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Conference
Program -- Continuous Improvement Fundamentals Track Track sponsored by American Society of Quality (ASQ)
Implementing TPS: A Cultural Transition to Success 10:10 a.m. -- 11:10 a.m. For many businesses implementation of the Toyota Production System (TPS) requires many new concepts such as 5S, Kaizen, Asa-Ichi, Genchi-Genbutsu and Yamazumi charting. The implementation of these tools does not guarantee the success or improvement of a business. Sometimes companies can experiences negative effects as a result of improper implementation. The key to success is the cultural transformation of the business by changing the business' operating philosophies and culture to fully embrace these principles and their associated methodologies. Only then can a company begin to understand and experience the potential improvements the organization can achieve. Using tools incorrectly can do a lot of damage, and improper implementation of the Toyota Production System can have the same effect on an operation. This session discusses what you can learn from the lessons the Raymond Corporation learned on its way to fully embracing TPS. Raymond is well into its TPS journey and is continuously working to make improvements that will better the company. The presentation will offer other companies the opportunity to learn from Raymond's TPS implementation as they implement TPS in their own facilities. Speaker  Jim Hauss, Manager, Quality Assurance
and Warranty Administration, The Raymond Corporation
Jim Hauss is the manager of quality assurance for The Raymond Corporation's Greene, N.Y., facility and manager of warranty administration for Raymond's North American operations. He has more than 25 years of experience in program management, quality, reliability, operations and engineering using systems- and process-focused methodologies within a Six Sigma and Lean Manufacturing environment. Hauss has experience in diverse industries, including defense, electronic assembly and pharmaceuticals. Hauss is currently involved in the implementation of traditional Toyota Production System (TPS) philosophies at The Raymond Corporation, which is an integral member of the Toyota Materials Handling Group. Hauss received a bachelor's in electrical engineering from Rochester Institute of Technology in Rochester, N.Y., with postgraduate studies in infrared systems design. Hauss has earned Green Belt certifications in both System Engineering/Design for Six Sigma and in Certified Process Improvement Facilitation. Standard Processes: Building a Framework for Your Continuous Improvement Culture 1:40 p.m. -- 2:40 p.m. Consistent processes result in consistent outputs. This session emphasizes the critical role of standardization in continuous improvement strategies and provides attendees with relevant examples of successful standard processes. Implementing standardized processes creates an organization that sustains continuous improvement, improves performance and results, and accelerates organizational learning. The first step to realizing the full benefits of a lean philosophy is to implement standardized processes throughout the organization. Many organizations dismiss the need to create standardized processes and therefore fail to make significant progress and sustain performance. Discover the overlooked foundation for building a continuous improvement culture. Speaker  Jonathan Taurman, Process Manager,
EMTEQ Inc.
Jonathan Taurman provides 14 years of experience in the aerospace, automotive, and industrial machinery industries. He has delivered results in nearly 200 team-based improvement events by implementing lean/six-sigma, hoshin kanri, and Malcolm Baldrige principles. Taurman has worked for John Deere, Briggs & Stratton, and multiple OEM suppliers in roles including operations, quality, design, and adult learning. Currently, he is a process manager for EMTEQ Inc., an aerospace electronics manufacturer, and is responsible for strategic deployment, lean implementation, and AS9100 quality. He has a bachelor's in education and a master's in business administration. Lessons Learned from IndustryWeek's Best Plants Winners: Introducing Employees to a Continuous Improvement Culture 3:00 p.m. -- 4:00 p.m. One of the most common stumbling blocks for change is that people don't understand why it's so important. This session, which features a panel of IndustryWeek's 2008 Best Plants winners, focuses on the specific changes necessary to getting workforce buy-in when implementing a culture of change and provides proven suggestions on how to bring everyone on board. If you've ever heard, “But I've always done it this way in the past,” then this session is for you. Learn how IW's 2008 Best Plants winners successfully introduced a continuous improvement culture to their workforces. Hear how they addressed employees who simply refused to accept the culture change. And bring your own questions to ask the panelists. Panelists Jessyca Gajewski, Continuous Improvement & Industrial Engineering Manager, Greatbatch Roger Tapke, Senior Vice President, Operations, DST Output East Luis Roman, Cordis de Mexico General Manager, Cordis LLC Chris Hoyle, Plant Manager, Baldor Electric Co. Jeff Powers, Director of Operations, Thermo Fisher Scientific LLC Managing Complexity 4:20 p.m. -- 5:20 p.m. Managing complexity is a major challenge facing manufacturing companies today. To manage it well, you need to think beyond your current comfort-zone and embrace innovative techniques that put a new "spin" on the same old business practices. Through continuous improvement of existing processes and a well-trained workforce, Donnelly has developed a way to effectively manage complexity and move towards a better way of functioning as a successful business. This session will discuss how to manage -- and reduce -- complexity through internal processes that focus on your people and how work is accomplished. These best-practice processes that Donnelly has developed and implemented include the Manufacturing Launch Process, the Manufacturing War Room and the Quality Review Management Team Process. Speaker  Ron Kirscht, President, Donnelly
Custom Manufacturing Company
