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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 -- Workforce Development Track Track sponsored by Tooling U
Tuesday, April 20 Achieving Safety Excellence in a Lean Environment 8:40 a.m. -- 9:40 a.m. Today, Lean is more than a set of tools for efficiency; it is a stark business and economic reality. Organizations that are not lean by choice will become so by necessity. The question is, should safety be put on the back burner till better times? The answer is a definite NO! Safety excellence need not be resource intensive or inefficient. With some innovative thinking and new tools, the quest for safety excellence can be ongoing in even the worst of times. Learn where the new thinking in safety is going and some examples of organizations that are continuously improving their safety results and modifying their existing safety programs for greater impact. Speaker  Terry L. Mathis, Founder, CEO,
ProAct Safety, Inc.
Terry L. Mathis is the Founder and CEO of ProAct Safety. As an international expert and safety culture practitioner, he has worked with hundreds of organizations customizing innovative approaches to achieve and sustain safety culture excellence. He is a veteran of over 1,000 safety improvement projects in 23 countries and 21 languages. He has spoken at numerous company and industry conferences, and is a regular presenter at NSC, ASSE PDC, and ASSE SeminarFest. He is also the author and presenter of over 40 webinars and podcasts.hi The Role of Leadership in a LEAN Environment 10:00 a.m. -- 11:00 a.m. Lean manufacturing has more to do with leadership and basic management than it has to do with the application of lean tools. Many companies overly focus on the application of lean tools and forget about the most important and basic aspects of lean. The power and results of lean cultural transformation is achieved thru improved leadership from frontline supervisors and back. This presentation will talk about E-Z-GO's journey from a poor performing plant to a 2009 IndustryWeek Best Plant and a 2009 recipient of the Shingo Prize. Speaker  Ronald W. Draper, Vice President,
ISC, E-Z-GO
Ron Draper is Vice President, Integrated Supply Chain for E-Z-GO Textron, responsible for all activity associated with ISC which includes: Manufacturing, Lean Initiatives, Parts & Accessories Distribution, EH&S, Production Control & Materials, Logistics, Procurement, Manufacturing Engineering, and Custom Vehicle Applications. Prior to being named VP ISC, Draper held the position of Director Strategic Sourcing, responsible for E-Z-GO's Supply Management processes. This included leading and directing all supply chain activities to ensure quality, delivery and cost of all purchased components, materials and services to meet customer expectations. Ron held various other management positions at Textron among them Director of Procurement for the V-22 program at Bell Helicopter in 2005 and Director of Supply Chain Production Development at Cessna Aircraft in 2003. Before joining Textron in 1999, Draper was a Captain in the United States Army serving in the Aviation branch as a helicopter pilot and company commander. He earned a master's of business administration from Wichita State University and a bachelor's of science in engineering management from the United States Military Academy. Five Steps to Realizing Workforce Training Success 1:20 p.m. -- 2:20 p.m. Effective training is a process. This process demands a range of activities that must all support the overall training objectives. According to ASTD, 70% of training efforts fail after the training is purchased and completed. So how can an organization make sure they get a better return on their training investment? There are essentially five steps that when followed will help an organization realize great value from their training. Those five steps are investigate, plan, develop, implement and document. As companies realize the need for training, they must investigate the drivers for training and gain an understanding of what is needed. Closely following this investigation stage, the company must strategically connect training to business goals. Once the training and business drivers are defined, the blended learning model that is developed will start to help make the entire program successful. The next step for a company would be the implementation stage of training which will establish the future success of the program. Multiple activities must come together at the start to ensure that your training initiative has full traction and utilization. If the timing is off, it is hard to recover and get back on track. Finally, successful training programs require documentation of results and an analysis of activity. This takes time but is absolutely necessary to gage the impact of the training already conducted and to begin the investigation process for the next round of training. This presentation will look at the importance of each step as they help lead to a successful training program. Speakers  Jeffrey Holst, Former Director of
Global Talent Development, Kennametal
