Productivity Presents

The 12th Annual Conference on Lean Management

Building Capabilities For Continuous Growth

	Click here to download the Conference Brochure pdf   Click here to download the single page Week-at-a-Glance pdf   Click here to see the Quick Fact Slide Show

Conference Overview

Over the past year, we have seen manufacturers continue to be squeezed by increased expenses and cost-down demands from customers. As a result, crafting and implementing a balanced strategy to guide today's Lean Enterprise transformation is tricky, at best. Investments in new technology must be juggled with the cost of training the workforce in the new methods and supporting long-term cultural change. Meanwhile the customer always comes first.

Today's leaders must ensure that all of their resources - both human and physical - are working in harmony to allow the organization to continually grow - and to sustain that growth over the long term.

The world of work is changing - and at a faster pace than ever before. How will your organization fare in the new era? Are you ready?

This year's Lean Management conference has been designed as a learning event for manufacturing leaders living in this environment of complex and open ended challenges. Some conferences strive to be the biggest. At this event the focus is to be the best, to provide you with actionable information you can bring home and immediately use in your facility. The student teacher ratio will allow you several opportunities to interact one-on-one with the instructors to have your questions and issues addressed.

Lean Curriculums
This year's event will feature a solid suite of fundamentals for those that might need a refresher, for new hires, or for those individuals new to Lean. In addition, we will have a strong suite of modules for the more advanced practitioner (those whose implementations are mature).

The conference will integrate four hour mini workshops (that we call knowledge transfer sessions) with one-hour case study presentations. This allows you to build a curriculum that best fits your specific training needs. The four hour modules offer an in-depth look at the various aspects of Lean, while the case studies provide a glimpse into various organizations' successful implementation of the techniques. This combination creates a powerful learning environment that will allow you to use the knowledge you have gained upon returning to your facility.

Lean Practitioner Certificate Level I and Level II
Participate in the entire five day event and you will be eligible for the Lean Practitioner Certificate. Participation in the entire event will provide a well-rounded educational experience - the Knowledge Transfer Sessions providing you with the "how-to" of the various Lean techniques that allow you to keep your implementation on track while the case studies provide a snap-shot into how others are implementing at their facilities - their missed steps as well as their successes. Level I and Level II sessions are available. Level I sessions offer the fundamentals of implementation, those techniques you should master when your program is getting started. Level II sessions provide more advanced methodologies that you will require as your program matures. To qualify for a Level II certificate you must attend a minimum of 20 hours of Level II sessions.

Not interested in a certificate?
All of the event modules and case studies are available to you as independent classes. Just choose the daily curriculum(s) that best meet your needs.

Networking Opportunities
Talk face to face with others in your industry and learn how they are implementing Lean, Six Sigma and TPM in their facilities. Several opportunities will be available for you to meet your colleagues and industry counterparts to start or expand your network of contacts.

We look forward to meeting you in Atlanta.

