing enemy detection
of our soldiers. To provide the best product possible for soldiers,
one key metric SAAB uses has been first pass yield (FPY). FPY tracks
how much work makes it through a process right the first time. Despite
many challenges, find out how SAAB increased daily FPY every year
between 2004 and 2008 from a low of 65% to consistently above 96%.
Learn how one organization used First Past Yield to motivate associates
to do the right things right the first time and to drive Continuous
Improvement.
Greg Moore is a Quality Process Engineer with Saab Barracuda, LLC.
As a Quality Process Engineer, he is a facilitator for the Process
Improvement Team meetings. Greg is also responsible for CAR/PARs,
and vendor corrective actions. |
4:10 PM - 4:45 PM;
Paper #L09-43
This is Lean Six Sigma Jeopardy!
Kreg Worrest & Todd Daniels, Field Engineers, Montana Manufacturing
Extension Partnership (MEP) Center
Attend this presentation that uses the format of the popular game
show Jeopardy to help make training fun and improve retention. Attendees
of this interactive presentation will participate in a game of Jeopardy
in which topics such as Lean Six Sigma, “Identify the Waste”, “Things
That Sound Funny,” and “Go With The Flow” are used
to familiarize participants with the concepts, tools, and techniques
associated with Lean Six Sigma. This Worrest-Daniels presentation
will provide participants with an entertaining look at this effective
training technique that can be used to educate any audience.
Kreg Worrest has over twenty years experience implementing quality
and process improvement techniques for a variety of organizations.
He is a Lean instructor for the National Institute of Standards and
Technology MEP program. Todd Daniels has been involved with the implementation
of ISO 9000 and AS9100 as both an internal employee and consulting
engineer. |
| 4:45 PM - 5:00
PM – Wrap-up |
| Session
5: Basics, Tools and Elements of Lean & Six Sigma |
Thursday Morning,
March 12, 2009 (Track A)
Session Chair: Sharyn Mlinar, The Boeing Company
8:00 AM - 8:10 AM; Welcome & Announcements
8:10 AM - 9:00 AM; Paper #L09-51
Back to the Basics: Overview of Lean Six Sigma
Pamela Gladwell, President, Center for Quality
of Management & Chief Quality Officer, GOAL/QPC
New to Six Sigma or Lean? Or, are you looking to re-evaluate how
your organization applies Lean Six Sigma? Find out why both manufacturing
and transactional/service industries need both Lean and Six Sigma
and how these two methodologies blend together to provide companies
with a powerful approach to achieving operational excellence. Participants
will come away from this presentation with an overview of the basic
tools and concepts of Lean and Six Sigma, an understanding of why
organizations use both, and what it takes to get started in Lean
Six Sigma. Topics covered include an overview of the basic concepts
and tools for Six Sigma; basic concepts and tools for Lean; identifying
the eight types of waste; and a discussion of why organizations need
to use both.
Pamela Gladwell is the President of the Center for Quality of Management,
a Division of GOAL/QPC. Pam has a 20-year track record of success
with $25 Million in accumulated project savings. She spent 10 years
driving results in various divisions of GE, and is a GE-Certified
Lean Six Sigma Master Black Belt. |
9:00 AM - 9:50 AM;
Paper #L09-52
How to Achieve Bottom Line Improvement with Lean and Six Sigma Tools
Baskar Kotte, President & CEO, Quality Systems
Enhancement, Inc.
This interactive presentation by an entertaining speaker provides
specific Lean and Six Sigma tools to achieve bottom-line improvements.
Take home a proven disciplined approach to achieve bottom-line improvement
in twelve months in manufacturing and non-manufacturing processes.
Learn how to involve all employees in selecting key, dollar impacting
processes for improvement. Review practical difficulties in achieving
desired results and how to avoid similar ineffective outputs in your
organization. Case study results will be presented with specific
emphasis on simplistic Lean and Six Sigma tools you can use to improve
the bottom-line. This presentation concludes with a brief discussion
of financial connection to Sustainability and a Sustainability Concept
to address recent requirements of several Fortune 500 companies.
