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Conference
Program -- Value Chain Strategies Track Track sponsored by BBK
Calculating the ROI of Automation 10:10 a.m. -- 11:10 a.m. Automation technologies should be among the most economically positive investments that a process manufacturer could make, but the current perception is that the economic returns from automation have been disappointing. The historical background of why automation technologies are perceived as underperforming from a business perspective will be presented along with a prescription on how unquestioned high economic returns can be realized through the effective automation of any process manufacturing operation. Traditional measures of business success and current and future real time accounting and performance measurement systems that drive and reveal the benefit from automation will also be addressed. Speaker  Peter G. Martin PhD, D.Eng, VP
Strategic Ventures, 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 VP 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 an master's degree in administration and management, a master's of Biblical Studies degree, a Ph.D. in Industrial Engineering, and is in the process of completing his PhD in Biblical Studies. Proactive Supply Chain Strategies: Supplier Risk Mitigation 1:40 p.m. -- 2:40 p.m. A supplier's error can result in steep consequences for your operation including disruption of production, late deliveries to clients, or worse, product malfunctions resulting in injury, lawsuit and FDA intervention. In this session, Tefen will identify and address supplier risk issues and share its experience, knowledge, tools and systematic approach to mitigating this problem. Speakers  Andrew Schramm, Partner, General
Manufacturing, Tefen USA
Andrew Schramm is a partner at Tefen USA with over twenty years of successful domestic and international experience in a variety of management, operations consulting, program management, and engineering environments. His expertise is in the design and implementation of operational performance programs utilizing Lean/Six Sigma methodologies and techniques. Schramm has worked for and consulted with organizations in a range of industries, including aerospace & defense, semiconductors, medical device, general manufacturing, healthcare, banking, and insurance. They have included organizations such as Northrop Grumman, Schneider Electric, Varian Inc., Alaska Airlines, Intel, ITT, Cardinal Heath, Duke Medical Center, Swedish Hospital, and many others. Schramm has a master's in business administration from the University of La Verne and a bachelor's in engineering from Michigan State University. 
Joe Kelly, Director, General Manufacturing, Tefen USA
Joe Kelly is a director with Tefen USA's general manufacturing division. He has a 20-year combination of operations management and consulting experience with an operational background centered on the medical device and aerospace industries. Prior to joining Tefen, Kelley led a corporate Operational Excellence transformation at U.S. Surgical, a Tyco Healthcare company. During his career, he has provided Lean Transformation implementation leadership to clients in various industries such as aerospace, consumer products, durable goods, medical device, and service organizations. They have included organizations such as Rolls Royce, Waterpik, Karcher, Stryker, TecServ, and many others. Additionally, Kelly also served as general manager for a medical device company where he led regulatory/compliance efforts along with a successful ISO 13485 certification effort. he has a bachelor's and master's in operations management from Shaftesbury University in England. Building the Value Chain: A Case Study 3:00 p.m. -- 4:00 p.m. The session will provide a case study of how a technology company, with limited manufacturing knowledge, was transformed into an effective manufacturer of automotive hybrid batteries. While the technology is exciting and new, creating value for the customer remains rooted in the time tested tools in any Lean transformation toolbox. The topics will include the construction of a viable production system, implementation of continuous improvement methods, and refinement of processes to achieve efficient, effective manufacturing. Speakers  Douglas D. Olander, Senior
Director, BBK
Doug Olander has more than 25 years of experience in large-scale manufacturing and/or multi-site management. He has a proven ability to improve processes and achieve results. An expert in performance improvement, Olander's specialties include lean manufacturing, quality operating system assessment/support, problem analysis and problem solving. His expertise in operations intervention includes manufacturing transition, launch readiness, engineering/operations support and interim management. Specific process experience includes stamping, metal fabrication, plastic molding, machining, and assembly processes. While at BBK, Olander has successfully executed a number of manufacturing transition, due diligence, launch management, and performance improvement engagements. Significant accomplishments include assisting private equity investors with operational due diligence on 23 manufacturing facilities resulting in the formation of a market leading joint venture; facilitating the re-initiation of production in a previously closed facility (including equipment purchase, securing facility access, movement of tools and equipment, and establishing a production system) to address short falls in the supply chain that were impacting a vehicle program launch; and leading a performance improvement team aimed at increasing throughput and delivery—resulting in increased throughput by 253% while maintaining 100% on time delivery. As General Manager/Vice President/Principal Executive Officer of Alma Products, Doug had full responsibility for a $75 million manufacturer of automotive components for OEM service and aftermarket applications. At Alma, he led a turnaround, integrated $15 million in additional work, introduced a full line of new products sourced in China through joint ventures established to manufacture the product, rationalized North American capacity, implemented lean manufacturing in a mature organization, and reorganized manufacturing flow to be more responsive to aftermarket customers. 
