2015 Mid-Atlantic Lean Conference 2015 Maryland Lean … Mid... · 2015-10-26 · • 3 • Dear...

2015 Mid-Atlantic Lean Conference2015 Maryland Lean Government ConferenceNovember 4-5 • Timonium, MD

2015 Mid-Atlantic Lean Conference

Table of Contents

Conference Area Floor Plan 2

Welcome Letter 3

Lean 101 - Dictionary of Lean Terms & Concepts 4

Day One Presentations 11

Day Two Presentations 35

Sponsors 58

Exhibits & Break Area Floor Plan 61

Exhibitors 62

Conference Evaluation Form 85

Raffle Entry Form 87

Daily Agenda Inside Back Cover

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Conference Area Floor Plan:

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Dear Public and Private Sector Friends,

On behalf of the Board of Directors and Staff of the Maryland World Class Consortia, welcome to the 2015 Mid-Atlantic Lean Conference and the 2015 Maryland Lean Government Conference. This is the fourth year of our two-day knowledge-sharing event, designed to help people all across the mid-Atlantic region understand and use the tools and principles of Lean Thinking to improve their process performance, deliver greater value for those they serve, and create better environments for people who do the work. We have worked hard all year to put together a two-day conference that will help you discover new ways of doing all these things, and more.

Lean can improve any process in any organization – large or small, public or private. We are especially pleased this year to offer the broadest range yet of presentations that demonstrate lean’s capacity for improvement in every field of human endeavor. Whether your interest is in manufacturing, knowledge work, healthcare, education, non-profits, military, or government, you will find lean practitioners ready to share information to

guide your Lean Journey, and inspiration to fuel it.

A special welcome to our government conference guests. Lean government is getting traction in Maryland, among other mid-Atlantic states, and across numerous Federal agencies and departments. The Maryland World Class Consortia is proud to bring you presentations, discussion forums, and resources to accelerate the growth of lean government across all levels and locales. This is the MWCC’s biggest lean government initiative in five years, and it reflects growing awareness of lean and appreciation for the potential lean has for improving public sector organizations, just as it has in the private sector for more than half a century.

I invite you to network, learn, and enjoy. After the conference, I urge you to share what you’ve gathered with colleagues, start conversations, and, most importantly, to put the information and inspiration into action, to start or expand your own Lean Journey. We look forward to seeing you on the road to improved performance and better results.

Sincerely,

Jeff FuchsExecutive DirectorMaryland World Class ConsortiaCell/Text: 443-865-2198Twitter: @JBFuchs

From the Director of the Maryland World Class Consortia

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Lean 101:

A Dictionary of Lean Terms and Concepts

A3 Report: A Toyota-pioneered practice of getting the problem, analysis, corrective actions, action plan, results, and lessons-learned down on a single large (A3, or 11”x17”) sheet of paper, often with the use of graphics.

Andon: A visual management tool that highlights the status of operations in an area at a single glance and that signals whenever an abnormality occurs. Sometimes called an andon cord.

Cell: The co-location of processing steps immediately adjacent to each other so that parts, documents, etc., can be processed in very nearly continuous flow, either one at a time or in small batch sizes that are maintained through the complete sequence of processing steps.

Continuous Flow: Producing and moving one item at a time (or a small and consistent batch of items) through a series of processing steps as continuously as possible, with each step making just what is requested by the next step.

Error-Proofing: Methods that help operators avoid mistakes in their work caused by choosing the wrong component, leaving out a step, performance the task incorrectly, etc. Also called mistake-proofing, and poka-yoke (error- proofing).

Five Ss: Five related terms, beginning with an S sound, describing workplace practices conducive to visual control and lean production. The five terms in English are:

1. Sort: Separate needed from unneeded items—tools, parts, materials, paperwork—and discard the unneeded.

2. Straighten: Neatly arrange what is left—a place for everything and everything in its place.

3. Shine: Clean, maintaining, and inspecting for degradation.

4. Standardize: Cleanliness resulting from regular performance of the first three Ss.

5. Sustain: Discipline, to perform the first four Ss.

A sixth S is sometimes added for Safety: Establish and practice safety procedures.

Five Whys: The practice of asking why repeatedly whenever a problem is encountered in order to get beyond the obvious symptoms to discover the root cause.

Gemba: The Japanese term for “actual place,” often used for the shop floor or any place where value-creating work actually occurs; also spelled genba. The term often is used to stress that real improvement requires a shop-floor focus based on direct observation of current conditions where work is done.

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Genchi Genbutsu: The Toyota practice of thoroughly understanding a condition by confirming information or data through personal observation at the source of the condition.

For example, a decision maker investigating a problem will go to the shop floor to observe the process being investigated and interact with workers to confirm data and understand the situation, rather than relying solely on computer data or information from others. The practice applies to executives as well as managers. In Japanese, genchi genbutsu essentially means “go and see” but translates directly as “actual place and actual thing.”

Hansei: The continuous improvement practice of looking back and thinking about how a process or personal shortcoming can be improved; the Japanese term for “self-reflection.”

In the Toyota Production System, hansei or reflection meetings typically are held at key milestones and at the end of a project to identify problems, develop countermeasures, and communicate the improvements to the rest of the organization so mistakes aren’t repeated. Thus, hansei is a critical part of organizational learning along with kaizen and standardized work.

Heijunka: Leveling the type and quantity of production over a fixed period of time. This enables production to efficiently meet customer demands while avoiding batching and results in minimum inventories, capital costs, manpower, and production lead time through the whole value stream.

A Heijunka Box is a tool used to level the mix and volume of production by distributing kanban within a facility at fixed intervals. Also called a leveling box.

Jidoka: Providing machines and operators the ability to detect when an abnormal condition has occurred and immediately stop work. This enables operations to build in quality at each process and to separate men and machines for more efficient work. Jidoka is one of the two pillars of the Toyota Production System along with just-in-time.

Jidoka highlights the causes of problems because work stops immediately when a problem first occurs. This leads to improvements in the processes that build in quality by eliminating the root causes of defects.

Just-in-Time (JIT) Production: A system of production that makes and delivers just what is needed, just when it is needed, and just in the amount needed. JIT and jidoka are the two pillars of the Toyota Production System. JIT relies on heijunka as a foundation and is comprised of three operating elements: the pull system, takt time, and continuous flow.

JIT aims for the total elimination of all waste to achieve the best possible quality, lowest possible cost and use of resources, and the shortest possible production and delivery lead times.

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Kaizen: Continuous improvement of an entire value stream or an individual process to create more value with less waste.

There are two levels of kaizen (Rother and Shook 1999, p. 8):

1. Point kaizen focusing on individual processes. This is kaizen for work teams and team leaders.

2. Flow or system kaizen focusing on the overall value stream. This is kaizen for management.

Kaizen Event: A group kaizen activity, commonly lasting five days, in which a team identifies and implements a significant improvement in a process.

Kanban: A signaling device that gives authorization and instructions for the production or withdrawal (conveyance) of items in a pull system. The term is Japanese for “sign” or “signboard.”

Lean Promotion Office: A resource team for a lean transformation, often formed from pre- existing industrial engineering, maintenance, facilities management, and quality improvement groups. This team provides value-stream managers technical assistance with training in lean methods, conducting kaizen events, and measuring progress.

In addition to the traditional functions, the staff for lean promotion offices often consists of employees freed up in initial transformation efforts who are available to assist with subsequent kaizen activities.

Lean Thinking: A five-step thought process proposed by Womack and Jones in 1996 to guide managers through a lean transformation. The five principles are:

1. Specify value from the standpoint of the end customer by product family.

2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.

3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.

4. As flow is introduced, let customers pull value from the next upstream activity.

5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, repeat this process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

Monument: Any design, scheduling, production, or other technology with large-scale requirements and lengthy changeover times that requires work products to be brought to the technology and to wait in a queue for processing.

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Muda, Mura, Muri: Three terms often used together in the Toyota Production System (and called the Three Ms) that collectively describe wasteful practices to be eliminated.

1. Muda: Any activity that consumes resources without creating value for the customer.

2. Mura: Unevenness in an operation; for example, a gyrating schedule not caused by end-consumer demand but rather by the production system, or an uneven work pace in an operation causing operators to hurry and then wait.

3. Muri: Overburdening equipment or operators by requiring them to run at a higher or harder pace with more force and effort for a longer period of time than equipment designs and appropriate workforce management allow.

Nonvalue-Creating: Any activity that adds cost but no value to the product or service as seen through the eyes of the customer. Also see Value-Creating and Value.

Obeya: A Japanese term for “big room.” At Toyota it has become a major project-management tool, used especially in product development, to enhance effective and timely communication. Similar in concept to traditional “war rooms,” an obeya will contain highly visual charts and graphs depicting program timing, milestones and progress to date, and countermeasures to existing timing or technical problems.

