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Conference
Program -- Continuous Improvement for Process Manufacturers Track Track sponsored by ABB
10 Pitfalls to Avoid in Process Improvement Initiaitves 8:50 a.m. -- 9:50 a.m. This session will look at various problems that frequently hinder process improvement work and offer suggestions on how to avoid them. Riley will discuss how these pitfalls are often interrelated and linked, and how they can create a domino effect with exponential negative impact if not properly addressed. Speaker  Paula Riley, ASQ Certified Black
Belt, Riley Process Excellence, LLC
Paula Riley is the managing member of Riley Process Excellence, a Lean Sigma consulting firm, and Director of Improvium US, a consulting firm focusing on the chemical and petrochemical industries. She is a certified ASQ Six Sigma Blackbelt. Riley has over 16 years experience in process improvement work in specialty chemicals, as well as other work in water/wastewater, waxes, and activated carbon. Value-Stream Mapping in a Process Industry 1:40 p.m. -- 2:40 p.m. Manufacturers implementing lean techniques often depend on mapping tools to provide a straightforward analysis of material flow through the value stream. In one respect, process manufacturers are no different. However, this session takes a look at what challenges are specific to process manufacturers and how value stream mapping can be tailored to suit their needs. Speakers  Tom Shehy, LeanSigma® Manager, Seaman
Corporation
Tom Shehy is the LeanSigma® manager at the Wooster, Ohio Coating & Fabrication Operations facility of Seaman Corporation. He has been overseeing the management of Seaman's LeanSigma® implementation initiative from its inception. Shehy has over 27 years of manufacturing experience in various Materials and Operations management positions with Cooper Industries, Nissin Brake and Leggett & Platt. Shehy is a graduate of Wittenberg University; A.P.I.C.S. certified and recently completed the requirements of TBM's Lean Certification Program. 
Stephen Smith, Managing Director and Global Process Industry Leader, TBM Consulting Group
Stephen Smith, TBM managing director and global process industry leader, worked around the world as an engineer and earned an MBA from the Harvard Business School before joining TBM in 1995. Smith was a design and construction engineer in the Middle East and Europe and worked with companies such as Aramco, Timken, Masco, and Delco Remy America in line, senior staff, and executive positions. An early adopter of lean philosophies, Stephen became known for his ability to translate these principles into operating results. Since joining TBM, Stephen has become a trusted advisor to companies such as Allied Signal, Assa Abloy, Kodak, Hillenbrand Industries, McCain Foods, Bunge, Kaiser Aluminum, and Vermeer Manufacturing. When TBM needed a seasoned, creative executive to lead one of its own companies, Stephen was selected for the job and spent a year transforming a troubled company in Arkansas. A graduate of the University of Texas, Smith now focuses primarily on helping some of our largest global client partners accelerate their rate of transformation. Aligning Resources on Top Priorities: The Hershey Company Case Study 3:00 p.m. -- 4:00 p.m. Every improvement initiative in your organization is a sum of the individual projects and actions undertaken by employees throughout the organization. While many leaders discuss the strategic goals and initiatives, the success of these initiatives often rests on the ability of the organization to effectively direct its resources against these goals. The resource decisions made by managers at all levels will either move the organization closer to its goals or further away. Learn continuous improvement tools and strategies that The Hershey Company has used to help managers, at all levels, make better prioritization decisions in assigning resources. By deciding what not to do the company has been able to focus more attention on the critical priorities. This session will outline tools and practical steps that you can take to help your organization make better prioritization decisions. In addition we will introduce the structure that The Hershey Company is using to optimize resource assignments through better visibility of priorities, both through the chain of command and across multiple business functions. Speakers  Deborah Laudenslager,
Director, Industrial Engineering, The Hershey Company
Laudenslager is presently the director, industrial engineering at The Hershey Company. Laudenslager's current role involves providing strategic guidance, leadership and IE resources to the organization as Hershey develops a continuous improvement culture. Additionally, Laudenslager's area is responsible for providing product costing and sourcing solutions for new and changing items, developing long range capacity solutions and strategic global manufacturing facility plans, and leading the organization's RFID initiative. She has a bachelor's in industrial engineering from Penn State University and has had various roles within The Hershey Company during her career including manager, supply chain planning & analysis, production manager, business analyst, and industrial engineer. 