David Hess, Director, BBK
Dave Hess has over 10 years of experience in the manufacturing sector, with a constant focus on delivering bottom-line value to clients through a variety of methodologies. His areas of expertise include manufacturing systems, materials management and warehouse management. Hess has served in a variety of positions for BBK clients. He acted as materials manager, where he supervised all inbound and outbound materials for stamping department; he managed salaried and hourly employees and controlled scheduling, inventory and logistics. As a warehouse manager, Hess supervised 100 employees and a 1,000,000 sq. foot warehouse. This included managing scheduling, inventory, logistics, production, and daily operations. In addition to interim positions, he frequently champions specific directives -- Hess led the charge to increase capacity in order to pass the customer requirements. He also prioritized the issues with an in depth capacity analysis and plant simulation; then the team resolved the deficiencies by scrap reduction, increased uptime, increases throughput and the elimination of waste through the use of Value Stream Mapping. Small Volume Manufacturing in a Global Economy -- A Focus on Total Cost 4:20 p.m. -- 5:20 p.m. Whether it's raw materials or finished components, manufacturers know that the initial purchase price is only the tip of the iceberg. This presentation will focus on lessons learned from that experience through case studies and cost data, and it will hopefully open good dialog on how other companies and industries are handling complex global supply chain issues. As a small manufacturer, Cobra Motorcycles faces many of the same challenges as its larger counterparts -- striving to continuously improve internal operations, pushing to find the best and lowest cost global suppliers, and most importantly attempting to design and develop the best products. To these ends, Cobra is currently facing a "Lean Conundrum": internal manufacturing operations are well developed; finished goods inventory of motorcycles and ATVs turn many times per year; and in fact much volume is delivered on a make-to-order basis. Furthermore, machining operations are consistently becoming leaner through big improvements in set-up reduction and likewise reduced batch sizes. In contrast, the supply chain -- relies on for both volume and expertise -- has become very bloated as they have followed current trends and outsourced many commodities to Asia. Large minimum order quantities, long and highly variable transport times, and quality issues are the realities we struggle with daily. To combat these issues Cobra has developed a complete way of looking at the total cost of outsourcing, and as a result has begun to in-source and home-source many of the components on their new CX65 model. Speaker  Sean Hilbert, President, Cobra
Motorcycle Mfg. Inc.
Sean Hilbert is currently president of Cobra Motorcycle Manufacturing and its parent company Cobra Sport. Cobra's niche is the youth racing segment of the off-road powersports market; designing, manufacturing, and marketing six models of motorcycles and ATVs from its headquarters in Hillsdale, Mich. Since taking over, Hilbert has helped the company grow its sales by over 200%, double its number of product offerings, and expand its distribution into several export markets including Europe, Australia, and Latin America. Prior to Cobra, Hilbert spent over a decade in the auto industry at Ford Motor Company and its spin-off Visteon Corporation. He also founded RCE Design & Development, an aftermarket engine performance company, which he has since sold. In 1996, Ford granted him a fellowship to attend the Leaders for Manufacturing Program at the Massachusetts Institute of Technology. While at MIT, he received a master's in mechanical engineering and a master's in business administration from the Sloan School of Management. Prior to that, Hilbert received a bachelor's and master's in mechanical engineering from Michigan State University where he won the National Science Foundation Creativity in Engineering Fellowship for his work on two-stroke engine technology. Hilbert has been an avid motorcyclist his entire life. Wednesday, April 29 Listen In: Voice of the Customer at Plant Level 11:15 a.m. -- 12:15 p.m. The customer is always supposed to be right, but in many cases their voice isn't heard until it's too late. To avoid defects or design flaws, manufacturers have started working more closely with customers at the earliest stages of the product development cycle. This session will explore how quality and customer satisfaction can be dramatically improved by taking full advantage of customer input before the final product is shipped. Speakers 
Chris Thompson, Director of Continual Improvement, QuadTech, Inc.
As director of continual improvement, Chris Thompson oversees QuadTech's Kaizen Promotion Office (KPO), Employee Development, and Sales and Service Operations around the world. Through the power of cross functional teams utilizing Lean/Sigma (waste reducing) techniques, Thompson's staff helps to develop innovative strategies to enhance QuadTech's competitive advantage and bring greater value to its clients. QuadTech, Inc. is a worldwide leader in the design and manufacture of control systems that help commercial, newspaper, packaging, and publication gravure printers improve their performance, productivity, and bottom line results. 
Bill Schwartz, Executive Vice President, TBM Consulting Group
A partner with TBM since 1991, Bill Schwartz is head of worldwide business development. He has introduced lean principles at dozens of companies over the years and often launches LeanSigma® initiatives for new clients. Schwartz has a widely recognized expertise in translating lean principles for business processes in manufacturing and service industries. He is currently responsible for new client development for TBM Consulting Group worldwide, and has consulted with such leading companies as Freudenberg-NOK, the Critikon Division of Johnson & Johnson, and Hill-Rom Company. Schwartz's expertise in streamlining and optimizing business processes makes him much sought after as a consultant. Earlier in his career, Schwartz was a senior consultant with Howell Management Corporation and was vice president of sales and marketing for Medallic Art Company. Schwartz has a bachelor's in mathematics from Colgate University with a degree in mathematics, and a master's in business administration from New York University's Stern School of Business. Conference speakers, topics, and sessions are liable to change at any time. Last Updated April 4, 2009. |
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