Operator Cycle Time: The time it takes an operator to complete all the work elements at a station before repeating them, as timed by direct observation. Also see Processing Time, Production Lead Time, and Value-Creating Time.

Plan, Do, Check, Act (PDCA): An improvement cycle based on the scientific method of proposinga change in a process, implementing the change, measuring the results, and taking appropriate action (see illustration on p. 73). It also is known as the Deming Cycle or Deming Wheel after W. Edwards Deming, who introduced the concept in Japan in the 1950s.

Processing Time: The time a product actually is being worked on in design or production and the time an order actually is being processed. Typically, processing time is a small fraction of production lead time. Also see Operator Cycle Time, Production Lead Time, and Value-Creating Time.

Production Lead Time (also Throughput Time and Total Product Cycle Time): The time required for a product to move all the way through a process or a value stream from start to finish. At the facility level, this often is termed door-to-door time. The concept also can be applied to the time required for a product to proceed from a raw state all the way to the customer. Also see Operator Cycle Time, Processing Time, and Value-Creating Time.

Pull Production: A method of flow control in which downstream activities signal their needs to upstream activities. Pull production strives to eliminate overproduction and is one of the three major components of a complete just-in-time production system.

Sensei: The Japanese term for “teacher.” Used by Lean Thinkers to denote a master of lean knowledge as a result of years of experience in transforming the gemba (the place where work actually is done). The sensei also must be an easily understood and inspiring teacher.

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Seven Wastes: Toyota’s categorization of the seven major wastes:

1. Overproduction: Producing sooner than, or in greater quantity than, what is actually needed by the next process or customer. The worst form of waste because it contributes to the other six.

2. Waiting: Operators waiting for any reason: waiting for materials or information, other operator or machine cycles, equipment failure, etc.

3. Conveyance: Moving items unnecessarily, such as from a processing step to subsequent processing step not located immediately adjacent to the first step.

4. Processing: Performing unnecessary, excessive, or incorrect processing.

5. Work-in-Process: Having more than the minimum stocks necessary for a precisely controlled pull system.

6. Motion: Operators making movements that are straining or unnecessary, such as looking for parts, information, documents, etc.

7. Correction: Inspection, rework, and scrap.

Standardized Work: Establishing precise procedures for each operator’s work in a production process. Standardized work, once established and displayed at workstations, is the object of continuous improvement through kaizen. The benefits of standardized work include documentation of the current process for all operators, reductions in variability, easier training of new operators, reductions in injuries and strain, and a baseline for improvement activities.

Strategy Deployment: A management process that aligns—both vertically and horizontally —an organization’s functions and activities with its strategic objectives. A specific plan—typically annual—is developed with precise goals, actions, timelines, responsibilities, and measures.

The objective is to match available resources with desirable projects so that only projects that are desirable, important, and achievable are authorized. (This is to avoid the practice in many organizations of embarking on many improvement initiatives that are popular in parts of the organization but aren’t completed for lack of cross-function agreement and resources). Also called policy deployment, hoshin planning, or hoshin kanri.

Toyota Production System (TPS): The production system developed by Toyota Motor Corporation to provide best quality, lowest cost, and shortest lead time through the elimination of waste. TPS is often is illustrated with the “house” analogy. TPS is maintained and improved through iterations of standardized work and kaizen, following PDCA, or the scientific method.

Value: The inherent worth of a product as judged by the customer. Value is created by the producer through a combination of actions, some of which produce value as perceived by the customer, and others which are merely necessary given the current configuration of the design and production process. The objective of Lean Thinking is to eliminate the latter class of activities while preserving or enhancing the first set.

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Value-Creating: Any activity that the customer judges of value. A simple test of whether a task and its time is value-creating is to ask if the customer would judge a product less valuable if this task could be left out without affecting the product. For example, rework and queue time are unlikely to be judged of any value by customers, while actual design and fabrication steps are.

Value-Creating Time: The time of those work elements that actually transform the product in a way that the customer is willing to pay for. Usually, value-creating time is less than cycle time, which is less than production lead time. Also see Operator Cycle Time, Processing Time, and Production Lead Time.

Value-Stream Mapping (VSM): A simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery, from raw state to finished, and from problem to resolution.

Waste: Any activity that consumes resources but creates no value for the customer. Most activities are waste (also know through the Japanese term muda) and fall into one of two types. Type one muda creates no value but is unavoidable with current technologies and production assets. An example would be inspecting welds to ensure they are safe. Type two muda creates no value and can be eliminated immediately.

For additional information on these or other lean terms, go to www.lean.org/search.

All entries in this Lean 101 dictionary are adapted from the Lean Lexicon, Fourth Edition, 2008, compiled by the Lean Enterprise Institute. The Maryland World Class Consortia gratefully acknowledges the Lean Enterprise Institute for their support of the 2015 Mid-Atlantic Lean Conference.













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2015

DAY ONEPRESENTATIONS

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Day OneKEYNOTE8:10 – 9:10 am

Keynote Grand Ballroom

2015 Mid-Atlantic Lean Conference Speakers: Keynote

JAMIE BONINIVICE PRESIDENT TOYOTA PRODUCTION SYSTEM SUPPORT CENTER (TSSC)

About The Presenter:

James “Jamie” Bonini is vice president of TSSC at Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA), located near Cincinnati in Erlanger, Kentucky. TEMA supports Toyota’s engineering and manufacturing operations in North America.

TSSC is a not-for-profit corporation affiliated with TEMA which shares Toyota Production System (TPS) know-how with North American organizations that have a true desire to learn and adopt TPS; as a way to strengthen their production system.

Bonini began his career with Toyota in 2002, as assistant general manager for TSSC, responsible for planning and leading shop floor improvement activities. He later joined Toyota Motor Manufacturing, Kentucky’s powertrain group as assistant general manager responsible for V6 and four cylinder engines as well as axle production, quality and safety.

From 2004-10, he served as general manager for TEMA’s supplier commodity engineering (SCE) division which leads new model projects and mass production supplier development projects in North America. His duties included managing supplier parts for new model preparations as well as mass production models. Prior to joining Toyota, Bonini worked at DaimlerChrysler where he held a variety of roles including the company’s cost management group and new model projects at three assembly plants in North America. He also held key positions with Tritec Motors and the Pilette Road Truck Assembly Plant in Windsor, Ontario.

He obtained a Bachelor of Science in Mechanical & Aerospace Engineering from Princeton University (1985), a Master of Science in Mechanical Engineering from the University of California at Berkeley (1987) and two Master of Science degrees in management and material science engineering from the Massachusetts Institute of Technology (1992).

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Day OneKEYNOTE12:10 – 1:10 pm


2015 Mid-Atlantic Lean Conference Speakers

JAMIE FLINCHBAUGHCo-FoUNdEr, THE LEAN LEArNING CENTEr


Jamie Flinchbaugh is a lean advisor, speaker, and author. In addition to co-founding the Lean Learning Center, he has helped build nearly 20 companies as either a co-founder, board member, advisor, or angel investor. These companies range from high-performance motorcycles to SaaS tools for continuous improvement. He has advised over 300 companies around the world in lean transformation, including Intel, Harley-Davidson, Crayola, BMW, and Amazon.

Jamie co-authored the popular book The Hitchhiker’s Guide to Lean, and continues to share his experiences as a Contributing Editor for IndustryWeek and as a blogger at JamieFlinchbaugh.com. He holds degrees from Lehigh University, University of Michigan, and MIT, and continues to teach and mentor on campus.

Jamie is best known for helping to transform how we think about lean from a tools-centric model to one based on principles and behaviors. His passion for lean transformation comes from seeking to unlock the great potential that people possess to build inspiring organizations.

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Day One9:30 – 10:30 am

Concurrent Session Room 1


DAVIS BALESTRACCI HArMoNY CoNSULTING

“Those Darn Humans!” Change would be so easy if it weren’t for all the people

Despite heavy investments in process, improvement tools, and good information, results of most lean transformations have been spotty at best –only five percent are truly successful. Logically, this just doesn’t make sense…but who said that work cultures full of human beings are logical? Is it realistic to expect the “logic” of

improvement to be persuasive?

Process, tools, and information are necessary for change, but hardly sufficient. The engine is “fueled” by the emotions resulting from organizational cultural processes involving feedback, relationships, and communication. Improvement of this “fuel” is the key to a successful Lean effort!

At the conclusion of this talk, participants will be able to:

• Use several “mantras” to depersonalize and manage the predictable anger and resistance that inevitably accompany any major organizational change efforts…without getting an ulcer.

• Utilize a simple, results-based model of behavior – applicable to both people and organizations – that will increase their effectiveness as improvement professionals

• Apply a disarmingly simple technique to recognize and deal with the “victimitis virus” that will be unleashed – non-judgmentally and effectively

• Add an element of humor to the culture as it undergoes change that will create motivation to accept empowerment

About The Presenter:Davis Balestracci, M.S. Statistics, is well known for his provocative, challenging, yet humorous and down-to-earth speaking style. He has an acute awareness of the barriers and daily realities faced by improvement practitioners. People appreciate the elegant simplicity of his practical statistical approach.