Gaurav Gupta, Lead Consultant, Stroud Consulting
Gaurav Gupta is currently a lead consultant at Stroud Consulting. Gupta has had experience working with clients in a variety of industries from food and beverage to healthcare to oil and energy. Through partnering with clients in these industries, he has been able to deliver significant improvements in their critical business processes. Gupta's areas of expertise include productivity improvement, asset rationalization, and organizational change. In addition to his work with clients, he is also a part of the leadership team at Stroud Consulting where he has responsibilities in business development, recruiting, and intellectual property development. Gupta received a bachelor's from Middlebury College and a master's from Cornell University. Evolution of Continuous Improvement in a Regulated Industry 4:20 p.m. -- 5:20 p.m. Government and industry regulation add an additional level of complexity to the continuous improvement process. This session will address how continuous improvement is evolving in the heavily-regulated, worldwide pharmaceutical industry, Using anecdotes, examples and industry observations, Scott will discuss the Pfizer Global Manufacturing (PGM) system for continuous improvement and the far-reaching effects of continuous improvement implementation across complex industries. Speaker  John Scott, Ph.D., VP, Continuous
Improvement, Pfizer, Inc.
John Scott began his career in Pfizer in 1978 supporting Organic Synthesis and Fermentation operations in Ringaskiddy, Ireland. In 1985, he transferred to New York, working though a series of technical support, engineering and operational roles to become senior director, technical services for Pfizer Global Manufacturing (PGM). In 2003, he was appointed vice president, leading the implementation of the Right First Time strategy in PGM. At the beginning of 2008, Scott was named the VP of Continuous Improvement for Pfizer Inc. Scott has a Ph.D. in Chemical Engineering from Queen's University Belfast in Northern Ireland. Wednesday, April 29 Keep It Up: Sustaining Continuous Improvement Initiatives 9:55 a.m. -- 10:55 a.m. The ultimate objective of any company is to create a culture of continuous improvement that is sustainable for the future. The Toyotas of the world have been able to do this, and it has given them competitive advantages. The only way to do it is to develop a systematic approach and not a "tool" approach. Milliken & Company has been able to develop such a system. It is based on a decade of working with consultants from Japan to develop the Milliken Performance System. A common language and common process have been developed in 48 locations worldwide, and these have helped the privately owned textile and chemical company survive in a very competitive industry. The Milliken Performance System has stabilized the processes and the work that the associates do, and it has allowed them to spend time on continuous improvement work as part of their jobs, not added work. In this session you will gain insights about how to implement a systematic approach in your own facility. Speaker  David Rowland, Corporate Director
of Milliken Performance System, Milliken & Company
David Rowland is a world-wide recognized expert in the field of Total Productive Maintenance (TPM). He achieved this status due to initiating and leading the global implementation of the Milliken Performance System for Milliken & Company since 1994. Working closely with the Japan Institute of Plant Maintenance, JIPM, Rowland led Milliken to 56 different JIPM TPM Prize Awards. Rowland has also worked with several Milliken & Company suppliers and customers in the implementation of TPM. Prior to his leadership of the Milliken Performance System, Rowland had a successful manufacturing career serving in multiple plants and capacities. He has held positions of manufacturing leadership including production management, process improvement, human resources and plant management since joining Milliken & Company in 1971. He holds a bachelor's in industrial management from Clemson University and is a certified TPM Instructor through JIPM. Conference speakers, topics, and sessions are liable to change at any time. Last Updated April 4, 2009. |
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