Conference-at-a-Glance

Monday, October 15, 2007 8:00am- 12:00n OPENING REMARKS and KEYNOTE SESSIONS A Senior Executives Journey to Lean Matthew A. Lovejoy, President, Acme Alliance LLC 21st Century Manufacturing Jerry Jasinowski, President, The Manufacturing Institute and former President and CEO, National Association of Manufacturers (NAM) 12:00n- 1:00pm LUNCHEON 1:00pm- 5:00pm KNOWLEDGE TRANSFER MODULES LEVEL A1 Taking the Lean Journey Fundamental A2 Workplace Standardization 1 A3 Lean Leadership-How Company Leaders Build Strong Employees 1 A4 Maintenance Planning and Scheduling 1 A5 Lean Machines: Early Equipment Management 2 A6 Administrative Value Stream Mapping Admin   Tuesday, October 16, 2007 8:00am- 12:00n KNOWLEDGE TRANSFER MODULES LEVEL B1 Value Stream Management Fundamental B2 Cell Design 1 B3 Implementing Kanban 1 B4 Leveling 1 B5 Retaining Organizational Knowledge 2 B6 Lean Logistics 2 A6 Administrative Value Stream Mapping Admin 12:00n- 1:00pm LUNCHEON 1:00pm- 5:00pm KNOWLEDGE TRANSFER MODULES LEVEL C1 5S / Visual Controls Fundamental C2 Empowering Your Workforce 1 C3 Policy Deployment and A3s 2 C4 Six Sigma 2 C5 Using 3P for Capital Expenditures 2 C6 Lean Supply Chain 2 C7 Lean Administrative Techniques Pt.1 Admin 1     Wednesday, October 17, 2007 8:00am- 12:00n KNOWLEDGE TRANSFER MODULES LEVEL D1 CEDAC - Team Based Problem Solving Fundamental D2 Equipping the Supervisor for Lean Culture Change 1 D3 Fastball: Lean-Sigma for Profit Management 2 D4 3P - Lean Product Design 2 D5 Cost Deployment - Going Beyond OEE 2 D6 Kanban Systems Design & Implementation 2 C7 Lean Administrative Techniques Pt2 Admin 1 D7 Leaving Your Leadership Legacy - A Focus on Authenticity, Adaptability, and Sustainability 1 12:00n- 1:00pm LUNCHEON 1:00pm- 5:00pm KNOWLEDGE TRANSFER MODULES LEVEL E1 Quick Changeover Fundamental E2 Focused Improvement 1 E3 Creating Dynamic Union/Management Partnerships 1 E4 Creating and Sustaining an Engaged Workforce 1 E5 Mistake-Proofing 2 E6 3P - Lean Process Design 2 D6 Kanban Systems Design & Implementation (con't) 2 E7 Developing Administrative Teams Admin 1 5:00pm- 6:00pm RECEPTION   Thursday, October 18, 2007 7:30am- 8:30am Keynote Address 8:45am- 9:45am CASE STUDIES F1 Implementing and Sustaining Lean Transformation Parker Aerospace - Hydraulic Systems F2 Lean Keeps Ping Golf on Course Ping Golf F3 The Lean Network and Honda of America - A Mutually Beneficial Supplier/OEM Relationship Honda of America F4 Making Lean Part of Daily Work The Boeing Company 10:00am- 11:00am CASE STUDIES G1 Lean Bears Fruit at Fresh Express - Team Development and Empowering the Workforce Fresh Express (Chiquita Brands) G2 Using the Tools of Lean to Develop and Perform Preventative and Predictive Maintenance Tasks for Improved Equipment Reliability GateGourmet G3 Lean Methods Point the Way - Corporate Diagnosis and Policy Deployment OLES Envelope G4 A 14-Year Journey of Lean Implementation, Part 1 Alcon Laboratories G5 Where Lean Breaks - Adapting Lean to Process and High Mix Industries Shaw Gilmer, Global Director of Productivity, CP Kelco, a division of JM Huber and Tom Knight, Founder and Chief Strategy Officer, Invistics 11:15am- 12:15pm CASE STUDIES H1 Lean at Merillat Industries Masco Builder Cabinet Group (Merillat) H2 The Power of Lean MW Regional Medical Center H3 A 14-Year Journey of Lean Implementation, Part 2 Alcon Laboratories H4 Fire Fighting, Rocket Science and Lean Manufacturing Trojan Battery 12:00n- 1:00pm LUNCHEON 1:00pm- 5:00pm KNOWLEDGE TRANSFER MODULES LEVEL J1 Autonomous Maintenance Fundamental J2 Project Management 1 J3 Lean Facilitator Training 1 J4 Lean Accounting 1 J5 Maintenance Benchmarking 2 J6 Lean Product Development 2 J7 Creating and Computerizing the Lean Office Admin 2 J8 Performance Measurements for the Administrative Environment Admin 1   Friday, October 19, 2007 7:45am- 8:15am Keynote Address 8:30am- 12:30am KNOWLEDGE TRANSFER MODULES LEVEL K1 Key Performance Indicators for Managing Maintenance 1 K2 Lean Performance Measurements 1 K3 Developing a Lean Workforce 1 K4 TPM and Six-Sigma 2 K5 Predictive Maintenance 2 K6 Team Dynamics and Conflict Resolution 2

Knowledge Transfer Module Descriptions

Monday, October 15, 2007

7:00am - 8:00am Registration

8:00am - 12:00pm Keynote Presentations including:

A Senior Executives Journey to Lean

Matthew A. Lovejoy, President, Acme Alliance LLC

Senior management's dream is to operate in a self-managed organization with every individual and process operating to perfection each and every day; much like bees in a colony that always knows exactly what to do. Trouble is, many managers manage with a "this is the way we have always done it" mindset making the self-managed organization just a mirage. What can be done to bridge the gap between management's dream and the reality they create with their reluctance to change? Lean. Lean is a collection of thousands of small improvement-countermeasures that permanently address performance gaps so that eventually a Lean organization manages itself. In this session, Mr. Lovejoy will offer advice from his personal transition from skeptic to Lean driver and he will offer a model that monetizes the cost of waste in the extended value stream.

21st Century Manufacturing

Jerry Jasinowski, President, The Manufacturing Institute and former President and CEO, National Association of Manufacturers (NAM)

In this presentation, Mr. Jasinowski will cover a broad range of issues affecting manufacturing today, focusing on enhancing productivity and economic growth and solutions to help manufacturers compete globally in the 21st century. His talk will focus on programs to reduce costs and manage the shortage of skills in the U.S. today. He will address the talent issues facing industry and provide ideas on navigating through this very serious challenge. Mr. Jasinowski is one of the country's most respected authorities on political, economic and manufacturing trends. Mr. Jasinowski became president of the NAM in 1990 and served until his retirement in 2004. He served in the U.S. Air Force and also served in the Carter administration. He later was appointed assistant secretary for policy at the U.S. Department of Commerce.

