Introduction & Schedule - Constant Contact

More documents

Recommendations

Info

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. 24 25
BREAKOUT: THE CONTINUOUS IMPROVEMENT JOURNEY TO SHINGO RECOGNITION BREAKOUT: HOSHIN KANRI Carestream Health Rochester Finishing Panel Carestream Health, Inc. is an international manufacturer of medical and dental products, technology solutions, molecular imaging systems and testing products. Since earning the Silver Medallion in 2009, Carestream Dental Health Finishing became the Lean Center of Excellence for Carestream Health, Rochester and they are working with the Greater Rochester Quality Council to develop a local lean community. The panel includes: Steven Eckert, Tom Mykins, Gary Comardo, Mike Zornow, Lang Ha, John Grabar, Muktar Fazal and Pat Lilley The Continuous Improvement Journey to Shingo Recognition: Learn about Carestream Health Rochester’s 5-year journey from introducing the lean tools in 2005 to being awarded the Shingo Silver Medallion in 2009. Specifically hear how they used the lean tools to realize the following: 100% improvement in the number of OSHA incidents, 95% improvement in Defective Parts per Million, 52% reduction in internal process waste, 9% improvement in Customer Order Fulfillment, 8% improvement in Equipment Efficiency, and a 36% reduction in unit manufacturing costs. At the heart of these improvements are empowered, focused associates. Edward B. Miller Ed has been executing successful business strategies including enterprise-wide lean transformations for over 34 years. He has coauthored several articles and case studies on Lean strategies in marketing and sales. During 10 years as VP of Marketing & Sales at The Wiremold Company, Ed was a part of the leadership team which leveraged its lean capabilities to expand its markets and realize significant and sustainable double digit growth. Results were dramatic; during 1993 to 2000, sales grew 4.5X while operating profits increased 14 fold. Hoshin Kanri How do you frame your company strategy into something that is actionable and then deploy it across the organization? Hoshin Kanri brings critical Lean thinking and behaviors to leadership practices aligning the entire organization on the most important “Must-Do, Can’t-Fail” priorities. How do you handle conflicting priorities and make the tough choices to de-select less important priorities? Emphasis will be on leadership team behaviors to drive accountability and focus with a sense of urgency. Also learn how adopting Policy Deployment can engage all members of the senior leadership team in the company’s Lean transformation. Northeast Shingo Prize Conference would like to thank its sponsors: 26 27 AME Brady Corp Fuss & O’Neil Select Strategy Inc. SME Tax Credit Advisors The 5S Store Visual Workplace
Page 1 and 2: 1 2
Page 3 and 4: 2 Welcome to the 2010 Northeast Shi
Page 5 and 6: What is it? Your peers, sharing the
Page 7 and 8: KEYNOTE PRESENTATION: EA SIER, BETT
Page 9 and 10: NEW! LEAN BEST PRACTICE SIMUL ATION
Page 11 and 12: BREAKOUT: LEAN PERSONAL TIME MANAGE
Page 13: BREAKOUT: LEAN IN THE FOOD INDUSTRY
Page 17 and 18: 30 31
Page 19 and 20: The Shingo Prize Recipients AAM, Gu
Page 21: Enhance Your Lean Learning Program

Introduction & Schedule - Constant Contact

Create successful ePaper yourself

Delete template?

Save as template?