Introduction & Schedule - Constant Contact

BREAKOUT: LEAN — A TALE OF TWO WORLDS
Paul Waterman
Paul has over 25 years experience in manufacturing, engineering, quality and
operations. Recently he worked for Callaway as Plant Manager for golf ball
manufacturing in the US. Under his leadership, the plant won the Shingo Prize
Bronze Medallion. Recently Paul became Site Manager for Avery Dennison
in Chicopee, MA. Paul is a Master Black Belt and is certified by ASQ in Quality
Engineering, Auditor and Six Sigma.
Lean – A Tale of Two Worlds:
A Lean transformation can take many forms. Some companies focus on
management training while others focus on shop floor engagement - both
in an attempt to shift the paradigm from the “old way” to a “better way”. A
focus on management training is often thought of as the “cure,” however
this can alienate the shop floor. Typically the focus is on the numbers:
kaizens, standard work, audits and people trained, rather than on “true
north” – people engagement at all levels. On the other hand, a focus
on shop floor engagement without including management can result in
sabotage! This presentation will examine the good, the bad, and the ugly
of both ways. Lean is all about people, from the shop floor to the highest
level, and all people need to be part of the process.
BREAKOUT: DEPLOYING LEAN IN THE HOWARD COUNTY PUBLIC SCHOOL SYSTEM
Ken Roey
Since 2006, Ken has been responsible for planning and executing the capital
budget, operations and maintenance of all facilities for 50,000 students in the
Howard County Public School System. Prior to this, Ken was VP and COO of PMM
Companies where he led a successful restructuring and process re-engineering
effort. Ken retired as a Captain in the Navy in 2004 after serving as the Director of
the Shipbuilding Management Group at Naval Sea Systems Command, responsible
for the contract administration of the Navy’s $7 billion annual shipbuilding and
repair budget.
Deploying Lean in the Howard County Public
School System:
Schools have a unique culture which often resists mainstream management improvement
techniques and implementing lean required acknowledging that culture plus serious leadership
determination. In 2009, management led a 4—day Kaizen event in one department (Comm
Svcs) with phenomenal results. Customer satisfaction and revenue increased while cycle time
decreased. Most importantly enthusiasm for the workplace is higher than ever. Since then, the
Lean Team has overseen six other projects: HVAC comfort standardization, computer repair
timeline, vehicle repair and the FMLA process, school bus transportation routing and the local
assessment process.
BREAKOUT: TOP MANAGEMENT’S ROLE FOR LEAN SUCCESS
Bruce Watkins
Bruce has over 25 years experience leading businesses including high volume
consumer goods, high precision machining, fine chemicals, pharmaceuticalfood
grade operations and medical device companies, including 10 years of
lean leadership and implementation experience. He integrates a leadership
approach combining the entrepreneurial mind-set of a small company with the
discipline of a large organization to deliver high impact results. As GM of Karl
Storz Endovision, Bruce was recruited to lead a business turnaround, delivering
unprecedented levels of customer service, quality, and cash flow. A seven-time
Boston Marathon runner, Bruce understands the discipline required to deliver a
long term plan, while executing day-to-day operational excellence.
Top Management’s Role for Lean Success:
Are you a business leader trying to get lean started in your company or your
department? Are you a continuous improvement leader trying to engage your
business’s leadership in a lean journey? In this presentation Bruce will explore
leading change, how to sustain long term improvement, and will provide some
practical next steps for success.
BREAKOUT: LEADING THE HIGH VELOCITY ORGANIZATION
Steven Spear
Steven, author of Leading the High Velocity Edge and Chasing the Rabbit, is a Sr.
Lecturer at MIT and a Sr. Fellow at the Institute for Healthcare Improvement. An
expert about how ‘high velocity organizations’ generate and sustain advantage,
Steven has worked with clients in high tech, heavy industry, software and
healthcare. He helped develop and deploy the Alcoa Business System, which
recorded hundreds of millions of dollars in operating savings, and was integral
in developing the ‘Perfecting Patient Care’ system for the Pittsburgh Regional
Healthcare Initiative. Four of his articles have won the Shingo Research Prize.
Leading the High Velocity Organization:
Breakthrough performance is possible when organizations learn to manage
the creation and delivery of value. Some organizations can generate far more
value with far fewer resources than their rivals—securing market leadership
despite competition. These ‘high velocity organizations’ consistently win with
their capacity to sustain relentless improvement and innovation. This talk will
introduce the capabilities that underpin these organizations with an emphasis
on what leaders can do to generate “high velocity” and is aimed at senior
leaders, experts in operational excellence, and those currently engaged actively
in improving business critical processes.
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