Monday, October 15, 2007

10:15am - 10:45am Refreshment Break

12:00pm - 1:00pm Luncheon

1:00pm - 5:00pm Knowledge Transfer Sessions

A1  Taking the Lean Journey

In this session, we'll explore the basics of achieving and sustaining enterprise-wide Lean. We'll examine the differences between cultural change and economic change, and address the practical realities of planning, leading, and managing the Lean journey. Guided by a business case study we'll snapshot hoshin kanri and go inside the Lean tool kit to preview the core improvement processes central to a successful Lean implementation. Lean Fundamentals, curriculum session

A2 Standard Work

Standard work is central to achieving and sustaining the Lean enterprise. By definition Standard Work demands adherence to today's best practices and must be imbedded in all we do, from standard operations in the workplace to standardized policies and procedures. In manufacturing operations, standard work is a key element in the elimination of waste and excess inventory and in achieving balanced and synchronized production. What it boils down to is that absent of standard work there can be no Lean. Guided by a classroom simulation, participants will use a proven methodology to develop a standard procedure, and then apply document control and visual workplace principles and techniques to train others in their new best practice, or standard work. Level 1 Lean

A3 Lean Leadership-How Company Leaders Build Strong Employees

Despite Taiichi Ohno's insistence that "building products means building people," too many managers allow enthusiasm for tools and techniques to take the place of the leadership behaviors and organizational structures needed to create strong employees and strong organizations. Drawing on an examination of key elements of Lean leadership at Toyota Motor and other companies, this module will provide practical guidance for leaders looking to go beyond "cookbook" Lean to build enduring competitive advantage. Topics include: success versus strength, the extraordinary leadership needed to make extraordinary employees, leaders as teachers, changing habits in an organization, the double-edged sword of expertise, what happens to knowledge when people leave or join the company, and accumulating institutional knowledge. Level 1 Lean

A4 Maintenance Planning and Scheduling

Moving from a reactive maintenance organization to a proactive maintenance organization requires constant improvement in the way the maintenance process is managed. A key element of any proactive maintenance organization is its ability to properly plan and schedule repairs and PM's. In this four-hour session, we will teach the value of good planning and scheduling, present the basics of a good maintenance planning & scheduling process, and introduce participants to useful metrics that will help justify the implementation of a planning and scheduling program. Level 1 Lean

A5 Lean Machines: Early Equipment Management

Applying the Lean principles to the design and manufacture of your equipment is a powerful way to reduce the complexity of the operation of the equipment. The strategy of Early Equipment Management has three elements: Design for Quality Assurance, Design for Maintainability, and Life Cycle Costing. This advanced TPM module will introduce you to the tools and techniques for each of these elements and show how they can be integrated into a formal design review process. Additionally, the concept of right-sized equipment will be discussed. Level 2 Lean

A6 Administrative Value Stream Mapping

Develop a different set of lenses with which to see your work processes. Through a combination of classroom, case study, and group exercise, you will learn how to identify and scope Lean projects within the context of a business process. You will develop a current state map visualizing a cross-functional value stream and then develop a future state map linking the changes in the value stream to the necessary changes in the business outcomes of the enterprise. An implementation plan will then be developed, highlighting the critical process kaizens necessary to achieve the future state. NOTE: This is an 8-hour session. The session continues on Tuesday morning. Level 1 Lean in an Administrative Environment

Tuesday, October 16, 2007

7:00am - 8:00am Registration

8:00am - 12:00pm Knowledge Transfer Sessions

B1 Value Stream Management

This module will take you through a step-by-step method of value stream mapping and story boarding. You will learn how to gather the information needed to eliminate non-value-adding processes, and how to use value stream management to plan the implementation of your Lean activities for sustained improvements over the long haul. Lean Fundamentals Curriculum

B2 Cell Design

Cellular manufacturing, or one-piece flow, can dramatically boost your company's competitiveness by eliminating wasted motion, space, and inventory from the production process. This module will demonstrate how to create cells for one-piece-flow by emphasizing standard work, takt time, and jidoka. Level 1 Lean

B3 Implementing Kanban
In this introductory session, we will explore the ways kanban can prevent expensive product shortages, how and where it fits in a Lean value stream, and how it interacts with other Lean tools. Level 1 Lean

B4 Leveling

To achieve the benefits of continuous flow, organizations must eliminate the "peaks and valleys" inherent in most production processes. In this session we will explore the methodology of leveling. Learn how to sequence orders in a repetitive pattern allowing you to smooth day-to-day variations in production. Level 1 Lean

B5 Retaining Organizational Knowledge

The maturing and imminent retirement of the baby-boom generation means that, not only will there be fewer people available for organizations to do their work, but, at least as importantly, the decades of wisdom and experience that these individuals have accumulated will potentially disappear. Unless organizations know how to successfully access, collect and utilize this knowledge they will inevitably fall behind the organizations that are able to do so. This workshop will provide participants with the skills to address this situation. Learn how to motivate employees to share what they know, how to access information effectively; how to communicate important information and train people to use it; how to measure progress and results and how to sustain the effort for the long term. Level 2 Lean

B6 Lean Logistics

Logistics is central to the efficient and effective flow of incoming and outbound goods, services, and related information. As an enterprise extends its application of Lean tools beyond the boundaries of its physical operations, achieving lower total logistics costs becomes a goal and minimizing waste becomes the means. This module examines these wastes and provides valuable tools and insights for turning logistics problems into competitive advantage. The focus is directed on reducing logistics costs, improving logistics service, and removing impediments and bottlenecks to efficient and effective operations. Level 2 Lean