His book Data Sanity: A Quantum Leap to Unprecedented Results, synthesizes W. Edwards Deming’s teachings into an innovative, improvement-based leadership philosophy designed to transform organizations – built-in ‘improvement’ versus bolt-on ‘quality.’

Since 2005, Mr. Balestracci has been a regular contributor to Quality Digest on applying statistical methods to everyday work, facilitating cultural resistance, and educating organizational culture. He has spoken on statistical methods and culture change around the world.

Click on the left margin “brain” if you visit his web site: www.davisdatasanity.com

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Day One9:30 – 10:30 am


DANIEL MARKOVITZ MARKOVITZ CONSULTING

Building the Fit Organization: Using the Principles of Physical Fitness to Achieve Organizational Excellence

The presentation (which is based on the new book, Building the Fit Organization), distills the lessons from the Toyota Production System into seven core concepts,

and couches them in the easily understandable language of physical fitness and athletic excellence—no Japanese or English jargon, no hackneyed, off-putting references to Toyota.

The corporate landscape is littered with the carcasses of companies that have failed in their pursuit of the Toyota Way. Their efforts fail precisely because they’re trying to copy Toyota. The average company copying Toyota is like a couch potato copying the training regimen of Michael Phelps or Haile Gebrselassie, one of the greatest distance runners in history. Those athletes are so inconceivably advanced that cribbing their training routine would inevitably lead to injury, frustration, and failure. It’s pointless to even look at how they train if you can’t even run a mile or swim a lap in a pool.

Trying to be like Toyota is a mistake. What leaders need to do instead is learn from Toyota—learn how to convert their flabby organizations into dynamic, constantly improving, profoundly customer-focused entities. A “fit” organization, led by a “fit” leader, has the ability to continually improve in a manner that delivers superior performance and results over the long haul. This talk distills the critical principles from Toyota’s lean playbook and couches them in a common, easily understood language so that attendees can build such an organization.

Learning objectives:

• Learn a new way to frame and explain lean • Understand seven key factors needed for organizational excellence.


Dan Markovitz is president of Markovitz Consulting, a consulting firm that applies lean concepts to make companies faster, stronger, and more agile. He is a faculty member at the Lean Enterprise Institute and teaches at the Stanford University Continuing Studies Program. He also lectures at the Ohio State University’s Fisher School of Business. His first book, “A Factory of One,” was honored with a Shingo Research Award in 2013. His new book, Building the Fit Organization, just came out in September. Dan has published articles in the Harvard Business Review blog, Quality Progress, Industry Week magazine, Reliable Plant magazine, and Management Services Journal, among other magazines. Dan lived in Japan for four years and is fluent in Japanese. He holds a BA from Wesleyan University and an MBA from the Stanford University Graduate School of Business.

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Day One09:30 – 10:30 am


DANIEL PRTOZMAN BUSINESS IMPROVEMENT GROUP

The Brass Tacks to Sustaining Lean

An in-depth look at the second half of “PDCA,” concentrating on “Check” and “Act.” While utilizing David Mann’s 4 things to sustain lean, placing a focus on “Standard Work;” how to create and audit standard work while joining forces between certified operators, management and HR?


In November of 1997, Business Improvement Group (B.I.G.) was formed in Baltimore, MD and has spent the last 17 years implementing Lean thinking strategies with companies ranging from small machine “job” shops to Fortune 50 companies around the world to include, but not limited to Italy, Holland and China. Dan’s specialties include developing marketing strategy, employee training, recruiting, networking, and client relationships. His ultimate goal is to provide the most efficient and profitable solutions for their clients. He’s also a certified MBTI Practitioner. Business Improvement Group LLC specializes in implementing Lean Thinking / Continuous Improvement for manufacturing, healthcare, government and service industries. We are up for any challenge, in any field, and will work with you to create a Lean and profitable environment.

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Day One9:30 – 10:30 am


HoLLIE JENSENENTERPRISE LEAN CONSULTANT

3Key Strategies Learned from the Lean Transformation Journey in the State of Washington

Washington state government has long been a national leader in adapting proven private-sector methods and tools to measure and improve state government performance. Building on this rich history, in September 2013, Governor Jay Inslee launched Results Washington, a new strategic framework that combines the best aspects of performance management with a significantly expanded Lean transformation that involves all state agencies.

Washington’s businesses and health care industries discovered the value of Lean as a way of doing business and are well known across the country for their results. These industries recognized that the key to Lean as a management system is that it encourages every employee to engage in problem solving. Recognizing that similar positive results could be realized in the public sector, industry leaders have been willing to share their Lean knowledge to help coach, advise and train public employees. Over the past two years, through the Lean Expert Partnership Program, Washington state government has received over 2,200 hours of no-cost advice, training, coaching and tours (gemba visits) from 150+ Lean experts from 60+ organizations.

As part of Results Washington, the Governor has also created a new Lean fellowship program. In this program, select leaders will work in a time limited development assignment side-by-side with agencies to improve performance and focus on key state government goals. Lean efforts will help state agencies deliver better value by improving efficiency, effectiveness and transparency to Washingtonians.

In this learning session Hollie Jensen, Enterprise Lean Consultant with the Results Washington team, will share key strategies that have proven effective in the first two years 2+ of Washington State’s Lean journey, including:

1) Establishing a Lean Expert Partnership Program 2) Creating a Leadership Fellowship Program3) Cultivating and Fostering Communities of Practice


As part of her role with the State of Washington, Hollie Jensen is developing and implementing a Lean Fellowship and Leadership program while also consulting on the governor’s priority goal areas. She joined state government in the spring of 2013 as an enterprise lean consultant after her 17-year tenure with Starbucks, where she began as a barista on the front line and worked her way up through the organization with roles in human resources, global strategy and operations. Most recently she was a lean practice strategy manager with a focus on implementing the store system of work and the leadership/coaching program. You can hear more about Jensen and her experience from recent podcasts with Mark Graban for Kai Nexus at leanblog.org and Ron Pereira from Gemba Academy at gembaacademy.com. Jensen holds a bachelor’s degree from the University of Washington, is part of LEI faculty and is passionate about growing others.

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Day One10:40 – 11:40 am


JAMES J. CAIAZZO ANDMICHAEL J. BErrYU.S. ARMY ARMAMENT rESEArCH, dEVELoPMENT ANd ENGINEERING CENTER

Principle-Centered Leadership – a Case StudyThis session addresses the design and implementation of an approach to growing and sustaining leaders at the U.S. Army Armament Research, Development and Engineering Center’s (ARDEC) that helps the Center to achieve its mission and vision. Over the years, numerous leadership models have emerged based on trait, behavioral, contingency,

transactional, and transformational theories. The U.S. Army has developed a practical leadership development model which bridges the gap between these theories and reality. The ARDEC has aligned Lean leadership principles with the Army’s Leadership Requirements Model.

The Army Leadership Model is readily available to the general public. The essence of this model addresses the three leadership attributes of character, presence, and intellect, as well as the three competencies to lead, develop, and achieve. The model places strong emphasis on character as embodied in the Army values of Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage. The ultimate purpose of this leadership model is mission accomplishment and workforce satisfaction. This session will describe how this leadership development approach can be applied to any public or private organization.

About The Presenters:

James Caiazzo is currently Manager, Office of Strategic Management, U.S. Army ARDEC, Picatinny Arsenal. He manages strategic planning to sustain business performance. Jim provides advises senior leaders on enterprise planning and continuous improvement. As a Master Black Belt and lead instructor in the Lean Six Sigma Competency Office, he regularly teaches and consults to lean project teams.

Jim also serves in a variety of Continuous Performance Improvement and Performance Measurement roles. He reviews the enterprise performance management system to measure progress on the strategic Plan. He holds a BS, Upsala College and a MS, Management Science, Florida Institute of Technology and has served his country as an infantry officer in the Vietnam Conflict. Michael Berry is the Manager of the Lean Six Sigma Competency Office supporting both ARDEC and its major customer, the Program Executive Officer for Ammunition. He is responsible for Lean Six Sigma program deployment, and developing and deploying a new Lean program across ARDEC.

He serves as the US Head of Delegation to NATO Allied Committee on System Life Cycle Management, Working Group on Quality and has supported Deputy Assistant Secretary of Defense for System Engineering (DASD SE) as the US delegate since 2005. He is the subject matter expert for DoD Preferred Method for Acceptance of Product, and developed and taught a training program on it for both Government and Industry personnel.

Mr. Berry is an ARDEC certified LSS Black Belt, and is an ASQ Certified Six Sigma Black Belt, Certified Manager of Quality and Operational Excellence, and Certified Quality Engineer. He holds a BS, Rutgers School of Engineering and has held various system engineering and quality management positions for the last 13 years.