Following a 35 year career in Human Resources with four global organizations, Jeff Holst has established a coaching practice to help executives and their companies accelerate development and success. Holst most recently served as Director, Global Talent Development for Kennametal Inc., a Latrobe, Penn. based global manufacturer of tooling and engineered products for the manufacturing sector, with sales of $2.5 billion, and 14,000 employees. In this role, he had responsibility for creation and global delivery of leadership, managerial, and high potential development programs; succession planning, talent development tools and processes, and executive coaching. Holst previously served as Director, Succession Planning and Executive Placement for Bayer Corporation, the $20 billion North American subsidiary of the Bayer Group; Manager, Manpower Planning and Staffing for Allegheny International; and Director, Personnel Management for Coopers & Lybrand. Holst has extensive global experience, traveling and working closely with colleagues and executives in the Americas, Europe, India, and the Asia Pacific Region. He is a member of the Penn State University Outreach Advisory Board, and previously served as president of the Penn State New Kensington Campus Advisory Board. He holds lifetime certification as a Senior Professional in Human Resources, and is also certified by the Center for Creative Leadership and CPP Inc. (formerly the Consulting Psychologists Press).  Jim
Kasperik, Director of Services, Tooling U
Jim Kasperik was hired as the Director of Services for Tooling U in April 2009. In this role he is responsible for the development and deployment of the Services business for Tooling U. Prior to joining Tooling U, Kasperik worked as the Global Manager, Kennametal Knowledge Center for Kennametal, Inc. from January 2005 through January 2009. In this role he was responsible for all Kennametal Knowledge Center technical training programs. He developed and implemented a global strategy that took the Knowledge Center worldwide into such locations as North America, South America (San Paolo, Brazil), The United Kingdom, Germany, India and China. Prior to accepting the Knowledge Center role, Kasperik spent his career working for Kennametal in a variety of positions. In 1994, he began with Kennametal in a Candidate for Development Program traveling throughout the company working in such areas as Marketing, Engineering, Sales, and Manufacturing. In 1995, Kasperik accepted an Engineering position that was based at Kennametal's European headquarters in Fuerth, Germany. In 1996, he moved back to Latrobe and worked in the Lathe Systems Group as a Senior Engineer until December 2004. Kasperik received his bachelor's of Science degree in Mechanical Engineering from Carnegie Mellon University in 1994. In 2004, Kasperik received his master's of Business Administration degree from The Pennsylvania State University. He currently is a member of the New Century Careers Board, the Advisory Boards of First Commonwealth Bank and Penn State's iMBA and the Charitable Foundation Board of Latrobe Area Hospital. Policy Deployment: An inside look at the tools, best practices, and leadership behaviors that deliver breakthrough results. 4:00 p.m. -- 5:00 p.m. Pactiv Corporation committed to continuous improvement over three years ago but their management team decided it needed to step-up the pace by building a better process for bridging the gap between planning and execution. Learn how they utilize Policy Deployment (otherwise known as goal deployment, strategy deployment, or Hoshin Kanri) to align people, plans, process and performance. Gain insight to a management process that translates 3-5 year goals for market share growth, profitability, cash flow and innovation and creates focus on annual objectives, business processes and measurable targets that unite and align the entire organization. Speakers  Kevin Quinn, Vice President,
Operations, Pactiv Corporation
Kevin Quinn is currently Vice President, Operations for Pactiv Corporation, headquartered in Lake Forest, Illinois. Quinn oversees 29 manufacturing facilities and 7 regional distribution centers throughout North America. Quinn joined Pactiv in 1999 following stints at Tenneco Corporation, Mobil Oil (chemical division), and the U.S. Navy. He received a bachelor's in engineering from the U.S. Naval Academy in 1981 and received his master's in business administration from Georgia State University in 1992.  Dan
Sullivan, Executive Vice President, TBM Consulting Group, Inc.
Dan Sullivan is responsible for all of TBM's US and Mexico consulting operations He has been a respected consultant, both internationally and in the U.S., for more than a decade. Sullivan came to TBM from the automotive industry. He worked at Ford and Nissan Motor Manufacturing Corporation in leadership positions in both engineering and manufacturing operations. During his 13-year career at Nissan, Sullivan developed expertise in all aspects of Toyota Production System principles. He is a true motivator, particularly of leadership teams. He continues to be a trusted advisor to Hubbell Corporation, Jason, Inc., Pella Corporation, and Northstar Aerospace, as well as dozens of other companies, large and small, globally. Sullivan began his leadership role with TBM as one of the initial consulting team leaders, and then helped expand the company to the west coast as managing director of TBM West. He now manages all U.S. and Mexico consulting operations and is a partner in the business. Sullivan is a graduate of the Georgia Institute of Technology, with a degree in Industrial Management. Wednesday, April 21 The Awesome Power of Employee Engagement 8:40 a.m. -- 9:40 a.m. Philips Respironics will present the employee engagement programs launched and the results achieved at their two western Pennsylvania manufacturing sites over the most recent three years. A people-centric culture has been established and is built on the three pillars of Pride & Passion, Sense of Family and Pursuit of Excellence. Attendees will learn about multiple ways to engage all employees in an organization resulting in everyone being a competent and motivated problem solver. The presentation will also use real world examples to display the approach and results to date. All of the tools used are designed to be implemented at the grassroots level and are simple and visual in nature. And the use of these tools has improved performance dramatically -- 48% decrease in human errors, 26% increase in productivity, 46% drop in backorders and a 53% increase in morale all just in the past 12 months. Continuous improvement has become woven into the fabric of the culture at Philips Respironics. Speaker  Eric Kulikowski, Director of
