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Conference
Program Advanced Continuous Improvement Track
Using Kaizen to Reduce Energy Waste 10:00 a.m. -- 11:00 a.m. Learn how to generate savings and improve efficiencies in energy consumption despite the onslaught of today's escalating energy costs. Kaizen teams have successfully attacked and reduced energy consumption including categories such as electric, water, steam, waste water, and compressed air. Understand how to effectively use and apply lean process tools to generate an awareness of the potential for waste in production and non-production energy usage. Speakers  Doug Kiss, Senior Management
Consultant, TBM Consulting GroupAn experienced lean consultant with 28 years of manufacturing experience, Doug Kiss came to TBM in 2005 with a background leading lean in aerospace, commercial, and industrial environments. As a corporate quality consultant for United Technologies, he led the operations transformation initiative through more than 50 facilities as well as the supply base. Kiss was also responsible for the identification, development and mentoring of lean consultants throughout the corporation. Trained in Japan in 3P, kaizen, and TPM, Kiss has led lean initiatives on projects concerning everything from golf balls to space shuttles. While with the International Association of Machinists and Aerospace Workers, Kiss was recognized for his leadership and innovative resolutions to issues arising in an atmosphere of conflict. He is experienced with contract negotiations and union/management joint councils on strategic business initiatives. Kiss earned a bachelor's degree in management from Hamilton, and has graduated from the executive leadership program at Darden. He holds instructor certificates in TPM from the Japan Institute of Plant Maintenance and in kaizen and 3P from Shingijutsu.  Peter
Dierx, Vice President McCain Competitive Edge, McCain Foods Limited
Peter Dierx is currently vice president of McCain Competitive Edge at McCain Foods and is responsible for McCain's lean supply chain transformation across 55 plants around the world. Before joining McCain, Dierx was vice president of operations with Parco Foods in Blue Island, Illinois. He started his career in various operations positions over 14 years with Procter & Gamble. He was also vice president of operations for Griffith Laboratories in the U.S. and Canada. He holds a bachelor's in Chemistry from the University of Waterloo in Canada. Lean Accounting: Solving the Standard Costing Problem 11:10 a.m. -- 12:10 p.m. Standard costing -- and other full absorption product costing methods -- is actively harmful to the lean manufacturer. Traditional standard costing methods calculate the product costs wrongly, they lead to bad decision making that in turn lead to reduced revenues & lower profitability, and the processes required to maintain a standard costing system are complex, time-consuming, and very wasteful. In addition, standard measurements like earned hours, efficiency, machine utilization and absorption variances actively undermine what we are trying to achieve through lean transformation. This workshop will show how value stream costing is used instead of standard product costing to provide excellent control of costs, valid and meaningful information for decision-making, and the financial numbers required for external GAAP reporting. We will discuss how to create a simple, summary direct costing of the value stream, weekly value stream income statements, and how this information can be rolled-up to provide month-end report for internal use and external reporting. Using a case study we will demonstrate how pricing, quoting, margin analysis, make/buy, sourcing, and other routine decisions can be made quickly and easily using value stream costing. Speaker David Paino, Senior Consultant, BMA, Inc. Prior to joining BMA, Inc., David Paino was the vice president of operations with an auto-parts remanufacturing company in Philadelphia. Paino was the driving force behind the introduction of lean manufacturing and other lean methods that -- according to the company's president -- saved the company in these increasingly competitive times. Paino has also served as president of an industrial parts distribution company and is very experienced with warehousing, distribution, and inventory planning methods. Paino has a master's in business administration with a financial major and worked as a plant and corporate controller. Paino is currently working on Lean Accounting projects with the Boeing Commercial Aircraft company, a multinational defense equipment manufacturer, a Maryland prefabricated building products company, and a division of the Ingersoll Rand Corporation. Paino also specializes in quick & easy kaizen methods that are used to motivate and empower the entire workforce for lean improvement. Hoshin Planning: Vision-driven Leadership for Breakthrough Improvement 1:30 p.m. -- 2:30 p.m. What do pick-up sticks, rocks in the road, and the moon all have in common? Come to this session and you'll find out! Many organizations today are turning to "Ho Shin Kan Ri," or Hoshin Planning to enhance and accelerate their Six Sigma deployments. In this session you will learn a brief history of Hoshin and walk through the highlights and key themes involved in its application. Specific topics will include: shortcomings of traditional planning models; why your vision matters more today than ever; improvement versus innovation; how to think "backwards from perfect"; the interactions of focus, leverage, and creativity; breakthrough improvements versus incremental gains; the 7 "MP" tools; and the new "F-A-D-I-R" methodology Speaker  Mark Smith, Lean Master, Breakthrough