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Day One10:40 – 11:40 am


DAVID LUNKENCEdArCroFT AdVISorS

Leading Lean: It’s all about the people!

Learn how to engage your employees effectively to support and drive the lean process. Different people approach this process in different ways, but how do you know who needs what?

Lean Leaders need to work closely with their team members throughout the organization. Leaders need to first understand themselves and how their approach to decision-making, delegation, risk and communication impact the organization. Next, leaders need to develop an understanding of the unique differences of team members, leveraging the difference to drive change and drive results. Different people have different styles, motivating needs and behaviors.

The Predictive Index® (PI®) is a powerful behavioral-assessment tool that can change the way you evaluate candidates and manage employees. Discover how managers can use behavioral analytics to work with their staff. Learn how to get the most out of each employee, while creating a more engaging environment. Listen to real-life scenarios that illustrate how this system helped advance Hub Labels.

Learning objectiveS:

• Learn how Hub Labels has utilized behavioral analytics to make better people decision

• Learn how to make hiring decisions based on objective, valid and job related information

• Learn how to put effective and complimentary teams together

• Learn how to train executives to understand their own strengths and management style and how to effectively flex to others.


David Lunken has over 20 years of experience as a results-driven senior executive with hands-on achievements in operations, sales and marketing leadership. He works with senior leaders in organizations to help them build effective teams that are empowered to achieve and surpass company goals. He is an expert in analyzing complex business issues, and develops and implements effective solutions to satisfy business, financial, and client demands.

David is also a senior consultant for PI Midlantic, a management consultancy that helps organizations align their people with their business strategies through a combination of insight, education and coaching. Utilizing the Predictive Index® (PI), he works closely with companies of all sizes to help them reliably predict work-related behavior and align the performance of individuals with specific business needs – specifically learning to engage, motivate and create the right environment for employees to be effective and successful.

David holds a Bachelors of Arts in Philosophy from Hobart College and a Masters in Business Administration from the Kelly School of Business at Indiana University.

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Day One10:40 – 11:40 am


JASoN SCHULISTAPPVION

Confessions of a Serial Continuous Improvement Deployer or Building CI Capability One Company at a Time

How do you capture the hearts and minds of every employee with continuous improvement? Jason Schulist, VP of CI at Appvion (otherwise known as the CI guy) will share his journey and learning about developing people to apply lean in business. He was part of the team that led DTE Energy’s successful CI implementation broadly and then deeply within their project management function leading to PMI awarding DTE Energy as a finalist in PMO of the year 2014. He is now taking the learning from prior CI deployments and is working with Appvion to accelerate performance and learning in another context. Learn how to lead from the middle to make CI stick in your organization! You will see that many companies follow a similar journey from episodic CI to Daily CI and Jason will describe some of the key points along the way that improve overall performance.


Jason Schulist joined Appvion as Vice President of Continuous Improvement in September 2013. Prior to joining the company, Mr. Schulist served as DTE Energy’s Director of Project Management, Engineering, & Construction and Director of the Program Management Office from May 2010 to September 2013 managing a $1B portfolio of projects. He also led DTE Energy’s continuous improvement efforts as Director of Continuous Improvement from January 2007 to May 2010 saving over $700M while building CI capability. Prior to DTE Energy, Mr. Schulist held management positions in lean operations, business development, and corporate strategy with General Motors.

Mr. Schulist earned a bachelor’s degree in Electrical Engineering and Computer Science from Marquette University in 1991 and a Master’s of Science in Electrical Engineering and Computer Science and Master’s of Science in Management from the Massachusetts Institute of Technology in 1997. Mr. Schulist is a Lean Six Sigma Black Belt and has a Project Management Professional (PMP) certification. He is a co-founder of the Michigan Lean Consortium and past Chair. He currently serves on the Board of Recovery Park in Detroit, MI.

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Day One10:40 – 11:40 am


HENrY SoBANEToFFICE oF STATE PLANNING & BUdGETING STATE oF CoLArAdo

Colorado Performance Management Program Overview

The State of Colorado is integrating continuous improvement tools like Lean into a customer-centric performance management system. Their program successfully demonstrates that a customer-focused culture is possible in the public sector. Topics to be covered include: change management, training and leadership strategies, and advice on how to get started and avoid mistakes.


Henry Sobanet is a Denver native, educated at Regis High School, the University of Colorado at Boulder and the University of Colorado at Denver. He was employed as an economist for five years at the Colorado Legislative Council, the nonpartisan research office for the state legislature.

Henry Sobanet began working at the Governor’s Office of State Planning and Budgeting in 1999 as Deputy Director. In September 2004, Governor Bill Owens appointed him to be Director of the office. In 2005, Henry was the lead negotiator and researcher for the Governor’s Office in reaching a compromise with the legislature on the State’s budget shortfall. This effort resulted in Referendum C, which was adopted by the voters in November 2005. In 2006, Henry helped develop and negotiate an innovative plan to address the State’s pension shortfall.

From 2007 to 2011, he was President of Colorado Strategies LLC, a firm that specialized in economics, public affairs, and strategic management.

In 2011, Governor John Hickenlooper selected Henry to return as Director of the Office of State Planning & Budgeting.

Henry has served on a number of boards and commissions, including the Commission on Information Management, the Statewide Internet Portal Authority, Colorado Transportation Commission and the Second Judicial District Nominating Commission.”

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Day One1:30 – 2:30 pm


ROBERT PETRUSKA SUSTAIN LEAN, LLC

Causal Mapping – Visual Problem Solving Tool

Learn how to use a simple visual alternative to traditional Five Why/Fishbone methods.

Have you ever wondered; there must be an easier way to get people excited about solving problems? Five Why / Fishbone methods each has its own advantages, and as you know each has its own limitations. It seems to me that we all eventually get bogged down using either technique, and at times there is something even missing.

There is an easier way for anyone at your company to quickly learn, apply, and even teach problem solving. Now I want to share this with you because I think you will appreciate its simplicity. Active participants will bring back a fresh visual alternative to traditional problem solving that is intuitive and which brings into focus “causal interactions” that are often overlooked.

Causal Mapping is a very basic tool that front line operators seem to latch onto very quickly. This presentation will respect adult learning principles by giving participants a chance for hands-on practice. Each participant will have a tangible takeaway -- a step by step instruction on how to apply and even teach this powerful technique. This is a basic level presentation for those wanting to bring back a practical tool that can be used right away and ultimately make you look great!


Bob Petruska has experience improving performance in a variety of fields including aerospace, automotive, food, healthcare, and office and services. He holds a Master of Science degree in Manufacturing Systems, and is a published author of “Gemba Walks for Service Excellence” with Taylor and Francis Productivity Press.

An international presenter, Petruska is also an ASQ Certified Six Sigma Black Belt and Certified Quality Engineer. He has worked in Organizational and Leadership Development roles and enjoys inspiring people and launching high impact teams. Bob volunteers his time with professional organizations to further “Continuous Improvement” and “Respect for People”.

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SCOTT GAUVINMACRESCO

Conflict is the Root of All Waste

When companies tackle CI, they typically do so with the physical forms of waste in mind: Inventory, space, materials, time and human capital. But an insidious waste undermines value even more significantly and pervasively: Unresolved conflict.

Lean and Six Sigma both hinge on getting to the root cause of an issue as a means of addressing performance. Generally, this approach reveals significant opportunities to

improve productivity through streamlined processes. Sooner or later, however, the same issues crop up again. This is because the true root cause driving this operational pain doesn’t show up on a value stream map or a 5 Why exercise. That is because behavior isn’t typically identified as a root cause.

To successfully implement change, individuals must learn to identify and better address the conflict that drives waste in the first place. They must also understand the relationship between an organization’s structures, activities, behaviors and attitudes. Why? Behavior – not just process – is to blame for loss of productivity.

Understanding the relationship between an organization’s structures, activities and prevailing behaviors and attitudes (SABA) is key to unlocking performance potential.


Scott Gauvin is a seasoned change agent with over 22 years’ experience successfully helping organizations realize their potential. Throughout his career, Scott’s focus has been on driving performance gains through organizational alignment and a progressive approach to operations strategy. He has advised companies the world over and across a wide range of industries including pharmaceuticals, biotech, consumer goods, medical devices, agriculture, packaging and industrial manufacturing.

In addition to driving the growth of Macresco’s consultancy practice, Scott counsels client organizations in transition and is most often involved in strategic endeavors that include assessing a company’s capabilities and capacity for change as well as innovating underperforming business models to improve Total Cost of Ownership and market opportunity.

Prior to launching Macresco, Scott was a business management consultant and began his career in the tech space specializing in systems design and architecture.

He holds a BA from the University of Massachusetts, an MBA from Boston University and is a Six Sigma Black Belt.