Tuesday, October 16, 2007

12:00pm - 1:00pm Luncheon

1:00pm - 5:00pm Knowledge Transfer Sessions

C1 5S / Visual Controls

Learn the principles and techniques needed to apply 5S and establish visual management systems to improve workplace communication and adherence to standards. This module will teach you how to share information about daily production problems, abnormalities, waste, and unsafe conditions through visual display and controls so that everyone understands at a glance what is going on in the workplace. Lean Fundamentals Curriculum

C2 Empowering Your Workforce

The objective of this module is to provide leaders and team members with the necessary skills to handle rapid change while performing their leadership responsibilities more effectively. This module provides leaders and team members with a plan to guide the change process and to create a truly empowered workforce. Through the use of small group interactions, participants will become aware of their roles in the organization and will learn techniques for setting expectations, leading accountability, and developing empowered employees. Level 1 Lean

C3 Policy Deployment and A3s

The fundamental purposes of hoshin kanri (strategic management) action in a Lean enterprise is to focus a company's improvement efforts on a small number of very well defined initiatives to align and mobilize SBU's, plants, departments, and all supporting personnel in the transformation process. In this module, we'll present a proven business renewal planning and deployment process that will allow you to incorporate your strategic priorities into daily work at every level in your organization. Level 1 Lean

C4 Six Sigma

Implementation of Lean production flow requires process variation reduction. Six-Sigma is a data-driven, project to project scientific method that reduces defects and waste. This module will explore the fundamentals of Six-Sigma and the appropriate place to conduct Six-Sigma analysis of a process or processes for your organization. Learn how to discover significant variables in a process and how knowledge of variation enhances management decisions and value to the customer. Through simulations participants will get a hands-on and visual demonstration of the Six-Sigma methodology in action. An overview of the DMAIC methodology and the SIPOC process will be presented. Level 2 Lean

C5 Using 3P for Capital Expenditures

Many Lean implementers are familiar with the concept of 3P as a set of tools and principles which employee teams use to rapidly conceptualize, validate and launch a new product and/or process design. But, the 3P methodology can also be used to help make unique improvements to existing equipment and process flows. In this session discover how to use the 3P methodology to identify needed equipment repairs and modifications; determine when it is necessary to acquire a new piece of equipment; and how to reposition existing equipment for optimal flow. Level 2 Lean

C6 Lean Supply Chain

A Lean supply chain is one that will have the right products, in the right quantities, at the right place, at the right time, with minimal cost. In order to achieve this objective, the companies, suppliers, intermediaries, third-party service providers, and customers that make up the supply chain must collaborate. This module details the need to implement Lean principles throughout the larger system of companies that make up the value chain network. Taught through a simulation exercise, this module demonstrates the imperative for a well-planned and managed supply chain improvement initiative. Level 2 Lean

C7 Lean Administrative Techniques

This simulation-based session will introduce you to the various Lean concepts and their application to administrative processes. Working in teams in a simulated administrative environment, you will identify improvement opportunities and then through an actual kaizen event, implement your ideas. Through several rounds of simulation you will measure the impact of improvements and gain an understanding of how both the basic and progressive Lean tools all play a part in the value stream and organization-wide improvement process. NOTE: This is an 8-hour session. The session continues on Wednesday morning. Level 1 Lean in an Administrative Environment

Wednesday, October 17, 2007

7:00am - 8:00am Registration

8:00am - 12:00pm Knowledge Transfer Sessions

D1 CEDAC - Team Based Problem Solving

From symptoms to root causes, this module teaches an effective problem solving system that allows the user to create a logic chain. Learn a reliable method for identifying a problem's root cause and for generating effective solutions. Using a powerful kaizen tool called CEDAC (winner of the Deming Prize), unlock your team's knowledge and creativity while learning how to integrate problem solving with improvement tools to focus on "priority" problems and opportunities. Lean Fundamentals Curriculum

D2 Equipping the Supervisor for Lean Culture Change

Provide supervisors and managers with ten critical performance factors that are needed to change the current culture into a culture of continuous improvement. Supervisors play a critical role in the Lean transformation. They are critical links between management hierarchy and the people who do the "real" work. Supervisors can bridge the gap between the current culture and the desired one. Yet despite these complex expectations, most organizations give supervisors limited attention. In this interactive session, learn the ten critical areas where supervisors need the organization's support in order to be successful in changing the culture. Level 1 Lean

D3 Fastball: Lean-Sigma for Profit Management

Is your strategic planning for Lean transformation hampered by accounting rules that focus on the past? Strategy is not about the past- it's about the future! It's not about accounting- it's about the economics of competition! This session shows how to use hoshin kanri (strategy deployment) and modern portfolio theory to optimize your strategy in the same way you optimize your personal portfolio of financial investments: By minimizing the risk of achieving a targeted rate of return. Fastball offers a way to engage your staff systematically in identifying, quantifying, and prioritizing opportunities. In this workshop, you will learn how to think about new products and improvement initiatives as real investments subject to the same economic laws as stocks and bonds on Wall Street. Learn how to quantify the costs and benefits of real investments and how to optimize your portfolio to confound your competitors and delight your shareholders as well as your customers. Level 2 Lean

