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Home Come Join Us in Atlanta April 4-6, 2011 Call For Speakers Advisory Board Contact Us 2008 Highlights 2007 Highlights 2006 Highlights 2005 Highlights About IW Best Plants 
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Conference
Program -- Advanced Continuous Improvement Track Track sponsored by Kronos Incorporated
Tuesday, April 20 How to Implement Kanban Pull Systems 8:40 a.m. -- 9:40 a.m. Linking production directly to customer demand is one of the foundation elements of Lean Manufacturing. Traditional forecast driven batch/push systems are not flexible or responsive enough to effectively respond to customer demand, and are filled with waste and inefficiency. This presentation will describe what kanban / pull systems are, why they are important, how to calculate key values such as trigger point and lot size, and will present examples of various types of signals. We will also discuss how kanban / pull systems fit in to or can be used to drive your overall lean strategy. Actual examples will be shown and discussed. This presentation will be useful for those just starting their lean journey and needing an overview of the topic. It will also provide useful information to the more experienced practitioner. All participants will pick up new techniques related to kanban / pull systems of various types and levels of complexity. Speaker  Will Franks, Vice President of
Production, Reliable Automatic Sprinkler Co.
Will Franks has been at the leading edge of various continuous improvement and lean methodologies for nearly 30 years. Beginning as a design and manufacturing engineer with Xerox Corporation in the early 80s, he participated in one of that company's first "Leadership Through Quality" teams, based on Japanese "Quality Circles." This experience continued at Ciba Corning with their "TQM" or "Total Quality Management" approach. In early 1986, he was part of their team to work on a new inventory reduction program called "JIT" or "Just in Time," widely recognized as an early version of Lean. Throughout the 80's and 90's he became an expert and leader in what was known as "World Class Manufacturing" and "Manufacturing Excellence," serving on the board of the Association for Manufacturing Excellence, Northeast Region for seven years. Beginning in 1992 he became involved with and eventually an expert in a new improvement technique known as Kaizen. He helped spread the kaizen methodology to hundreds of U.S. companies by leading "Kaizen Blitz" workshops in cities across the country. Operationally he has held positions such as Vice President of Manufacturing for Pfizer Infusaid, a medical device manufacturer, and VP of Operations for PLC Medical, the Heart Laser Company. In 1997 he started ICON Business Associates, a Lean Manufacturing consulting firm. His clients include Zildjian, the oldest manufacturing company in the U.S., and Thermo Scientific, a $10 billion instrumentation and services company. He currently is Vice President of Production at the Reliable Automatic Sprinkler Company, manufacturer of fire sprinklers and related fire sprinkler system components. Franks has a bachelors in Mechanical and Aerospace Engineering from Cornell University, studied toward a masters in Industrial Engineering at Rochester Institute of Technology and holds a Master of Business Administration degree from UMass Dartmouth. He is also a member of Delta Mu Delta business honor society, and the Mensa High IQ Society. Staying Competitive in Difficult Times: Surviving the Perfect Storm through Continuous Improvement 10:00 a.m. -- 11:00 a.m. The presentation will discuss how AUtoliv's process of continuous and visual management has helped the plant to continue to progress despite the various outside influences including last year's economic situation. Since 2006, this airbag facility has dramatically increased its operational income and increased total units produced by 9%, all while seeing a 38% reduction in overhead, a 40% reduction in working capital needs, a 68% reduction in capital expenditure per production line and a 98% reduction in premium freight expense. These improvements happened in two of the most challenging years in the automotive industry. Speaker  Keith Bingham, Autonomous Manufacturing Center Manager, Autoliv Ogden Assembly -- Airbag, Autoliv Americas
Keith Bingham is an Autonomous Manufacturing Center Manager for Autoliv's airbag assembly facility in Ogden, Utah. Bingham has been with Autoliv more than 20 years, gaining cross-functional experience in engineering, testing and operations. Prior to his current role, Bingham worked in research and development, managing Prototype Operations and Testing Services for the Ogden Technical Center. He also spent a considerable length of time being mentored in the Toyota Production System and was subsequently asked to manage the Toyota Production Group. Bingham currently manages the Inflatable Curtain Production Group at the Ogden plant. This group submitted more than 45% of the plant's 98,000 employee suggestions last year, with the majority of these suggestions coming in the midst of a major transfer of production lines from another facility. With over $6 billion in annual sales, Autoliv is a worldwide leader in automotive safety. The Company develops, markets and manufactures airbags, seatbelts, safety electronics, steering wheels, and anti-whiplash systems in 80 plants across 28 countries. Are you Engaged in Continuous Improvement or Continuous Catch-up? 1:20 p.m. -- 2:20 p.m. Much of the material written and spoken about under the guise of continuous improvement (CI) can neither be classified as improvement nor is it continuous in nature. There are various levels of maturity under the general topic of CI. Beginning with the level of continuous catch-up, which is much like treading water; to a full-blown, culture-driven effort of CI I call Toyota Continuous Improvement.