Day One1:30 – 2:30 pm


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dr. SHAwN woLF ANDREA LACASSEwrIGHT MANUFACTUrING INC.

Are you likeable? The “real” answer could be catastrophic to your lean implementation

Oh sure you have read all the books, attended the right seminars, and even have a special colored belt but your lean implementation lacks luster. This presentation will enlighten the participants to the essential skills needed to successfully implement deep lasting change and yes, your likeability is vital. Come prepared to assess yourself and your organization according to well researched techniques on likeability. Together we will create an action plan for you to induce change within your organization through effective change in yourself.

Moving to a lean enterprise requires:• A deep level of respect of people • Commitment to continuous improvement – of PEOPLE• Investment in the people value stream• Thoughtful introspection and examination of the leadership team • The team to accept and embrace hard change • Careful attention to change management

Participants will leave this session recognizing that those leading a lean transformation must become change agents and this begins with changing themselves. They will also learn best practices in developing others for the journey and focusing on culture development. This session will include group interaction and group exercises. Be prepared to engage!


Shawn Wolf is an experienced leader focused on developing leaders. He has over twenty years of leadership experience in industries of manufacturing and higher education. Shawn consults, coaches, and speaks on leadership, culture creation, and team development. His experience in growing leaders spreads across industries (profit and non-profit), cultures, and models including in-house one-on-one development, team building, coaching and external consulting, coaching, training and speaking. Shawn earned his BS in Business Administration from Bryan College, an MS in Management from Eastern University and a Doctorate in Strategic Leadership from Regent University. He possesses a Certificate in Advanced Graduate Studies, Leadership Coaching, Certified Myers-Briggs Types Indicator; Emotional Intelligence and Crucial Conversations.

Andrea Lacasse is a dynamic Human Resource professional with a keen sense for people development. Her nearly 20 years HR experience spans multiple manufacturing settings as well as retail. Currently the Director of Human Resources of Wright Manufacturing Inc., Andrea consults and coaches and is active in the development of local talent. She’s an A typical Director of Human Resources, who engages the entire organization and is involved in key business decisions. Her approach has been a catalyst to the impressive team based lean culture at Wright Manufacturing Inc. Andrea earned her BS in Human Resources Management from the University of Maryland. Certified Myers-Briggs Type Indicator and Life Coaching.


Day One1:30 – 3:40 pm


EXTENDED SESSION

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Day One1:30 – 2:30 pm


ALISoN N. FISHErLEANCT AT STATE oF CoNNECTICUT

NICOLE M. LUGLIoFFICE oF ENForCEMENT PoLICY ANd CoordINATIoN AT CoNNECTICUT dEPArTMENT oF ENErGY ANd ENVIRONMENTAL PROTECTION

Breaking Down Silos: Connecticut’s Lean Journey

This session will provide an overview of the progress being made in the State of Connecticut in developing a Lean culture in a complex and large scale organization. We will describe the development of the LeanCT program, highlighting its unique governance structure and oversight by 14 state agencies spanning all functional areas of government. We will also discuss how sharing resources and best practices helps ensure the sustainability of our efforts, focusing on the cultural transformation at the Department of Energy and Environmental Protection.

For more information on Connecticut’s Lean journey, please visit www.ct.gov/leanct.


Alison Fisher manages Connecticut’s statewide effort to promote a culture of continuous improvement through the Office of Policy and Management (OPM). She guides and supports state agencies in the use of Lean tools. Along with a fourteen-member Steering Committee, representing all major areas of government, Alison arranges training, data collection and reporting, Kaizen facilitation, and interagency support and collaboration. She also coordinates special projects for the Secretary of OPM. Alison joined Connecticut state service in 2010 as a state budget office analyst. Earlier, Alison held positions with the City of Springfield, MA and the State of New York. She holds a B.A. in Public Policy, and a Master of Public Administration, both from the University at Albany. Nicole Lugli is Director of the Office of Enforcement Policy and Coordination at the Connecticut Department of Energy and Environmental Protection (DEEP), where she coordinates policy regarding enforcement of environmental protection laws, promoting multimedia enforcement practices and is liaison to the U.S. EPA on matters of enforcement and compliance. She has worked with DEEP for over 20 years. For most of her career, she has had a leadership role in coordinating DEEP’s strategic planning and programs, as well as the permitting, assistance and enforcement programs. Ms. Lugli holds a law degree from the University of Connecticut. For the past 5 years, Nicole has served as Agency Lean Coordinator. She was on DEEP’s initial Lean Implementation Committee, and is a graduate of Lean Leadership Certification training. In 2011, Nicole was selected to lead Lean for DEEP. Nicole also represents DEEP on the Statewide Continuous Process Improvement Steering Committee.

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Day One2:40 – 3:40 pm


ErIN EdwArdSFoUr SEASoNS ProdUCE

Communications to Lead a Lean Journey“Leveraging creative, focused communications to navigate your Lean Journey”

Effective communication is key to overcoming the challenges of leading an organization on its Lean journey. Join me as I share how Four Seasons Produce, a wholesale/distributor of fresh produce, is leveraging creative, focused communications to navigate its Lean venture.

This is a great opportunity to hear what messages we transferred, learn where we focused, and the see techniques we’ve used since the beginning of our journey in 2012. You will clearly see an evolution in our communication style, tools, and techniques that helped influence our teams as we faced challenges. We’ll discuss examples of the tools, including how and why they evolved and the impact they had within the organization. As you can imagine, some worked and some didn’t. Find out why.

Highlights include:• How communications transformed a “siloed” focus to a cross functional effort• What the value of communication is when it comes to educating versus cheerleading• Why repetitive communication from all levels is important

Improving Four Seasons Produce’s communication style and strategy was pivotal to advance on our Lean journey. Learn more about the successes and failures we’ve encountered and how you can benefit from them to enhance your journey.


Erin Edwards is the Continuous Improvement Manager at Four Seasons Produce in Ephrata, PA, is a self-motivated PMP certified Project Manager with experience in both Project Management and Continuous Improvement.

Erin graduated from Shippensburg University with the Bachelor of Science degree in Information Management and Analysis with a focus in Supply Chain. Erin started her career with Exel Logistics in Mechanicsburg, PA where she joined the Leadership Development Program and working in Operations, Transportation, and Project Management. As a Project Manager at Exel, Erin supported international projects that focused on bringing new solutions to customers in the Alberta oil sands, Gulf coast oil industry, and airline industry in England. Later she worked as a Project Manager at Bravo Health in Baltimore, MD before finding her new role in continuous improvement at Four Seasons Produce in 2012.

She is a clear communicator and thought leader with a passion to optimize processes while supporting cross-functional teams. Erin effectively manages complex projects while engaging diverse teams and convert plans into results with a high standard of excellence. At Four Seasons Produce, Erin challenges the organization to celebrate, encourage, and grow the Continuous Improvement culture.

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Day One2:40 – 3:40 pm


EdwArd w. BorNEMANNroBErT A. wASKIS, Jr. U.S. ArMY ArMAMENT rESEArCH, DEVELOPMENT AND ENGINEERING CENTER

The Lean Leader: How to Achieve Real Sustainment

“Better Buying Power” (BBP) is an imperative driven by the Office of the Secretary of Defense to pursue of initiatives that permit the Department of Defense to “do more without more.” But budget uncertainties creating a new imperative: “achieve success with less.”

We must make better use of every taxpayer dollar, which means a leaner organization embracing change. BBP is based on the principle that continuous improvement is the best approach to improving the performance of the defense acquisition enterprise. ARDEC is working to make this happen. Our Lean Journey requires the abilities to assess ourselves, improve as a problem solving organization, encourage ideas from everyone every day, create a more visual workplace, and to see waste every day with our leaders.

As we embarked on our Lean Journey, we developed a Lean Program from BBP guidance, observations from the ARDEC community, feedback from Shingo Prize challenges, and from our ARDEC Strategic Plan. The purpose of this session is to describe our lean journey, how we established this plan, and how we have executed this plan to date.

About The Presenters:Ed Bornemann is a Master Black Belt in the Lean Six Sigma Competency Office, U.S. Army ARDEC, Picatinny Arsenal. He provides training, consultation, facilitation and programs for continuous improvement. He designs and teaches the Green Belt, Black Belt, Executive Black Belt, Master Black Belt and Refresher Training Programs, and advises senior leaders on lean initiatives. Recently, he has been instrumental in creating a Lean Plan for ARDEC. He has developed processes to implement and sustain improvements. Ed also has 20 years of Lean experience utilizing the Alcoa Business System at Howmet Corporation. Ed holds a BS, Mechanical Engineering from the University of Notre Dame and a MS, Management from Florida Institute of Technology. Rob currently serves as a Master Black Belt in the Lean Six Sigma Competency Office, U.S. Army ARDEC. He designs and teaches a variety of Lean Six Sigma Certification Courses to the ARDEC workforce. He has facilitated improvement projects which have saved over $18.6M, and he mentors numerous other lean improvement projects. His continuous improvement mindset carries over to his volunteer work: leading groups to southern Appalachia to help make homes warmer, safer, and drier for the less fortunate. Rob lives in northern NJ with his wife and three kids, who patiently put up with his attempts to run kaizen events at home. Rob holds a BS, Mechanical Engineering and an MBA and MS in Management from Florida Institute of Technology.