D4 3P - Lean Product Design

Many organizations introduce Lean practices by grafting them onto existing manufacturing processes for existing products. Such an approach delivers substantial gains and, as a result, many organizations stop there -- never realizing the enormous potential Lean has when applied to areas outside of manufacturing. What sets true Lean apart from "problem-solving" is its relentless insistence on breaking past conventional thinking and conventional "solutions", making it a perfect fit for the process of new product design. In this session, we will explore the creative force of Lean by applying innovative thinking to the design and development of products for the marketplace. Level 2 Lean

D5 Cost Deployment - Going Beyond OEE

Cost Deployment is an advanced TPM approach that goes beyond OEE and Loss Analysis to define the cost of specific losses and focus improvement activity where it will best enhance profitability. To do this, the TPM Loss Analysis model is extended to 16 losses to cover manpower and resources as well as equipment. Cost Deployment also introduces the concept of causal and resultant losses, so that the full cost of breakdowns and performance losses can be assessed. In this workshop we use the example of a beer-bottling line to illustrate causal and resultant losses and the cost deployment process. Level 2 Lean

D6 Kanban Systems Design & Implementation

Kanban System Design Options are the choices you have to make during the design of your kanban system. The options you select will determine how effective your kanban system is in dealing with the unique challenges of your environment. Options are targeted to deliver the optimal quantities of the correct material at the right time, while eliminating the non-value-added activities associated with replenishment systems. In this advanced module, learn the kanban design options, associated kanban techniques and environmental factors, as well as how to apply the techniques to your environment (Prerequisite: Must have working knowledge of kanban to participate in this session.) NOTE: This is an 8-hour session. The session continues on Wednesday afternoon. Level 2 Lean

D7 Leaving Your Leadership Legacy - A Focus on Authenticity, Adaptability, and Sustainability

This workshop will redefine personal leadership development and will be a coveted experience for any leader desiring to leave a positive and lasting imprint upon their organizations, and more importantly their people. This session will prepare leaders with systems and processes to return to their organizations renewed, refreshed, rejuvenated, and ready to lead. You will discover the tools which will allow you to achieve results while making a difference in the lives of your employees. Learn what it takes to be a successful leader and how to prepare your organization to meet the demands of the future. Level 1 Lean

Wednesday, October 17, 2007

12:00pm - 1:00pm Luncheon

1:00pm - 5:00pm Knowledge Transfer Sessions

E1 Quick Changeover

Quick Changeover allows your company to minimize waste in the production process and begin the journey to a Lean production system. This module will demonstrate how you can reduce changeover time in order to make more changeovers to satisfy one-piece flow. Lean Fundamentals Curriculum

E2 Focused Improvement

This module will use video from an actual operation to demonstrate how to move from OEE measurement through Loss Analysis to specific Focused Improvement, in a case study format. Participants will be introduced to the Focused Improvement Diagram, an eight-step visual approach to the Define, Measure, Analyze, Improve and Control cycle. Level 1 Lean

E3 Creating Dynamic Union/Management Partnerships

There can be no sustained improvements without the buy-in of the workforce. In a unionized facility, adversarial relationships between the management team and the union could spell disaster for a Lean initiative. However, management and collective bargaining units cannot only co-exist peacefully they can partner to generate substantial bottom-line business improvements -- improvements that are beneficial to both the management and the union. In this session, understand the techniques necessary to design a process for management teams and union leadership to work together to establish collective buy-in to business improvements and foster an organization-wide ownership mentality. Level 1 Lean

E4 Creating and Sustaining an Engaged Workforce

Everyone now understands that Lean, six-sigma and other methods of improving business depend largely upon the degree to which the entire workforce is engaged to help. Reproducing the exact practices that are observed or taught from other companies is rarely successful because those practices do not necessarily fit the needs of your business or people. Yet many companies attempt to adopt inappropriate employee engagement practices that have been learned from other companies. To be successful, you need to understand how industrial cultures function so you can create practices that uniquely fit your business and your people. This course will teach that knowledge and application. In this session, we will present the theory of industrial culture which will allow you to design and implement an engaging workplace that uniquely fits the needs of your business and workforce. Throughout the session, we will provide several examples of actual experience to enable you to completely master your understanding of how the theory works in practice. Level 1 Lean

E5 Mistake-Proofing

The best way to prevent defects is to examine the process, determine what condition led to the defect, and then control that condition. Mistake-Proofing (Poka-Yoke) devices automatically inspect for errors or defective operating conditions. This module will demonstrate methods you can use to achieve zero defects in your own plant. Level 2 Lean