 Lonnie Wilson, Owner/Principal
ConsultantQuality Consultants
Lonnie Wilson has 20 years of manufacturing management experience with Chevron Oil Company. During this time, he held management positions in facilities planning, oils planning, quality, IT, environmental engineering, process engineering, designs engineering, production and maintenance. In 1990 he started Quality Consultants. Clients include firms in manufacturing as well as the fields of education, healthcare and other service sector businesses. Quality Consultants serves small firms as well as Fortune 500 firms in the U.S., Mexico and Canada. Wilson is an expert in Lean Manufacturing techniques and applications including the implementation of the Toyota Production System. He not only instructs management professionals in the applications of these lean techniques; he is an on-the-floor-implementation professional. His new book, How To Implement Lean Manufacturing, was published by McGraw Hill, and released in August. He is well versed in problem solving skills. He is an expert in statistical problem solving as well as logical techniques such as Kepner-Tregoe methodology. He is a Certified Six Sigma Master Black Belt and he not only utilizes the Six Sigma tools but he is an active Six Sigma trainer. Wilson has a bachelor's in chemical engineering from Washington State University. He is an active Senior Member of the American Society for Quality and is the past Chairman of the Education Sub-committee. Considerations for Lean Material Flow Success at Ford 4:00 p.m. -- 5:00 p.m. The presentation will revolve around Ford's efforts to move materials through its manufacturing process in a smooth, balanced fashion using a lean approach for material movement primarily using tugs and carts. It will investigate the various factors that must be addressed to make the program work the first time, what to avoid and what to expect as measurable results. Speakers  Larry Tyler, Co-Founder & principal, Kinetic Technologies, Inc. (d.b.a. K-Tec)
Larry Tyler is co-founder and principal of Kinetic Technologies, Inc. and for the last seven years has served in various leadership capacities the most recent being vice president of sales/marketing helping customers implement lean material flow systems in their plants and warehouses. He has 28 years of prior experience with The Lincoln Electric Company and its largest subsidiary, Lincoln Canada where he lead an international program to implement operational cost reductions in plants in North America and Europe. He holds a BSE from Cleveland State University, Fenn College of Engineering and an EMBA from Case Western Reserve.  Larry McAdam, Lean Material Flow Manager, Ford Motor Company
Larry McAdam received his BSc from SUNY at Buffalo N.Y., and has been the Packaging/Material Flow Engineer at Ford Motor Co. Automatic Transmission Operations for the past 15 years. McAdam has prior experience in material handling at GM Powertrain Division and worked on various packaging design systems through Chrysler Corporation during the original launch of the Jeep Grand Cherokee. Wednesday, April 21 Integration of Best Practices across Multiple Manufacturing Sites 8:40 a.m. -- 9:40 a.m. With the competitive pressures that nearly all manufacturing organizations currently face, it only makes sense to maximize operational performance and cost reduction opportunities through a robust, effective replication strategy for best practices. Almost all manufacturing leaders agree that sharing and implementing best practices is crucial to their competitive viability. However, very few organizations have an effective methodology to do so. This presentation attempts to identify the reasons why organizations fail to replicate best practices and presents concepts that currently are being used successfully to achieve the maximum benefit. Speaker  Charles Parke, Lecturer, The
University of Tennessee
Charles Parke is originally from the Knoxville, Tennessee area. He graduated in 1985 from the University of Tennessee at Knoxville where he majored in Industrial Engineering. He worked in the automotive industry for approximately nine years with TRW in Rogersville, Tennessee in various engineering and manufacturing management positions. In 1994, he became the Plant Manager of the Snapper Power Equipment facility in McDonough, Georgia. Two years later, he was promoted to Vice-President of Operations. He was hired in 1998 by Lifestyle Furnishings as the Vice President of Manufacturing and Product Engineering for their Lexington Home Brands Division. In 2001, he joined Maytag as the Vice-President of Operations for the Laundry Division in Herrin, Illinois. Parke returned to the University of Tennessee in 2003 to receive his master's in Business Administration. In 2004, he was promoted to the position of Division Vice-President for Whirlpool's Cooking Division. Two years later, he left Whirlpool for a CEO position at a privately held collection of companies. In 2007, he accepted a faculty position with the University of Tennessee. Applying Lean Tools to the Maintenance and Reliability Function 10:00 a.m. -- 11:00 a.m. The goal of any Lean transformation is to create value for