As president of a company registering a complexity index in excess of 40 million when the industry norm is 1.2 million, Ron Kirscht has a lot of insight to offer when it comes to managing complexity and change. Kirscht has been instrumental in leading innovation in Donnelly's many internal processes that have helped the company become a recognized industry leader. Kirscht began his career as an auditor and general advisor to manufacturing companies at the former Coopers & Lybrand accounting firm, now Price-WaterhouseCoopers. Prior to joining Donnelly in 1991 as the vice president of operations, Kirscht was a corporate controller for Plastech Corporation. He was named Donnelly's president in 2000 and has spoken at several key industry conferences and bylined articles for a variety of trade publications. He holds a bachelor's degree in accounting from St. Cloud State University and is a Certified Public Accountant and Certified Management Accountant. Wednesday, April 29 Lessons Learned from 2008 IW Best Plants Winner Lockheed Martin Corp. MS2 Tactical Systems -- Clearwater Operations 8:35 a.m. -- 9.35 a.m. Over the past 34 years, Lockheed Martin's Clearwater Operations has faced and risen to many challenges. The experiences have taught the Clearwater team many valuable lessons, including: quality first; only the lean survive; good people make the difference; teams work; be flexible; and never forget who you are working for. During this session, audience members will be both inspired by Lockheed Martin's journey to world-class manufacturing and informed about the various methods this manufacturing facility employed to get to where it is today. This 2008 IndustryWeek Best Plants winner has worked hard to put the right people, the right programs and the right processes in place to succeed in a challenging and ever-changing environment. Hear how it happened. Speaker  David Brantley, Business
Development Manager, Lockheed Martin MS2 Tactical Systems - Clearwater
Operations
David Brantley has over 34 years experience in the defense electronics manufacturing industry. He began his career at Sperry Univac, and through business mergers and acquisitions worked for Unisys, Paramax, Loral, and Lockheed Martin which he is currently employed. After receiving his BSEE from the University of South Florida in 1974, Brantley began his career as a manufacturing engineer. He advanced through various positions in manufacturing engineering, as a manufacturing/test engineering manager, and as a project manager. He received his master's in business administration from Florida Institute of Technology in 1985 while continuing his career in other positions in proposals and business development. Brantley is a member of the senior leadership team at the Lockheed Martin's manufacturing site in Oldsmar, Florida. Union and Management Partnerships Driving Manufacturing Excellence 11:15 a.m. -- 12:15 p.m. This session will look at the essential role Unions can play in launching and shaping continuous improvement initiatives and the benefits inherent to contributed ideas and strategies. Harley-Davidson Motor Company, in conjunction with the International Association of Machinists and Aerospace Workers (IAMAW) and the United Steel Workers (USW), created a High Performance Work Organization (HPWO) that has proven effective for the past eleven years. The presentation describes a combined hourly and salaried leadership structure that utilizes scorecard-driven performance for natural work groups, negotiates a single labor agreement that does not delineate jurisdiction between IAMAW and USW work, and defines a distinct organizational decision making process. Speakers  Mike Fisher, Production Plant
Manager, Harley-Davidson Motor Company
Michael Fisher is currently a Product Plant Manager at the Harley-Davidson Kansas City Vehicle and Powertrain facility. He has over 14 years with the Motor Company working at different facilities throughout the company. He has served numerous roles including hourly labor positions, front line supervision, human resource generalist and area manager positions. Fisher transferred to the Kansas City facility from the York facility in January 2008. He continues to share his work experience while gaining knowledge of the Kansas City Structure. He currently manages various process areas while working closely with all aspects of the HPWO process.  Al
Hahn, USW Union President -- Local 760, Harley-Davidson Motor Company
Al Hahn is currently President of Local 760 of the United Steel Workers (USW) at the Harley-Davidson facility in Kansas City, Missouri. Haln was hired by Harley-Davidson on May 30th, 1989 at the Tomahawk facility in Wisconsin. He was one of four members appointed to work on the expansion project now known as the Kansas City facility. He played a key role in designing and implementing the joint labor-management High Performance Work Organization (HPWO) partnership in the Kansas City Harley-Davidson workplace and he played an intricate part in the development of the new employee training program. Hahn served as Vice-President of the Local 760 for several years. In his various roles throughout his Harley career, he has mentored and led his fellow co-workers through the HPWO process & continues to support the HPWO goals. Over the past ten years, he has been invited to share his HPWO experiences with various outside organizations and corporations. Throughout his career, Hahn has established many business relationships, hourly and salary, which depend on his wealth of knowledge and ability in providing guidance and support. In 2008, Hahn was elected by the USW members as their full-time Union President.  Tony
Wilson, IAM Union President -- Local Lodge #176, Harley-Davidson Motor Company
Tony Wilson is currently President of Local Lodge 176 of the International Association of Machinists and Aerospace Workers (IAM) at the Harley-Davidson facility in Kansas City, Missouri. He was hired by Harley-Davidson on March 1, 1997 as part of the first group of hires in this new manufacturing facility. This group played a key role in designing and implementing the joint labor-management High Performance Work Organization (HPWO) partnership in the Kansas City Harley-Davidson workplace. In 2000 Wilson was elected by the IAM members in the Paint Department as their full-time Union Steward and Union Co-Leader. In his role as the Co-Lead, along with the salaried Process Lead in the Paint Department, represented all the employees while making joint decisions around the vital functions with management and the natural work groups (NWG's). In 2001 Wilson was elected President of IAM Local Lodge 176 and was re-elected to that position in 2005 and 2008. In this full-time position he now co-leads the entire Harley-Davidson facility in Kansas City. Wilson previously worked at the Kansas City International Airport while earning his Airframe and Powerplant Mechanics license. Conference speakers, topics, and sessions are liable to change at any time. Last Updated April 14, 2009. |
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