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Day One2:40 – 3:40 pm


ANdrEw KLEINE AND AMY COSTANZOCITY oF BALTIMorE

When Lean Gives You Lemons: A Look at Baltimore City’s Successes, Challenges, and Lessons Learned

In 2013, the City of Baltimore embarked on a journey of Lean Government. Baltimore’s Lean Government experience thus far has led to eight lean events involving eight different agencies. These pilot events have been successfully conducted, a pool of qualified Lean facilitators being established to conduct future Lean events, and Lean training courses consisting of three levels being made available for City employees. Recently named Bmore E.P.I.C., the City’s Lean initiative has received full support from the Mayor and City officials, and is poised to continue its expansion across all agencies. The Mayor has set a goal of training 1,000 Baltimore City employees in beginner level training by March 2016

The future is bright for Baltimore’s Lean Government initiative. Come learn about the progress Baltimore has made and what the future for this initiative holds as the City strives to transform its culture into one of creative thinking, innovation, and fuller participation from all employees. This session will also discuss challenges, lessons learned, and how to maintain momentum for Lean Government in order to achieve cultural change.


Andrew Kleine became Baltimore’s budget director in 2008, after nearly 15 years of federal government service that included budget and policy positions in the U.S. Department of Transportation, White House Office of Management and Budget, and Corporation for National and Community Service. Mr. Kleine’s implementation of Outcome Budgeting in Baltimore has helped the city prioritize its spending during an unprecedented fiscal crisis. He has also taken many steps to engage citizens in the budget process, including a citizen survey, a citizens’ guide to the budget, and budget workshops and online tools that allow citizens to try their hand at balancing the city budget. Mr. Kleine recently led the development of the city’s first-ever long-term financial plan.

Amy Costanzo is a Senior Program Assessment Analyst with the City of Baltimore. Prior to coming to Baltimore, she worked as a contract attorney for the Department of Justice and for a small law firm in Rockville, MD. Ms. Costanzo oversees the budgets of two city agencies and manages several special projects, including the annual citizen survey, the city’s Innovation Fund, and the Lean Government initiative. She holds both a law degree and a Masters degree from the University of Baltimore and is currently writing her thesis for her Masters of Public Policy from Georgetown University.

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2015

DAY TWOPRESENTATIONS

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Day TwoKEYNOTE8:00 – 9:10 am


MArK HAMEL CHIEF oPErATING oFFICErTHE MUrLI GroUP


Mark brings experience gained from a successful 19-year career in industry and almost a decade as a lean implementation coach. An award-winning author, he has played a transformative role in lean implementations across a broad range of industries including aerospace and defense, automotive, building products, business services, chemical, durable goods, electronics, insurance, healthcare and transportation. Mark has successfully coached lean leaders and associates at both the strategic and tactical level. He has facilitated many hundreds of kaizen events and conducted numerous training sessions and workshops.

Mark’s pre-consulting career encompassed executive and senior positions within operations, strategic planning, business development and finance. His most recent industry roles included that of COO, VP of Operations and Director of Strategic Planning. Mark’s lean education and experience began in the early 1990’s when he conceptualized and helped launch what resulted in a Shingo Prize winning effort at the Ensign-Bickford Company.

Mark holds a BS in Mathematics from Trinity College in Hartford, CT, MS in Professional Accounting from the University of Hartford and a MA in Theology from Holy Apostles College and Seminary. Mark is a national Shingo Prize examiner. He helped develop exam questions for the AME/SME/Shingo/ASQ Lean Certification. Mark authored the Society of Manufacturing Engineers published book, Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events. The Fieldbook was a recipient of a 2010 Shingo Research and Professional Publication Award. Mark is also the founder of the lean blog, Gemba Tales and a regular columnist for Quality Digest.

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Day TwoKEYNOTE12:10 – 1:10 pm


MARK GRABANAUTHor oF: LEAN HoSPITALS & HEALTHCArE KAIZEN


Mark Graban is an internationally-recognized expert in the field of “Lean Healthcare,” as a consultant, author, keynote speaker, and blogger. Mark is also the Vice President of Improvement & Innovation Services for the software company KaiNexus.

He is the author of the book Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement (Productivity Press), which was the first healthcare book selected for a Shingo Research and Professional Publication Award in 2009 and is being translated into eight languages. A 2nd revised edition was released in November, 2011. A 3rd edition will be released in 2016.

Mark has also co-authored a new book, titled Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, which was released in June 2012 and also received the Shingo Research Award in 2013. A newly revised and condensed edition, The Executive Guide to Healthcare Kaizen: Leadership for a Continuously Learning and Improving Organization, was released August, 2013.Mark earned a BS in Industrial Engineering from Northwestern University as well as an MS in Mechanical Engineering and an MBA from the MIT Sloan Leaders for Global Operations Program (previously known as Leaders for Manufacturing). Mark has worked in automotive (General Motors), the PC industry (Dell), and industrial products (Honeywell). At Honeywell, Mark was certified as a “Lean Expert” (Lean Black Belt).

From 2009 to 2011, Mark was a Senior Fellow with the Lean Enterprise Institute, a not-for-profit educational organization. Mark served as the LEI’s “Chief Engineer” for healthcare activities, and he also served as the Director of Communication & Technology for the Healthcare Value Network, a collaboration of healthcare organizations from across North America, a partnership between LEI and the ThedaCare Center for Healthcare Value. Mark continues as an LEI faculty member.

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DAVIS BALESTRACCI HArMoNY CoNSULTING

Creating the Time for a Successful Lean Effort: A Surprising Catalyst for Excellence

Unleash the time needed for a successful lean effort by working on perhaps the biggest invisible lurking waste in your organization – the “organizational use of data” process. If the word “statistics” is haunting you, RELAX……you can forget just about everything you learned in previous “sadistics” courses. Whether or not people understand statistics, they are already using statistics; but people don’t need statistics, they need to solve their problems. This talk will teach a mindset, not a tool set – an everyday language of “data sanity” that should frame any improvement approach.

Pre-requisites: (1) basic addition/multiplication and the abilities to (2) count to 8, (3) subtract two numbers, and (4) sort a list of numbers. Can you handle that? This talk will demonstrate several common statistical traps and how many common data displays unwittingly create significant waste of precious time and energy. You will experience how a few elegantly simple—and very counterintuitive—alternatives can create group consensus in seconds, resulting in new, deeper, more productive conversations about data issues…and how they can be the surprising catalyst for true organizational excellence.

About The Presenter:Davis Balestracci, M.S. Statistics, is well known for his provocative, challenging, yet humorous and down-to-earth speaking style. He has an acute awareness of the barriers and daily realities faced by improvement practitioners. People appreciate the elegant simplicity of his practical statistical approach.

His book Data Sanity: A Quantum Leap to Unprecedented Results, synthesizes W. Edwards Deming’s teachings into an innovative, improvement-based leadership philosophy designed to transform organizations – built-in ‘improvement’ versus bolt-on ‘quality.’

Since 2005, Mr. Balestracci has been a regular contributor to Quality Digest on applying statistical methods to everyday work, facilitating cultural resistance, and educating organizational culture. He has spoken on statistical methods and culture change in around the world.

Click on the left margin “brain” if you visit his web site: www.davisdatasanity.com


Day Two9:30 – 10:30 am


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Day Two9:30 – 10:30 am


Todd HUdSoN MAVErICK INSTITUTE, LLC

Stop Training, Start Discovering

Training is waste and should be replaced with ‘discovery activities’ as much as possible. Training is communicating what is already known, i.e., the current standard work. It typically consumes tens of thousands or even hundreds of thousands of hours a year at a company. Instead of being valuable, training can be an indicator of poor design, unnecessary complexity and unclear standards. We all have stories about hours and hours and hours of training being delivered over

and over and over again to no effect.

Customers expect your employees to have the knowledge and skills necessary to deliver the value they buy and don’t care if it takes them 8 days, 8 hours or 8 minutes to learn it, so the shorter, the better. The need for classroom instruction and on-line learning should be reduced as much as possible with mistake-proofing and visual management techniques. Improve and simplify the process and the ‘training burden’ on the organization decreases.

In its place, traditional training time should be redirected to ‘discovery activities.’ Discovery is searching for new, better standard work. Lean Six Sigma tools like value stream mapping, gemba walks, statistical process control, and designed experiments are excellent methods to engage employees and customers, identify new sources of waste, optimize processes and discover more value. Imagine what you could accomplish if you had tens of thousands of additional hours to work on activities like this!