E6 3P - Lean Process Design

Why does it take a machine the size of a six-story building to produce a box of breakfast cereal? Even a little experience with Lean can call into question our traditional understanding of economies of scale and can drive home the point that current production equipment is often an obstacle to achieving the ideals of Takt, Flow and Pull. This session, which ranges from the conceptual to the practical, introduces basic principles of Lean process design and shows how those principles can be applied to develop production processes incorporating low-cost, low-waste "Lean machines". Level 2 Lean

E7 Developing Administrative Teams

This four hour session opens with a look at developing administrative teams. With employee involvement central to a successful Lean enterprise it is important to bring the team concept into the typically individualistic administrative environment. In the session discover the different types of teams found in today's administrative environments. Learn the attributes of establishing a favorable environment essential to successful team and small group activities. Understand the role and influence of leadership in supporting the team approach to process ownership, and look at a Style Self-Assessment tool. Then in the second half of the session we will explore a proven, reliable, scientific method of team and small group problem solving. CEDAC, (cause and effect diagram with the addition of cards) is a team-based problem solving tool that provides process owners with a simple and effective technique to continuously pursue their waste elimination targets. Discover the 9 Steps of CEDAC, discuss the significance of facts and data to determine solutions, look at how CEDAC and Six Sigma build off each other, and see how CEDAC can be used in a variety of problem solving and opportunity identification opportunities. Level 1 Lean in an Administrative Environment

Wednesday, October 17, 2007

5:00pm - 6:00pm Networking Reception

Thursday, October 18, 2007

7:00am - 7:30am Registration

7:30am - 8:30am Keynote Address

Keynote Presentation

Kaiser Aluminum David Conrow, Vice President Kaiser Production System, Kaiser Aluminum Corporation

Description will be available shortly.

8:45am - 9:45am Case Studies

F1 Implementing and Sustaining Lean Transformation

Jason L. Keck, Union Lean Facilitator, Parker Aerospace- Hydraulic Systems Division

This presentation will focus on the key elements necessary to implement and sustain a cultural change for a truly Lean transformation. Learn how Parker Aerospace- HSD has achieved breakthrough results across the entire enterprise utilizing a systematic approach to waste elimination and driving Plan, Do, Check, Act as the "engine of execution". Tap into the knowledge base that exists, often undetected, and the results are incredible. Learn how Parker Aerospace-HSD developed an implementation plan partnering management, the union leadership, and their entire workforce in the education, planning and execution of their Lean transformation.

F2 Lean Keeps Ping Golf on Course

Ken Kays, Facilities Manager and Anthony Lipari, Director Lean Enterprise, Ping Golf

Top down leadership may be the most significant characteristic in any Lean culture, and it is most certainly the case at Ping. The commitment from senior leadership has lead to the engagement of the entire workforce and its ability to get their people to buy into Lean has altered the working landscape throughout Ping's business. In this session discover how Ping, world-renowned manufacturer of custom golf clubs, is using Lean throughout their operation and discover how it has allowed them to reach their goal of building and shipping custom fit golf clubs within 48 hours of receipt of order.

F3 The Lean Network and Honda of America - A Mutually Beneficial Supplier/OEM Relationship

Tom Fink, Staff Engineer and Advisor, Honda Lean Network, Honda of America

Honda considers their suppliers as key team members. Out of this relationship comes their "Lean Network," a group of suppliers that are stable in all areas and committed to continuous improvement. The Lean Network is facilitated by Honda and led by the supplier members. They are dedicated to competing both locally and globally through the implementation of Best Practices and Lean Manufacturing. In this session, learn more about this unique relationship and the benefits to both supplier and OEM. Discover how the coordination of Lean adds up to more than the sum of its parts.

F4 Making Lean Part of Daily Work

Jim Channell and Michael Allen, 737 Value Stream Team Lean Consultants, Boeing Production System Office, The Boeing Company

In this session, hear how The Boeing Commercial Airplanes 737 Division is using Lean techniques in their daily operations. Learn how they have successfully formed 20 Value Stream Teams (VST) who are fully engaged in the implementation of the Boeing Production System Lean tools, techniques, and best practices. Discover their plans for the growth of the program which includes adding 19 additional VST before the end of 2008. This presentation will provide insights into the training process used to build a Lean culture that incorporates, integrates, and embraces Lean initiatives as part of daily work.

Thursday, October 18, 2007

10:00am - 11:00am Case Studies

G1 Lean Bears Fruit at Fresh Express - Team Development and Empowering the Workforce

Steve Hayden, Morrow Fruit Plant Manager, Fresh Express, a Chiquita Brands Intl. company

People are the most valuable resource of any organization. The Fresh Express fruit processing plant has made the development of individuals and teams the number one priority and as a result they have achieved tremendous financial results along with improvements in safety, process flow and customer order fulfillment. In this session, learn how developing a culture of accountability, empowerment and feedback has allowed this plant to implement performance management, process improvement, standardized work, and performance-based certification programs at every level of the organization.