North American Operations, Philips Respironics
Eric Kulikowski is the Senior Director of North American Operations for Philips Respironics in Murrysville, Pennsylvania. In this role, he is responsible for the overall operational management of two manufacturing facilities that produce life support, respiratory, home monitoring, sleep therapy, infant developmental care and critical care medical devices. He also defines and executes the lean and continuous-improvement strategies for Philips Home Healthcare Solutions. Kulikowski joined Philips Respironics in 1990 as a product development leader, and in 1993 assumed the position of Manager of Purchasing for the manufacturing operation. In June 1997, he transitioned into the position of Demand Flow Technology (DFT) Implementation Leader and was responsible for the definition, execution and management of demand-based manufacturing. In March 1998, Kulikowski accepted the position of Plant Manager for Respironics Colorado in Westminster, Colorado and assumed the role of Plant Manager of the Murrysville plant in March 2000. Prior to joining Philips Respironics, Kulikowski worked for Lockheed Missiles and Space in Sunnyvale, California as a propulsion test and design engineer. He earned a bachelor's in Mechanical and Aerospace Engineering from the University of Dayton in 1985. He is presently a member of the Association for Manufacturing Excellence (AME) and has spoken at national forums on purchasing and Operations Excellence topics. SGS Tool Company Gainsharing with Associates 10:00 a.m. -- 11:00 a.m. SGS Tool Company will present its gainsharing program and discuss how gainsharing is tied to associate compensation (management and direct labor). The presentation includes a definition of gainsharing and how it relates to continuous improvement. SGS Tool will share why and how it implemented this program, as well as the successes it has had employing it. Speakers  Marge Holata-Burton, Director
of Associate Involvement, SGS Tool Company
Holata-Burton is director of associate involvement at SGS Tool Company. Her work spans more than 30 years helping associates understand how important they are to their organization. Holata-Burton studied Industrial/Organization Psychology at the University of Akron. She heads the Lean initiatives at SGS and sponsors the TEAM Gainsharing Plan.  Fletcher
Birmingham, President, Summit Business Consulting
Fletcher Birmingham is President of Summit Business-Consulting, Inc. of Hudson, Ohio providing assistance in strategy, operational excellence and employee development. His consulting clients include both large and small manufacturing and service organizations. In addition, Birmingham is Director of the Operations and Plant Managers Association, a network for benchmarking and sharing best manufacturing practices. He is lead faculty for the University of Phoenix Cleveland Campus facilitating graduate courses in operations management, project management, resource optimization and supply chain management. Birmingham's work experience spans over 20 years in manufacturing and service industries with companies including Hamilton Sundstrand, Lockheed Martin, Scott Fetzer and Roadway Express. Role of Teams in Lean Implementation 11:20 a.m. -- 12:20 p.m. A discussion on the importance of properly utilizing people when implementing lean tools and concepts. Speakers  William R. Smith,
Manufacturing Manager – Americas, Industrial Scientific Corporation
Bill Smith is currently the Manufacturing Manager – Americas, for Industrial Scientific Corporation located in Oakdale Pennsylvania. Industrial Scientific is a global leader in the manufacture and sales of portable and fixed gas detection devices. Bill has over 15 years of experience in the industrial safety arena. He has held various management positions in both the sale and manufacture of these products. He holds a bachelor's degree in business/human resources from Geneva College and received his lean training certification at Catalyst connection of Pittsburgh Pa. In December of 2009, Industrial Scientific was awarded the Manufacturer of the Year award in the Pittsburgh region by The Pittsburgh Business Times. This award was received in the "Mega Company" category and is a direct reflection of the company's employee's willingness and ability to apply lean tools to their daily routines.  Marcus Pagano, Operations
Program Manager, Industrial Scientific Corporation
Marcus Pagano is the Operations Program Manager for Industrial Scientific Corporation and has responsibility for Manufacturing Engineering at the Pittsburgh manufacturing plant and Global responsibility for Operational Excellence. Pagano was instrumental in converting the Pittsburgh manufacturing plant from a batch and queue manufacturer to complete one-piece-flow manufacturing. He developed a very successful Kaizen program that is used in Operations to drive continuous improvement and recently spent 6 months at Industrial Scientifics' manufacturing facility in Shanghai facilitating lean manufacturing, six sigma and personnel development. Pagano has a bachelor's in chemistry and a master's in industrial engineering, both from the University of Pittsburgh. Conference speakers, topics, and sessions are subject to change at any time. Last Updated March 18, 2010. |
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