Examples and the results of reducing training and increasing discovery in manufacturing and healthcare environments will be shared.


Todd Hudson hates waste. A long-time lean practitioner and Six Sigma Black Belt, he started the Maverick Institute in 2003 to pioneer the application of Lean principles and methods to training and learning. With more than 20 years of lean operations and factory management experience at European, Chinese and US-owned companies, Todd has seen just about everything the business world can throw at you. From frenetic growth and high volume, to cutting out fat, cutting into muscle and cutting your own throat. Throughout his career, he’s seen that fast, effective learning is a critical factor to success. Today, the blistering pace of change, the globalization of business and the explosion of learning technologies require organizations adopt a new learning framework and new methods. Lean has proven its effectiveness across numerous industries and companies.

Todd is the author of two books, My Personal Onboarding Plan: The New Hires Guide to On-The-Job Success and Not A Moment To Lose: The Step-By-Step Guide to Internship Success. His latest book, “Knowledge Flow: Improving Training and Learning with Lean”, is due out at the end of 2015.Maverick clients include Fortune 100 giants as well as startups and mid-sized companies around the world. They learn Lean Learning thinking and methods through the Maverick Institute’s consulting and certification programs.

Todd speaks regularly at companies, conferences and industry associations about Lean methods to improve training and learning. He holds an MS in Industrial Engineering and Operations Research from the University of Massachusetts and a BA in Chinese from Connecticut College.

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Day Two9:30 – 10:30 am


ANN LATHAM UNCoMMoN CLArITY, INC.

Transformative Clarity – The Best Thing Since Lean

Clarity has the power to transform organizations. It creates focus, straightens every path, and maximizes employee effectiveness. The benefits include dramatically improved productivity, greater employee commitment, and smarter decisions. Attend Transformative Clarity to find out why it’s the best thing since lean and how you can begin creating greater clarity immediately.


Ann Latham creates transformative clarity – the kind that galvanizes commitment and drives high performance. Ms Latham, president and founder of the Boston consulting firm Uncommon Clarity, Inc., is revolutionizing business-as-usual and replacing it with a more productive, more effective, and more satisfying Culture of Clarity. She is an expert blogger for Forbes and has been interviewed by and written about in 85 media sources, including Bloomberg BusinessWeek, Forbes, Inc., Mastercard.com, MSNBC.com, and The New York Times. She also writes an award-winning newsletter called Clear Thoughts.

Her clients represent 38 industries and range from for-profit organizations, such as Hitachi and Medtronic, to non-profit organizations as diverse as Public Television and Smith College.

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Day Two9:30 – 10:30 am


NATHAN HUrLECLEVELAND CLINIC Acceleration from Projects to Transformation at the Cleveland Clinic

What matters most? This a phrase you will hear throughout the Cleveland Clinic as we have moved from an organization centered around projects and a specific problem to one that focuses on implementing 4 systems to guide improvement every day. Everyone knows they need to improve, however within healthcare we have not equipped our managers and leaders to drive improvement. Hear about how we synthesize our application of the systems and behaviors behind lean into one page that we use in every environment – from how we respond to patient call lights, to drawing blood, to valet parking, with each work group being able to answer what matters most.


Nathan Hurle is an energetic father, husband, and leader. While on a soccer field he is consistently refining his coaching skills, and he brings those experiences every day to the Cleveland Clinic as the Senior Director of Continuous Improvement.

Nate has spent the last 8 years at the Cleveland Clinic leading a team that has progressed from individual accolades to system-wide enthusiasm for continuous improvement. During his day-dreams he ponders what an efficient healthcare system will mean to each patient – getting the exact care when they want it and in the amount they need.

Nate has over 20 years of process improvement experience. He began his career at Eastman Kodak and lead improvement efforts across the organization including film sensitizing, film finishing, photochemicals, and at customer sites including diagnostic imaging departments. His work took him around the world including an assignment at a plant in Xiamen, China. During his time with Kodak he learned lean concepts and tools from Shingijitsu Consulting Group, a group of former Toyota executives who are masters in lean thinking.

Nate has a BS in Industrial Engineering from the Rochester Institute of Technology and lags behind his wife as the best soccer coach in the household.

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NICK MASCIHALEY & ALdrICH, INC.

KATE EdwArdBOB MOOREJACK STACKALISTHE wHITING-TUrNEr CoNTrACTING CoMPANY

The Joy and Challenge of Deploying the Toyota Production System “House” to the Construction Industry

The construction industry accounts for approximately 4% of domestic GDP but is only now awakening to the power of Lean. On top of that, and by the industry’s own calculation, work is performed reliably, the first time, only 54% of the time. In this session, you will learn how a Whiting-Turner, a large contracting company is using the “House” of TPS as a model to lead industry transformation.

The Planning, Design and Construction industry is similar to manufacturing. We develop a facility concept, proceed to engineering (with architects and consulting engineers) then to production (mobilize and construct). We even encounter change

orders…sound familiar? It is a remarkably difficult undertaking because we are essentially setting up a factory-on-the-fly, with many new supply chain partners. Customers demand intense flexibility and innovation. It is expected that attendees will learn valuable, transferrable skills.

We will share examples of healthcare construction where the team is focused on improving patient satisfaction scores (a.k.a. HCAHPS) during construction operations, an example of Whiting-Turner creating a center of excellence around value in the eye of the customer. As users of construction services, attendees will learn how Whiting-Turner socializes Value as a Daily Beacon and what you can do as an owner to better equip teams for success. Attendees will also see an academic medical center project that used an innovative use of RACI to bring supply chain partners into the design process.

The team will provide case studies of Heijunka, Kaizen, Just-in-Time and Jidoka. There will be stories that relate both construction activities (i.e. production) and how Whiting-Turner is seeking to establish a Lean initiative across the enterprise. The moderator is a leader in Lean Construction and will share industry data and overall perspective.

Lastly, the presenters will recount the moment in their journey when leadership decided to take a holistic approach to Lean - the realization that this cannot just be about field operations but must include all phases of the business. The presenters will share success and challenges associated with geographic displacement, linking regional incubation and identify & nurturing self-starters.


Day Two10:40 – 11:40 am


• 45 •


Nick Masci is a Senior Lean Practitioner at Haley & Aldrich, a nationwide engineering and consulting firm. He has been in the construction industry for 25 years and holds a B.S. in Engineering from Villanova University, where he attended on a Navy Scholarship. Nick held various roles onboard USS Coral Sea including Main Engines Officer. He continued his career in construction, first in Mechanical Contracting then in Design/Build construction. Nick has been pursuing Lean for 9 years. He received certification from the Society of Manufacturing Engineers in 2010 and a Lean Black Belt in 2015.

Nick contributes to Lean learning as the Community of Practice Leader for the Lean Construction Institute, New England. He also is active in the American Society of Healthcare Engineering (ASHE) where he most recently served on a nationwide task force to show how Facility Engineers can improve Patient Satisfaction.

Kate Edwards, LEED AP BD+C, is the National Zoo and Aquarium Coordinator and a Project Manager for The Whiting-Turner Contracting Company. Kate has recently embarked on an additional career journey at Whiting-Turner as the Mid-Atlantic Coordinator for Lean and Integrated Project Delivery (IPD). She enthusiastically believes that despite rapidly advancing technologies in construction and beyond, the fundamental underlying factor in successful projects and ventures is centered on people, high performing teams, and communication. In her career, Kate is dedicated to combining organized structure and methodical process with an emphasis on continuous improvement of the same, positioning team members to deliver the best value to a project. With 16 years of construction experience, Kate is skilled in construction risk management and mitigation as well as other preconstruction and construction management controls and leadership.

Kate has a Master of Business Administration, Loyola College in Maryland (now Loyola University Maryland), 2007. Focus on leadership and management and a Bachelor of Science, Civil Engineering, University of Delaware, 2000. She serves on the Board of Directors and Facilities and Finance Committee for the Sisters Academy of Baltimore – a private, tuition-free middle school serving economically underprivileged 5th through 8th grade young girls.

Bob Moore is a Vice President at The Whiting-Turner Contracting Company. He began his 20 year career with Whiting-Turner upon the completion of his Master of Science in Civil Engineering from Bucknell University. His first project with the company entailed a 520,000 SF cancer center for The Johns Hopkins Hospital, and he has been working within the healthcare construction industry ever since, encompassing over $500 million and 1.3 billion SF. Bob is an ASHE Certified Healthcare Constructor, as well as a member of the American Society of Civil Engineers.Additionally, Bob excels in engaging early, effective collaboration during the design/preconstruction process, employing innovative approaches to scheduling, BIM utilization, design-assist and prefabrication.