G2 Using the Tools of Lean to Develop and perform Preventative and Predictive Maintenance tasks for Improved Equipment Reliability

Norbert Vandenburg, Vice President of Continuous Improvement and Gary Kessler, Continuous Improvement Manager, GateGourmet

This case study will explain how GateGourmet, the world's largest independent provider of airline catering and provisioning services, has improved equipment reliability by integrating the tools of Lean manufacturing into preventive maintenance programs. Learn how they have driven a Lean culture change throughout the organization using the power of kaizen and continuous improvement. The speakers will share case studies on how these practices have improved many of their processes and bottom line. They will also share best practices and lessons learned along the way.

G3 Lean Methods Point the Way - Corporate Diagnosis and Policy Deployment

Wayne Marhelski, Director of Operations, OLES Envelope Corporation

Absent a clear understanding of current state it is impossible to put an improvement plan in place. So, before you begin to think about improvements it is vital to assess your current state. Once this has been accomplished there is still much to be considered...where are you going to focus your improvements; do your improvement initiatives tie back into your corporate objectives; how are you going to achieve buy-in from employees and commitment from leadership; and how are you going to ensure your improvement initiatives remain on time and on target. In this session, learn how OLES Envelope used the tool of Corporate Diagnosis to understand their current state and lift off their Lean journey. Then, you will discover how they are using policy deployment, the PO Matrix and project management to ensure alignment of their improvement projects with their corporate objectives, manage their implementation initiatives, drive culture change and ensure their implementation is on time and on target.

G4 A 14-year Journey of Lean Implementation Part 1

Henry (Butch) Yellott, Associate Director, Surgical Instrumentation Production, Stephen Madison, Principle Manufacturing Engineer, Jay La Rosa, Manufacturing Engineer II and Matt Rink, Operations Manager

Alcon Laboratories Alcon's systematic plan for implementation of Lean tools has been the key to achieving sustained continuous improvement for 14 years. This case study presentation highlights practical applications of Lean tools like Value Stream Analysis, 5S and Poka-Yoke along with innovative tools created by Alcon. This advanced-level Lean case study presentation is packed with information, pictures and video clips to provide many insights and ideas to take with you and implement at your facility. Highlights include: unique supply chain processes for JIT, kanban replenishment process, Lean in new product development, concurrent engineering, Lean process development and more!

G5 Where Lean Breaks - Adapting Lean to Process and High Mix Industries

Shaw Gilmer, Global Director of Productivity, CP Kelco, a division of JM Huber and Tom Knight, Founder and Chief Strategy Officer, Invistics

Process industries lag in the adoption of Lean practices across the board primarily because the Lean techniques popularized by the Toyota Production System (TPS) can be difficult to implement in the shared equipment, high product mix, and highly volatile demand scenarios they face. Attend this session and hear a case study of one chemical company's successful effort to make Lean implementation work in this environment and to learn how this new approach can work in your own facility!

Thursday, October 18, 2007

11:15am - 12:15pm Case Studies

H1 Lean at Merillat Industries

Ron Ferenchak, Six Sigma Black Belt / Masco Production System leader, and Barry Thomas, Continuous Improvement Leader, Merillat Atkins Virginia Facility, Masco Builder Cabinet Group

The Masco Production System philosophy is "The setting, re-setting and sustaining of standards aimed at waste reduction, with participation by all." This philosophy has captured the essence of what has been a transformational movement within the Masco Builder Cabinet Group (MBCG) in the past decade. In particular ...with participation by all, has been the hallmark of this success. By establishing and promoting a production system, committing the resources and engaging all of the associates, the MBCG has been able to identify and eliminate waste in a consistent and sustainable fashion. In this session, you will take a look inside two Merillat plants that have advanced and thrived within this system. See how both the Shingo Award winning Atkins, Virginia plant and the pace setting Jackson, Ohio plant have demonstrated measurable and sustainable gains by engaging Lean concepts from the ground level up.

H2 The Power of Lean

Carol Lepper, Director of Lean Operations, Cancer Treatment Centers of America at Midwestern Regional Medical Center

The CTCA has been utilizing the methodologies of Lean for close to five years with some amazing results. This session will describe the process they used to spread Lean improvements throughout their organization while building a culture of continuous improvement that has allowed them to sustain the gains the have achieved. The session will cover: the integration of Lean and their strategic plan, Lean daily management systems, A3 implementation at the unit level, kaizen events that incorporate system wide change, barriers, lessons learned and the impact of Lean on all stakeholders.

H3 A 14-year Journey of Lean Implementation, Part 2

Henry (Butch) Yellott, Associate Director, Surgical Instrumentation Production, Stephen Madison, Principle Manufacturing Engineer, Jay La Rosa, Manufacturing Engineer II and Matt Rink, Operations Manager Alcon Laboratories

See Session G4 above for description.

H4 Fire Fighting, Rocket Science and Lean Manufacturing

Ed Swinson, Senior Lean Sigma Leader, Trojan Battery

Companies and people involved in successful Lean manufacturing environments will tell you that being successful in Lean requires some key critical components...communication, execution, and a process that promotes sustaining only "value added activities". Simple in theory yet it is extremely difficult in practice. The difference between a good Lean organization, and a struggling organization, is in how we communicate and execute. In this session, Trojan Battery shares details of their Lean program, their execution plan, how they are engaging their workforce in the effort, and how they are sustaining the gains.