Management Group
Mark Smith is an executive trainer and mentor with expertise in strategic thinking, planning, change management and quality improvement. Smith specifically focuses on the methodologies of Lean, TRIZ and Hoshin Planning. He works with clients using these teachings to develop creative strategic plans and build curriculum for new, innovative courses that link strategy, planning and culture change. Originally trained in engineering, Smith started his career in improvement and planning as a shop floor industrial engineer in the apparel industry. With 20 years experience as an engineer, Smith has a firm understanding of the structure behind Lean. His interest in innovation in the workplace led him to TRIZ and since then he has been teaching TRIZ and advising on its uses in strategic planning. Smith was one of the founding members of The Farsight Group, established in 2001. By combining a creative thinking process with a variety of planning tools, he worked with companies to develop strategic plans that drove them toward their ideal futures. He received his bachelor's from the Georgia Institute of Technology and has pursued graduate studies in management at Syracuse University. He has received certification in the kai innovation skills inventory. His professional affiliations include the Institute of Industrial Engineers, The American Society for Quality and the Innovation Network. In 1992, his efforts in the field of quality were formally recognized by the American Hospital Association with their National Quality Management Award. Integrating Lean with ERP: The Means to be Lean 2:40 p.m. -- 3:40 p.m. This session will highlight how to integrate Lean into your ERP system. In this presentation, Kevin Piotrowski will define what it means to be truly "Lean." Lean is a philosophy that transcends the four walls of the plant to cross your entire operations, including the front and back office. The Lean process is a journey that begins with the supplier and extends to the end customer while encompassing the entire value stream. Through real-world examples, this session will illustrate how manufacturers are using ERP technology to augment their lean programs, and in the process how they are enjoying substantial benefits from their combination of Lean and ERP. Speaker  Kevin Piotrowski, Director of
Industry & Product Marketing, Infor
Kevin Piotrowski is the director of industry and product marketing for the automotive vertical. In this role, Piotrowski focuses on maximizing growth and profit for Infor's automotive manufacturing segment for the Americas. Piotrowski joined Infor in 2004 as the director of product marketing for the automotive industry for North American and Asia/Pacific regions. Piotrowski comes to Infor from TradeBeam (formerly SupplySolution, Inc.) where he was responsible for leading the product management team in the design, development, and rollout of the iSupply family of products. Prior to that, Piotrowski served in various roles within purchasing, materials management, product control, and information technology at Delphi Automotive Systems and General Motors Corporation. As a senior staff assistant for Delphi Automotive Systems he was responsible for designing, testing and implementing SAP, QAD and various other legacy systems globally. Piotrowski earned a bachelor's degree in computer science and engineering from the University of Michigan and received his master's in business administration from the Jesuit University of Detroit. Taking Continuous Improvement Beyond the Plant Floor 3:50 p.m. -- 4:50 p.m. Where are most of your costs and assets? The plant floor is important, but makes up a limited portion of your balance sheet and P&L statement. Continuous Improvement programs significantly advance financial performance when extended beyond the plant floor to include functions around its boundary with extension to suppliers. Most of you have improved individual functions, or silos, but much waste remains between these individual functions and the related business processes. This presentation will examine how to relate financial reports to continuous improvement, executive metrics and your next promotion. Speaker  Ralph Rio, Research Director Enterprise
Software, ARC Advisory Group
Ralph Rio has been deeply involved in the manufacturing industries for over 30 years. He has been involved with Continuous Improvement programs since 1982 starting with Six Sigma at Motorola and later with GE, where he reached the level of Six Sigma Black Belt. He was first published on the subject of lean manufacturing in 1994 and now has over 20 articles published on continuous improvement programs. This experience and research provides the depth of understanding needed to assess the progress of continuous improvement and to take it to a higher level. Rio has been with ARC Advisory Group for 6 years. He has written about and engaged with clients for managing continuous improvement programs (lean manufacturing and Six Sigma) and production management (manufacturing execution systems). Before joining ARC, Rio was with GE Fanuc Automation (GEF) as their Manager of Marketing for their CIMPLICITY software and services. Prior to that, he was Intellution's marketing manager for all of their HMI software products. Rio also has 6 years with Digital Equipment Corporation and 12 years with Motorola. Rio