customers by eliminating waste in routine operations in plant operations, engineering, purchasing, distribution and retail. This presentation will focus on one key area of the enterprise -- the Maintenance and Reliability function. Typical maintenance organizations do not operate in a lean fashion; in fact, the vast majority are highly reactive and waste significant material and labor resources. Reliability is poor, causing significant losses in production and quality. These organizations operate with significantly higher costs and lower effectiveness than those that are proactive and in control of asset health. Fortunately, some of the same "Lean thinkin" that is used on the manufacturing side can also be applied to the Maintenance organization to help address these issues. Tools such as 5S, elimination of the Seven Deadly Wastes, value stream mapping, mistake proofing, kaizen and jidoka have as much direct applicability to the maintenance function as they do to the manufacturing operation. Many can be employed with little cost, but can make a huge difference in the efficiency and effectiveness of the maintenance function. This presentation will discuss the purpose of these tools and will examine how they can be applied to maintenance with the goals of improving equipment reliability while reducing waste and its associated cost. Speaker  Bruce Hawkins, Director of Field
Operations, Management Resources Group, Inc.
Bruce Hawkins is a management consultant with more than 32 years experience in implementing systems and processes targeted at improving machinery reliability. He has extensive experience at helping companies achieve significantly improved operating results while dramatically reducing costs. An accomplished public speaker and educator, he has taught over 100 courses in Maintenance and Reliability Management as well as in Reliability Centered Maintenance and Root Cause Analysis techniques. Having held positions in Engineering, Line Management, and Corporate Management, he is well versed in overcoming barriers to implementation of Proactive Maintenance methodologies. Demand Segmentation: How Less Inventory and Improved Service Levels Go Hand-in-hand 11:20 a.m. -- 12:20 p.m. Understand how the practice of demand segmentation provides critical insight for your business and product portfolio strategies and helps drive operational excellence throughout the supply chain. See how manufacturers are using demand segmentation to select service strategies such as pull and make-to-order; rationalize their product portfolios; and determine how to optimize supply chain relationships. Gain insight from TBM and their client, Carlisle Tire & Wheel, who analyzed demand patterns to drive double-digit improvements in on-time delivery, reduced costs and significantly improved inventory turns. Speakers  John Sikes, Plant Manager, Carlisle Engineered Transportation Solutions
John Sikes has over 14 years experience in various Engineering and Operations roles for Delphi Automotive and Lear Corporation. He joined Carlisle Engineered Transportation Solutions in 2007 as the Director of Lean and was involved with the initial lean implementation. For the past six eight months he's been the Plant Manager at their tire manufacturing plant in Clinton, Tenn.  Ken
Koenemann, Managing Director, Lean Value Practice, TBM Consulting Group, Inc.
A lean leader with more than 16 years of experience with lean and Six Sigma implementation across the value chain on both the shop floor and in business processes, Ken Koenemann brings to TBM expertise in teaching and coaching lean and value-chain concepts and using those concepts in sourcing, manufacturing, warehousing, distribution, and planning and scheduling processes. Before joining TBM, Koenemann was director–delta at American Greetings in Cleveland, where he served as a leader of the internal strategy and consulting organization focused on delivering large transformational projects to meet strategic objectives. While there, he led the redesign of the seasonal card business, and initiated a business-process redesign effort to enable new go-to-market strategies and reduce costs. Earlier in his career, Koenemann was managing director consumer & industrial market supply chain practice where he worked as a consultant to large and mid-sized consumer and industrial companies implementing lean and Six Sigma across supply-chain operations. As managing director of TBM's Lean Value Chain Practice, he has focused exclusively on delivering Lean Value Chain training and implementation with companies such as Assa Abbloy, ConMed, Energizer, McCain, Pactiv, Sealy and WIKA Instruments. Koenemann's lean experience began with Toyota Gosei, where he was responsible for deploying TPS in the manufacturing operations in the U.S. as well as in the supply base. He was trained by two original members of Taiichi Ohno's Autonomous Study Group and spent six months in Japan learning and implementing TPS. He has a bachelor's in management from the University of Missouri–St. Louis. Conference speakers, topics, and sessions are subject to change at any time. Last Updated March 29, 2010. |
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