Learning objectives include the use of proven Lean and Six Sigma
tools in a team environment; how to roll improvements into the ISO
Management System; and many practical difficulties in achieving desired
results and how to avoid ineffective outputs.
Baskar Kotte is the President and CEO of Quality Systems Enhancement,
Inc., a training organization dedicated to Lean Tool Applications,
Six Sigma, and ISO related standards. He is an original and still
active member of U.S. Technical Advisory Groups responsible for writing
the ISO 9000 and 14000 series of standards. |
| 9:50 AM - 10:05 AM
- Refreshment Break |
| Session
6: Accountability and Metrics in Lean & Six Sigma |
Thursday Morning,
March 12, 2009 (Track B)
Session Chair: Mercedes Bartow, Conference Co-Chair
8:00 AM - 8:10 AM; Welcome & Announcements
8:10 AM - 9:00 AM; Paper #L09-61
How ‘Lean’ Are Your Measurements?
Frances Kennedy, Ph.D., Associate Professor,
Clemson University
 Good measurements in a Lean organization do not come automatically
and bad measurements can undermine successful achievement of goals.
The impact of measurements on people and performance is especially
critical during times of change. It is crucial to assess whether
performance measurements promote Lean decisions and behavior, as
well as, ensure alignment with strategic objectives. This presentation
features a hands-on activity to demonstrate how you can assess metrics
in a Lean organization. You will learn the three key attributes of
good measurement and how to diagnose the ‘Leanness’ of
your own measurement system to determine the strengths and weaknesses
of your performance measurements.
Dr. Frances Kennedy of Clemson University is a sought after speaker,
author, and educator. She has been awarded the Lean Accounting Summit’s
2007 Award for Advancing Accounting in the Lean Enterprise. She is
the 2006 recipient of the Silver Lybrand Medal awarded by the Institute
of Management Accounting and the 2006 Award of Merit from the International
Federation of Accountants for her contributions to the field of management
accounting. |
9:00 AM - 9:50 AM;
Paper #L09-62
Solving the Puzzle: Bringing Visibility to Accountability
John Pyecha, Executive Vice-President & Partner,
Competitive Solutions, Inc.
To sustain a culture of accountability, an organization must create,
document, and audit business systems that support an accountability
mindset. Unfortunately, many organizations fail to view accountability
as a key business process. Failure to design and deploy sustained
processes often results in an organization continuing to operate
in a “blame” mode that is perceived by the workforce
as a lack of true commitment to the culture of accountability. This
presentation is dedicated to visible and auditable accountability
systems essential to sustain business acumen and urgency. See how
to utilize action registers in order to build trust, eliminate the
blame game, elevate performance expectations, and ensure outcome
driven meetings. This presentation will prepare the participant to
appreciate the organizational payback from using accountability systems
to create consistency and focus.
John Pyecha is Executive Vice-President of Competitive Solutions,
Inc., assisting companies to improve business performance and communication
by developing process based business systems. Prior to CSI, he worked
for major business consulting, hotel, and real estate companies in
roles including President, CFO, and various VP roles, including franchising
where he added 1000 successful franchise hotels to a major hotel
chain. |
| 9:50 AM - 10:05 AM
- Refreshment Break |
| Session
7: Keys to Success Using Lean & Six Sigma |
Thursday Morning,
March 12, 2009 (Track A)
Session Chair: Ashley Stroud-LoVerde, Allscripts
10:05 AM - 10:45 AM; Paper #L09-71
Understanding Value Stream Accounting: A New Accounting Model for
Lean Six Sigma Approach
Andrea Chiarini, Contract Professor of Industrial Quality, Modena
and Reggio Emilia University
Value Stream Accounting based on Value Stream Mapping using the principles
of Activity Based Costing and Activity Based Management leads to
a real discovery of the costs of waste. The steps for this system
include mapping the product/service through the classical Value Stream;
mapping the process going into details of the activities; measuring
the current state of the activities (Cycle Time, Changeover Time,
distance, etc); dividing the activities into value-activities and
non-value activities, and measuring with Value Stream Accounting,
and establishing the cost driver for each activity. The presentation
will describe the model that has been tested in two manufacturing
plants and one service industry.