holds a bachelor's in mechanical engineering and a master's in management science from Rensselaer Polytechnic Institute in Troy, NY. Wednesday, April 25 Office Lean 9:10 a.m. -- 10:10 a.m. Many organizations have made progress implementing lean in their production and shop departments by applying the traditional Toyota Production System tools. The logical next step is to lean the office environment. However, because the office is vastly different in operation, culture, leadership and deliverables, the frequent outcome of a lean endeavor in the office are false starts, overwhelming resistance, disappointment and unsustained gains. Attend this session to learn how to achieve lean office success by applying non-traditional lean techniques coupled with organizational development, change management and other sustaining tools. Speakers  Tim Hutzel, President, MainStream
Consulting
Tim Hutzel is a 40-year veteran of industrial manufacturing, quality, engineering and management. He has the unique ability of supplementing his operations experience and manufacturing engineering degree from Miami University (Ohio) with a post-graduate degree in organization development from Bowling Green State University. This blend of the "technical" and "organizational" has provided Tim with the advantage of having a radar screen that goes far beyond the normal scope and tool box of traditional Lean implementers who focus on Kaizen or Lean "events." Trained by the Shingijutsu experts while he worked in Japanese factories, Hutzel discovered that the missing link to sustainment of Lean was the need to treat Lean Transformation as an organizational development initiative, not simply a series of Lean events in hopes that the organization would eventually "get it." Hutzel, who was responsible for Lean at GE Aircraft Engines and was on the select Jack Welch team to implement Lean (via DFT) across all of GE, recalls, "Whenever we would ask the Japanese, what was next after kaizen, they never seemed to understand our need to connect the dots organizationally. I now understand why. Kaizen was only one component of the Toyota Production System which began with Japan's reconstruction in the late 1940's. TPS and kaizen evolved over 50 years! The organizational aspect of Lean was always in the background with them as Lean evolved; Shingijutsu never appreciated that we westerners needed to understand that. That was my epiphany; that Lean transformation meant coaching the entire organization to behave in a holistic Lean context, not just the shop floor, not just manufacturing, and not just by conducting Lean events."  Al Ryan, Vice President, Mainstream
Consulting
Al Ryan is a 45-year veteran of service management, quality, and corporate management. He has over 20 years of executive operational experience at a corporate level as well as 20 years of hands on general manager experience in field operations. Ryan also has international experience including 5 years in Europe as a senior executive. This experience along with a bachelor's degree in Business Administration has provided Ryan with the advantage of being able to bring together and maximize the effectiveness of corporate and field operations through his understanding of each and their specific requirements to contribute to the success of a viable corporate enterprise. He has published articles and made presentations on LeanService as well as being a contributing author for a book focused on the security industry. He has been recognized as a leader in the service industry through his induction into the American Association of Service Managers International's prestigious Presidents Club. Ryan also served honorably in the US Navy. Performance Metrics that Matter: Choosing Information Over Data 10:20 a.m. -- 11:20 a.m. Computer-based Automation and Information Systems have been deployed in industrial operations for decades often with less than spectacular results. There are many contributing factors involved including abnormal focus on the technology rather than plant performance, difficult to traverse organizational silos and death-by-initiatives. As the technology has advanced in capability it has finally begun to realize its true potential. The first step in the move to getting incremental business value from industrial assets is the development of effective and empowering performance metrics right for each person and group in the plant. The evolution of real-time performance measurement systems that are driving new levels of business performance in industrial plants will be presented. Speaker  Dr. Peter Martin, Vice President
& Manager of Performance Management, Invensys Process Systems
Dr. Martin joined The Foxboro Company in the 1970's and has worked in a variety of positions in training, engineering, product planning, marketing and strategic planning. He left Foxboro to become vice president at Intech Controls and also at Automation Research Corporation before returning to Invensys in 1996. Since his return he had been vice president of marketing for Foxboro and chief marketing officer for Invensys Manufacturing and Process Systems prior to moving into his current position. He has authored numerous published articles and technical papers and has written two books: Bottom Line Automation and Dynamic Performance Management: The Pathway to World Class Manufacturing. Dr. Martin holds multiple patents including the patent for Dynamic Performance Measures, Real-Time Activity-Based Costing, Closed-loop business control, and Asset and Resource Modeling, which are the basis