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Conference
Program -- Continuous Improvement Fundamentals Track Track sponsored by American Society of Quality (ASQ)
Return on Culture: Understanding the Benefits of Being a Continuous Improvement Focused Operation 8:50 a.m. -- 9:50 a.m. This session does a side-by-side comparison of a traditional plant and a plant transformed by progressive initiatives, and it presents the concrete ROI of a continuous improvement culture. This story plays out across the U.S. every day. But, what's the difference between the traditional and non-traditional plant? And what accounts for the non-traditional plant's success? In a word, the difference is culture. Management in a traditional plant doesn't address the reasons employees resist continuous improvement initiatives nor the root causes for their failure. The presentation will identify these causes and challenge conference attendees to demand a positive "return on culture" by adopting new thinking. Additionally, this presentation will teach participants the foundational elements of establishing, nurturing and sustaining a culture of continuous improvement. Real case studies are used to illustrate the successful approaches and subsequent results. Using video, you will see and hear from both management and employees how working in a non-traditional plant has positively impacted their organization, their personal lives, and their community. Speakers  Sue Bingham, Founder &
Principal, HPWP Consulting, LLC
Sue Bingham is the Founder and Principal of HPWP Consulting, LLC, a firm focused on organizational performance. She has provided direction to companies in the pharmaceutical, aerospace, food, floral, textile, biofuels, chemical and medical device industries for over 25 years. She has a proven track record of operating in high pressure, fast-paced, and complex environments. Her primary consulting focus is developing and implementing common-sense organization systems that positively impact an organization's bottom-line. Bingham is recognized as a expert practitioner of work design/re-design, process analysis and streamlining, high performing team development, meeting design/planning, small and large group facilitation, and learning systems for adults. 
Chesley ("Check") Heck, Sr. Director of Manufacturing, Southeastern Mills, Inc.
Chesley (Check) Heck is currently Sr. Director of Manufacturing at Southeastern Mills, Inc. After serving 4 years in the Marine Corps, Heck began his career grinding black pepper in a small seasonings company in Missouri. He was quickly promoted to Supervisor. The company was purchased by a major food manufacturer and he continued in the same location and job, but was looking for more opportunities to use his management skills. His new company moved him to Arkansas to manage a new line. He was then promoted to plant manager to head one of the company's facilities in Tennessee. In 2005, he was recruited by Southeastern Mills, Inc. As a veteran of the food industry, he had knowledge of this company and had always been interested in their high performance work place reputation. Since that time, Heck has been promoted three times and now heads the division's operations. 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. Introducing Employees to a Continuous Improvement Culture: Best Plants Winners Panel Discussion 3:00 p.m. -- 4:00 p.m. Speakers TBA Wednesday, April 29 Continuous Improvement Culture Shock 8:35 a.m. -- 9.35 a.m. This session will look at some of the key mistakes many organizations make when they decide to pursue a lean transformation, including equating lean with tools, overcommunicating too early, treating lean as a program separate from the business, focusing on the "what" vs. the "how," and the critical role leadership plays in the entire journey. Speaker  Kurt Woolley, Strategic
Program Manager, Intel Corporation
For the last 6 years, Kurt Woolley has focused on driving a Lean transformation within Intel's world-wide fab/sort manufacturing (FSM) organization; this journey has included the cultural transformation of several plants, resulting in world-class cycle time performance within a 200mm fab, as well as significant improvements in cost, die yield and line yield; recent efforts have also included the adoption of Lean methods within Intel's product development groups. Woolley has a master's in industrial engineering, is a Shingo Prize award judge, and has received extensive training through several Lean sources, including the Center for Quality People in Organizations (CQPO), Toyota, and the Lean Learning Center (LLC) in Novi, Michigan. Measuring Up: How and Why to be an IW Best Plants Winner 9:55 a.m. -- 10:55 a.m. IndustryWeek Best Plants awards coordinator Jill Jusko, will discuss the benefits of being an IW Best Plant and walk attendees through the IW Best Plants application, highlighting key questions and providing insights into performances achieved by past participants. Speaker  Jill Jusko, Senior Editor & IW
Best Plants Award Program Coordinator, IndustryWeek
Jill Jusko coordinates IndustryWeek's Best Plants Program, which annually salutes the leading manufacturing facilities in North America. She has been a member of the IW Best Plants judging team since joining the IndustryWeek staff in 1998 and was named coordinator of the program in late 2004. Jusko also has served as the editorial project director of the IW/MPI Census of Manufacturers and as new media editor of IndustryWeek.com. In her position as senior editor, Jusko is responsible for covering the consumer products industry and energy-related issues. 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 January 5, 2009. |
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