Andrea Chiarini, MEng – MBA, is a Contract Professor of ‘Industrial
Quality’ at Modena and Reggio Emilia University in Italy. He
has written five books and several articles dedicated to TQM and
Lean. |
10:45 AM - 11:20 AM;
Paper #L09-72
Complete Quality: Lean/Quality Success in a Low Volume High Mix Manufacturing
Environment
James Joyner, Director of Lean, Quality & Service,
Card-Monroe Corporation
Can Lean Tools & Methods work in a low volume/high mix manufacturing
environment? Based on James Joyner’s experience at Card-Monroe
Corp., (CMC), manufacturer of customized carpet tufting machines,
the answer is a resounding YES! Attend this information-packed presentation
to benchmark CMC’s award-winning achievements in the application
of such concepts as quality at the source, production pull system,
5S, SMED, synchronous flow, cellular manufacturing, single piece
flow and more.
James Joyner is the Director of Lean, Quality, and Service for CMC.
He has worked with hundreds of organizations on six different continents,
served as an advisor to the Japan Management Association, and authored
several books related to Quality. |
11:20 AM - 11:55 AM;
Paper #L09-73
Keeping Your Project Moving Forward
Jeffrey Cray Jenkins, Lead IS Analyst for Global Best
Practices, TRW Automotive
Project acceleration and replication can be achieved through consistent
project documentation. For this presentation, the emphasis is Six
Sigma projects; however, the same tools can be used for any type
of project. Standard documentation leads to better learning libraries,
which leads to shared learning, which then leads to project replications.
The way you document your project can be just as important as the
problem solving tools used. Participants will come away with an understanding
of Best Practice documentation utilizing standard project templates.
Jeffrey Jenkins is a certified Black Belt with TRW Automotive, located
at their Mesa, Arizona, an Occupant Safety Systems manufacturing
facility. He has over 17 years of experience with TRW Automotive,
a major tier-one automotive supplier. As a certified Black Belt,
he mentored many Green Belt and Black Belt projects. He has extensive
experience in both manufacturing and transactional industries. |
| 11:55 AM - 1:00 PM
- Lunch Break |
| Session
8: People, Teams, and the Soft Side of Change |
Thursday
Morning, March 12, 2009 (Track B)
Session Chair: Rai Chowdhary, Team 2000
10:05 AM - 10:45 AM; Paper #L09-81
Techniques for Managing Group Dynamics
Ingrid Bens, Master Trainer, Participative Dynamics
 Process improvement projects are too important to let ineffective
group dynamics drag them down. This presentation will explore the
most common examples of ineffective behavior and will provide tools
that anyone can use to manage them. Participants will practice a
technique that can safely be used to redirect anyone who is acting
inappropriately during a meeting. This presentation will also recommend
structuring tools that can be used at the beginning, middle, and
end of any meeting to manage group interactions.
Ingrid Bens is a consultant and trainer with a Masters Degree in
Adult Education. Her consulting expertise is in the area of Organizational
Development, where she has designed and led numerous large-scale,
strategic change efforts in a broad range of Fortune 500 companies,
in government departments, and in non-profit organizations. |
10:45 AM - 11:20 AM;
Paper #L09-82
The 800 Pound Gorilla in the Room: Reliably Achieving Organization
Buy-in and Understanding
Paul Vragel, Founder and President, 4aBetterBusiness
This case study focuses on getting buy-in and understanding of everyone
in the organization and eliminating long implementation times with
potential loss of interest. This is accomplished by following four
key principles for achieving employee buy-in for participation and
change including finite rules that the Lean champion and management
cannot violate. The study further breaks out five stages of company
and process performance and four steps to sustainable cultural change.