Thursday, October 18, 2007

12:15pm - 1:00pm Luncheon

1:00pm - 5:00pm Knowledge Transfer Sessions

J1 Autonomous Maintenance

When properly implemented, Autonomous Maintenance can eliminate the causes of 40-60% of unplanned downtime. In this module, learn the seven steps of implementation, how to transform the relationship between operators and maintenance, and how to implement operator-based maintenance activities that contribute to overall equipment effectiveness. Lean Fundamentals Curriculum

J2 Project Management

Central to Lean deployment is the discipline of project management. Opening and closing projects that directly align with company improvement initiatives is fundamental to the Lean journey. This requires a well-defined process to monitor team leadership, team skills, project status reporting, and effective countermeasures to ensure projects are completed on time with expected impacts. In this module, we will review the critical role of project management and the steps necessary to position a well-defined Lean project management process. Level 1 Lean

J3 Lean Facilitator Training

Today more than ever, teams play a critical role in effective organizations - empowering employees, generating needed change, and producing solutions to complex problems. And one of the key ingredients for successful teams is the facilitator. Developing a cadre of key people who will help sustain the shift in culture and the alignment around the leader's vision and goals is an essential resource that organizations cannot do without. This module provides the material needed to develop the behavioral skills of facilitators in fostering and managing culture change while preparing them to focus teams on a process for achieving continuous improvement. Level 1 Lean

J4 Lean Accounting

People implementing Lean conversions know there is an urgent need for changes in traditional accounting and measurement methods. But they don't have a clear picture of exactly what needs to change. In this module, you will delve into a case study on how the principles of Lean Accounting can be implemented. (Note: this workshop is designed for finance and operations personnel.) Level 1 Lean

J5 Maintenance Benchmarking

This intensive session will show how the maintenance function can help achieve quality, timely deliveries, best price, and how it can work towards supporting the other ongoing "World Class" programs in the organization. The session provides data, models, and techniques to enable you to benchmark your maintenance organization and compare it to the "Best in Class" for your respective market. Current "Best Practice" benchmarks will be presented and discussed. The session will address - when you should benchmark, how to conduct an internal maintenance assessment, how to develop the right benchmarks for your company, and how to sell upper management on benchmarking. Level 2 Lean

J6 Lean Product Development

Product development is not just about designing parts - it is also about creating, facilitating a focused inspiration, and developing that inspiration into a product or product improvement that serves a need or desire of an end user. This creative process is every bit as important to the success and survival of a company as the actual production process itself, yet many manufacturers still struggle with inefficient wasteful development processes. This workshop, demonstrating a practical application of Lean methodologies for product development and backed-up by real case study examples, will enable your company to significantly decrease its product time-to-market, resulting in a clear and distinct competitive advantage that will enable your company to reach new levels of profitability. Level 2 Lean

J7 Creating and Computerizing the Lean Office

Many organizations have made progress applying Lean methods to their administrative functions -- implementation of 5S, Value Stream Mapping and other core Lean tools have helped to streamline processes and better organize the workplace. But there is more that can be done, not only to eliminate waste but to simultaneously elevate the staff from performing tasks to performing strategic level activities. In this module, discover the seven steps of automation that allow you to further eliminate waste and use your existing computer system to change manual operations into automated operations. Level 2 Lean

J8 Performance Measurements for the Administrative Environment

In the first part of the session we will look at a reliable method to aid in the prevention of transactional in-process errors and resulting defects. We'll explore a 7 Step process that takes a scientific approach to cause and effect analysis and the ultimate goal of Zero Defects. Get a first hand look at a Process Defects ID Chart, A Mistake-Proofing Chart, and the 3 Levels of Prevention. Then in the second half of the session we will explore the most common options to measure and monitor in-process waste elimination and administrative performance improvement. We'll step through the Six Considerations to establishing administrative measures, look at a process of aligning measures to corporate objectives, review the Characteristics of Lean Measures, the balanced scorecard, and look at some of the popular metrics like PLT (Process Lead Time), VAR (Value Adding Ratio), and RFT (Right the First Time). Level 1 Lean in an Administrative Environment

Friday, October 19, 2007

7:15am - 7:45am Networking Breakfast Buffet

7:45am - 8:15am Keynote Presentation

Wasted Energy and Materials: Your Next Lean Target

George Wyeth, Director, Policy and Program Change Division, National Center for Environmental Innovation, US Environmental Protection Agency

The Lean eye sees pollution as evidence of muda, of materials and other resources that have been diverted from satisfying customer needs. As we work to reduce waste harmful to our bottom line, we must look with equal verve at the waste that is harming our planet. In this presentation, Mr. Wyeth shares his experiences and expertise on how the technologies of Lean can benefit the environment.

Friday, October 19, 2007

8:30am - 12:30pm Knowledge Transfer Sessions

K1 Key Performance Indicators for Managing Maintenance

Maintenance organizations that strive to move from the reactive mode to the proactive mode must first put metrics in place that measure and drive the department towards that transition. This module will