for Fortune recently naming him a Hero of U.S. Manufacturing. He was also recently named as one of the 50 Most Influential Innovators of All Time by the Instrument, Systems and Automation Society (ISA). Dr. Martin has bachelor's and master's degrees in mathematics and a master's degree in administration and management, a master's of biblical studies, a doctorate in industrial engineering, and is in the process of completing his doctorate in biblical studies. Integrating Lean Manufacturing and Six Sigma: The Challenges and Benefits 11:30 a.m. -- 12:30 p.m. Many companies think they have to start improvement efforts by using either Lean Manufacturing concepts or Six Sigma. They select Lean or Six Sigma depending on what seminars or workshops they have attended. Many select Lean because of the large amount of training that is required to start up a traditional Six Sigma program. An effective Lean program can reduce lead time, work in process, and inventories. However, Lean will not help solve quality issues, reduce process variations, or bring a process into statistical control. Lean improvements also can be slow across the entire company because Lean does not establish the cultural infrastructure developed using Six Sigma. On the other hand, most of the Six Sigma methods do not focus on time. They are concerned with identifying and eliminating defects. Six Sigma does not address process speed or lead time. What is needed is a blend of Lean and Six Sigma or Lean Six Sigma. In this presentation, Frank Garcia and Tom Lawton will review Lean and Six Sigma concepts and how they can be combined into an effective Lean Six Sigma program. Using this approach, the focus is not on training green and black belts but on applying the right improvement concepts and techniques for the challenges at hand. Lead times and inventories can be reduced using Lean while Six Sigma techniques are used to reduce defects and process variation. They will provide examples of how Lean Six Sigma techniques have been used to improve the performance of local companies. Building an improvement program on a foundation of Lean concepts, while using Six Sigma analysis and problem solving techniques, can yield the fastest rate of improvement in customer satisfaction, cost and process speed. Speakers  Frank Garcia, PE, Partner and
Director Engineering Services, Advent Design Corporation
Frank Garcia is director, engineering services and partner of the Advent Design Corporation. He has worked and managed projects involving plant layouts and relocation, product design, manufacturing system design and implementation, and quality improvement. He has been involved with many lean manufacturing implementations involving value stream mapping, setup reduction, cellular manufacturing, and kanban systems. He has assisted in the development of manufacturing improvement strategies for national and international companies. His projects have been in the chemical, food, pharmaceutical, electronics, defense, and consumer products industries. Garcia is a registered professional engineer who served seven years in the U.S. Navy submarine force after graduation from the U.S. Naval Academy. After completing his military service, he obtained his master's of in industrial engineering from the Rochester Institute of Technology. Garcia is a senior member of the Institute of Industrial Engineers (IIE) and American Society for Quality (ASQ). He is also a certified Systems Integrator (IIE), Quality Engineer (ASQ) and Quality Manager (ASQ). Tom Lawton, President and co-founder of Advent Design Corporation Tom Lawton, a graduate of MIT, founded Advent Design Corporation in 1984. As co-founder and president he has been and continues to be responsible for corporate planning and expansion, strategic acquisitions, selling the company's services, and providing the expertise and guidance for various business and manufacturing improvement projects. Areas of expertise are manufacturing management, new technology implementation for conventional manufacturing facilities and operational improvement of these facilities. Prior to starting Advent Design Lawton was a sebior field engineer and operations manager in Europe and Africa for Schlumberger. Lawton has also been instrumental in introducing the company's products and services to a diverse range of industries. Advent has and continues to work successfully in the food industry, the metal working industry, the automotive industry, the pharmaceutical industry, the medical device industry, the computer industry, the semi-conductor industry, and the utility industry to name a few. Advent has four primary profit centers, manufacturing automation, product development, planning and productivity consulting services, and contract packaging and manufacturing. Advent works both internationally and nationally but focuses their marketing efforts on regional manufacturers. Advent Design has been named one of the fastest growing privately held firms in the Delaware Valley on nine separate occasions and has been inducted into the Philadelphia Business Hall of Fame. Lawton was named one of the 40 under 40 business leaders in the Delaware Valley and has also been elected to the Philadelphia Business Hall of Fame. Lawton is a member of the American Society of Mechanical Engineers (ASME), Society of Plastics Engineers (SPE), and the Society of Manufacturing Engineers (SME). Conference speakers, topics, and sessions are liable to change at any time. Last Updated April 11, 2007. |
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