The attendees will learn ways of getting current projects back on
track and ways to garner the cooperation and support needed for any
implementation moving forward.
Paul Vragel has an MBA from the University of Chicago and a BS in
Naval Architecture and Marine Engineering from Webb Institute of
Naval Architecture. Previously, Paul held positions in International & Domestic
Operations, Planning, Finance, and IT at Amoco Corporation. |
11:20 AM - 11:55 AM;
Paper #L09-83
Applying New Concepts to Creative Problem Solving
Scott A. Laman, Sr. Manager, Global Quality Systems,
Teleflex Medical, Inc.
Effective problem solving often requires new ideas and new ways of
thinking. This presentation is about infusing innovation and creativity
into the problem solving process. Some old and familiar tools will
be presented, as well as, some less-known but extremely useful techniques.
The presentation will start with the basics of identifying general
types of problems, solutions, tactics, and strategies. Then, the
focus will be on Six Sigma's DMAIC (Define-Measure-Analyze-Improve-Control)
methodology. Participants will come away learning new methods and
thought processes that will enable them to lead and participate on
teams more effectively.
Scott Laman is currently the Senior Manager, Global Quality Systems
at Teleflex Medical in Reading, PA. He is a Senior member of the
ASQ, and is certified as a Quality Engineer, Quality Manager, Six
Sigma Black Belt, and a Quality Auditor. |
| 11:55 AM - 1:00 PM
- Lunch Break |
| Session
9: A3 and Organizational Skills Workshops |
Thursday Afternoon,
March 12, 2009 (Track A)
Session Chair: Susie Koslow, Acumen & BLS, Inc.
1:00 PM - 1:50 PM; Workshop #91
Using A3 Management for Organizational Learning and Problem Solving
Axel Granholm, Director, Program Office, Allscripts
Process Improvement programs do not work because they are seen as
new tools to support old behaviors. A3 Management creates lasting
culture change, and is more about changing the way people think than
it is a problem-solving tool. Arm yourself with a practical real-world
understanding of a technique for helping others tap into this very
powerful, simple, way of thinking. Participants will Learn and Do
as they begin to create their own Action A3. Participants will see
the simplicity of A3 thinking, key elements of value from this problem
solving approach, and how it reframes all problems as learning activities
across an entire organization.
Axel Granholm has been a healthcare IT professional for more than
twenty years. With certifications as a Lean & Six Sigma Black
Belt, and Master Black Belt, he has led numerous Process Programs.
Axel’s recent accomplishments include deploying Lean Six Sigma
that resulted in annual savings in excess of $2M per year. |
1:50 PM - 2:40 PM;
Workshop #92
Building Strong Organizational Change Leadership Skills
Pamela Gladwell, President, Center for Quality of Management & Chief
Quality Officer, GOAL/QPC
Rapid change is a significant factor in business and it is essential
for progress. However, driving change is not easy, as most people
resist change. To thrive in today’s competitive environment,
organizations must view change as opportunities, rather than threats.
Motivating individuals to move beyond complacency can be difficult.
Having the ability to change quickly is a competitive advantage.
At the end of this workshop, participants will learn the tools to
drive change effectively. They will also learn the five Key Steps
to build change leadership and the factors that affect the success
of their projects.
Pamela Gladwell is the President of the Center for Quality of Management
a Division of GOAL/QPC. Pam has a 20-year track record of success
with $25 Million in accumulated project savings. Pam spent ten years
driving results in various divisions of GE, and is a GE-Certified
Lean Six Sigma Master Black Belt. |
| 2:40 PM - 2:50 PM;
Refreshment Break |
| Session
10: Value Stream Mapping & Statistics Workshops |
Thursday Afternoon,
March 12, 2009 (Track B)
Session Chair: Jennifer Beckley, Advanced Tech. Serv.
1:00 PM - 1:50 PM; Workshop #101
Process Descriptive Statistics and Control Charts
Sharyn Mlinar, Senior Quality Engineer, Associate Technical Fellow,
The Boeing Company
This presentation is a basic introduction to process description
using simple statistics and elementary control charts. Participants
will be introduced to the theory as well as a hands-on examples.
They will also learn to calculate a process mean, root mean squared
deviation, estimate a process central tendency and spread using standard
deviation from the mean, sample mean and range, and x-bar and moving
range charts.
Sharyn Mlinar, a Boeing Company Associate Technical Fellow in Statistics
and Numerical Methods, is known for developing, training, and using
process improvement tools and techniques. Sharyn was an original
curriculum developer of the Boeing Navigator program, similar to
the GE Six Sigma Greenbelt training.
|
1:50 PM - 2:40 PM;
Workshop #102
Innovative Methods in Value Stream Mapping
Joseph T. LaCasse, President, InnoView Solutions
Today’s Value Stream Mapping (VSM) practitioners have many
competing objectives on their minds as they take VSM practice to
the “gemba”, where the work is being performed. Top on
the list of objectives is “seeing” the process as it
really works and “doing” things differently to bring
about significant improvements to the flow of the Value Stream. Many
Value Streams are complex, pushing the requirements of VSM beyond
the process snapshots available during many VSM exercises. Yet the
VSM process must remain simple, accessible, and easy for all those
involved to understand if we are going to get all stakeholders to “buy-in” to
the change process. This interactive workshop will include an introduction
to innovative VSM methods, a case study demonstrating use of the
methods, as well as a “hands-on” VSM exercise.
Joseph LaCasse is the President of InnoView Solutions, Inc. He is
a certified Lean Six Sigma Master Black Belt with over 20 years of
experience working with fortune 100 companies as well as medium sized
companies. He has extensive experience in the implementation of Lean
and Six Sigma in both manufacturing and service applications. |
| 2:40 PM - 2:50 PM;
Refreshment Break |
| Session
11: Personal Development for LSS Professionals Workshop |
Thursday Afternoon,
March 12, 2009
Session Chair: Mercedes Bartow, Conference Co-Chair
2:50 PM - 3:25 PM; Workshop #111
Crucial Conversations for the Lean Six Sigma Professional
Stacy D. Nelson, Master Trainer, VitalSmarts
If you feel stuck--in your career, in a relationship, at home, wherever--
chances are there is a crucial conversation that is keeping you there.
This presentation based on the “New York Times” bestseller “Crucial
Conversations” introduces you to the principles you need to
handle crucial conversations that if practiced will yield major improvements
in areas like productivity, quality, safety, diversity, change management,
and personal relationships. Get unstuck and improve your results
and relationships. Start improving your ability to handle crucial
conversations. “Crucial Conversations” teaches you the
skills for dealing with them well. Participants will be able to:
identify the conversations that are keeping them from their desired
results; speak persuasively not abrasively, no matter what the topic
is; make it safe for others to share their honest opinions; deal
with people who either clam up or blow up; and influence without
exerting force.
Stacy Nelson, a Master Trainer for VitalSmarts, has conducted training
to organizations across the globe. Since receiving his Ed.D. and
Ph.D. from Boston University, Stacy has experienced a long and influential
career in health and behavioral wellness, assisting individuals to
achieve optimal health and vitality by master-ing the competing demands
of life. A former professor of health, physical education, and recreation,
Stacy also worked as an athletic director and coach for over 30 years.
His performance earned him the Zapara Award for excellence in teaching.
3:25 PM - 3:30 PM; Closing Remarks
To register for the Lean & Six Sigma Conference,
please use the combined conference registration form on page A-13. |
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ISO 9000
Conference
is organized in association
with ASQ
Early
registration
Gifts
First 20 registrants
to both
conferences will
receive a GPS
Each Conference
attendee will
receive a Goal QPC
Pocket Guide
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