John (Jack) A. Stackalis, BSCE, is a Vice President with The Whiting-Turner Contracting Company, and is the regional manager of its Sacramento, CA office. Jack has 22 years of construction management experience over a broad range of market sectors including healthcare, industrial/food processing, higher education, museum, office, retail, warehouse/distribution and entertainment. Jack also has experience managing projects in various delivery methods including general contract, CM at Risk, design-assist, design/build, and integrated project delivery (IPD). He holds a class B General Contracting license in the State of California. Jack is Whiting-Turner’s corporate contact for the Lean Construction Institute (LCI) and an active member, and he leads Whiting-Turner’s corporate Lean/IPD practice excellence group. Jack received his BS in Civil Engineering from Penn State University in 1994 and has been with Whiting-Turner for 20 years.

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Day Two10:40 – 11:40 am


TIM HEALEYDUGGAN ASSOCIATES

Autonomous Value Stream Flow in the Office

In this presentation, author Tim Healey will discuss the application of lean techniques in business processes based on his upcoming book with Kevin Duggan, Operational Excellence in Your Office: A Practical Guide to Achieving Autonomous Value Stream Flow with Lean Techniques, published by Productivity Press. Tim will start by defining Operational Excellence then will outline why so many companies – even those outside of the manufacturing sector – are now striving to achieve it in their administrative functions. He will then discuss the nine design guidelines for office flow that must be applied to achieve autonomous flow.

Tim will demonstrate how applying these guidelines results in an office where information flows from process to process along fixed pathways at preset, predefined times; each employee knows what to work on next from the flow, not from management setting priorities; and the office can establish a guaranteed turnaround time for the flow of information both in the office and out to the end customer. And he will explain how these guidelines don’t just create flow but, autonomous flow by defining the boundaries of normal flow in the office that everyone can physically see. When normal flow is made visual, so too is abnormal flow, enabling employees working directly in the flow, not supervisors or management, to recognize flow problems as they are occur and fix them before they negatively impact customers.


Tim Healey is a director at Duggan Associates, an international training and advisory firm that assists companies in applying advanced Lean techniques to achieve Operational Excellence. He leads Duggan Associates’ complex office environment team, overseeing the teaching and implementing of Operational Excellence principles at global organizations in a wide variety of industries. Healey specializes in helping engineering, product development, human resources, finance, and sales and marketing departments, and has worked with Fortune 500 companies, such as Aetna, FMC Technologies, Parker Hannifin, and United Technologies Corporation. Prior to moving to the United States, Healey worked in the consumer packaged goods industry in Australia, where he held a variety of marketing and sales roles at major Australian and United States organizations.

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Day Two10:40 – 11:40 am


CLIFF rANSoMrANSoM rESEArCH, INC.

The Way of Lean Investing; Applying Lean Thinking to a Black Art

The speaker intends to look far beyond simple lean tools, will propose some counter-intuitive thinking, and will ask participants to challenge conventional thinking about the application of lean principles, behaviors, tools, and, most importantly, sustainable cultures.

A fundamental precept of lean thinking insists that the culture-building process can and does apply to every activity, from Manufacturing to Health Care to Supply Chain to R&D to Sales and Marketing. The speaker, Cliff Ransom, is a veteran of 40-plus years in the institutional investment management business, and he uses his accumulated knowledge of lean success stories to inform his “lens of lean” for evaluating potential investible cultures. This capacity, along with his very full schedule of hand’s-on gemba walks, serve as the critical competitive discriminators for his private firm, Ransom Research, Inc., a purveyor of independent equity research top a deliberately-constrained number of major institutional investment management organizations. The intent of his presentation will be to offer participants a road map of successful lean implementations, from a Wall Street perspective. He will also suggest a few positive and negative tell-tales to help evaluate corporate cultures.


Cliff Ransom is the founder of Ransom Research, Inc., an independent equity research firm, which works for a deliberately-constrained number of major institutional investors. The defining differentiators to his work are, one, a disciplined business travel schedule to ‘go to the gemba, the place that the real work is done’ and , two, a deep and abiding faith in the concept that lean thinking is a precursor to superior investment performance. He has spent the last 25 years honing this approach, and he today operates the only Wall Street business model based on three pillars: long-term relationships with the investment community, deep knowledge of C-Suites around the world, and exposure to a wide range of global lean practitioners, thought leaders, consultants, authors, gurus, and senseis of all shapes and sizes. Major concerns for him involve true Servant Leadership, the role of Management Standardized Work, reliance on appropriate metrics, the need to make a measurement visible, and a drive for culture and sustainability above all else.

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Day Two10:40 – 11:40 am


dr. ANToNIo dEPAoLo, PHd

dr. SUNIL KHUSHALANI, MdSHEPPArd PrATT HEALTH SYSTEM

The Concept of Value in Behavioral Health

Understanding value in healthcare is an important and challenging proposition for the lean thinker. How a patient or family perceives value may not be the same as how a doctor or a hospital administrator perceives value. To complicate the idea of value further, insurance companies and governmental regulators add their own concepts of value into the mix. So how do we use lean thinking to locate the value drivers of a health system? Through examples of lean implementation at Sheppard Pratt, this session will examine the drivers of value and how they help us focus on removing the 8 forms of waste.


Antonio DePaolo is an operational excellence executive with over 17 years experience implementing improvement across several industries including automotive, hand and power tools, life sciences, semiconductor packaging, and healthcare. Earlier in his career, Antonio led a major lean transformation at Wabash National and received the 2003 Association for Manufacturing Excellence Productivity Award presented by then Senator Richard Lugar. He is a certified Lean Practitioner, mentored by a Shingijutsu Sensei, and is a certified Six Sigma Black Belt. He holds Bachelors and Master’s degree in Industrial Engineering from the University at Buffalo. In 2012, he completed his PhD in Applied Management and Decision Sciences with special emphasis in leadership and organizational change.

Sunil Khushalani is a psychiatrist and the Service Chief of Sheppard Pratt Health Systems’ Co-Occurring Disorders Inpatient Unit and the Adult Day Hospital on the Towson Campus. He is a board-certified psychiatrist and is also certified through the American Board of Addiction Medicine. He has presented4 workshops at the American Psychiatric Association’s Annual Conferences on Lean. He was a Certified Facilitator in ‘Perfecting Patient CareSM: Introduction to Lean Healthcare’ by the Pittsburgh Regional Health Initiative. Sunil started Sheppard Pratt on its journey of utilizing lean and has been a lean facilitator at Sheppard Pratt since 2008. He is a member of Patient Safety Workgroup of the APA Council on Quality Care.

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JArEd BIESCHKE, PMPTHE UrBAN INSTITUTE

The Power of Lean to Modernize Mission-Driven Organizations What can Lean teach us about the improvement of non-profit business processes?

Underlying the Urban Institute’s (Urban) policy research is the idea that “evidence has the power to elevate debate, transform communities, and improve lives.” In 2014 Urban turned to Lean to help modernize organizational processes from the inside out, beginning with their grant and

contract proposal development process. Responding to requests for proposals is the primary method for Urban to obtain new projects and funding, and it was identified by 68% of surveyed staff as being challenging, difficult, and stressful. By improving this process, Urban can win more awards, thereby expanding their research, increasing their visibility and influence, and better serving their mission.

To tackle this challenge, Urban gathered representatives from across the organization to dissect the current proposal development process—identifying problem areas, imagining an ideal “future state,” and then outlining concrete action plans. It was the first time Urban had employed this kind of approach. It was supported by leadership and embraced by staff organization-wide.

In addition to developing a suite of tools for staff, there were significant institutional takeaways that came out of using Lean. Involving staff from across departments improved communication across silos and empowered staff on the frontlines of the process to make improvements, giving them a voice for making a difference. Lean also enabled Urban to think about processes from a people and operational perspective before tackling technical solutions.

You’ll learn how Lean thinking has helped Urban in these areas:

1. Determining value. Because Urban doesn’t have traditional “customers” or “products,” they had to apply Lean in a new way. Learn how to approach value mapping from a non-traditional viewpoint.

2. Access to information to make room for innovation. Learn how to create standardized tools and templates, thereby freeing up time normally spent on process work to devote to thought-intensive work.

3. Collaboration across silos. Gathering staff in one room that normally doesn’t interact is a powerful way to share information and improve communication.

4. Abandoning top-down decision-making. Increase morale, lessen frustrations, and improve processes by empowering those working on the front lines.

5. People first, technology second. Examine the people and processes involved first. Imposing technical solutions first usually results in replicating inefficient processes.


Jared Bieschke provides direct support in strategy, research, analysis and management to the Vice President for IT and Chief Information Officer at the Urban Institute. Jared is focused on connecting strategic initiatives to user experience and aligning IT initiatives with Urban’s core strategic vision. He previously acted as a business process analyst/engineer, after having led the research operations team in the Center on Labor, Human Services, and Population.


Day Two1:50 – 2:50 pm


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Day Two1:50 – 2:50 pm


RON OSLINCAPITAL oNE & ONE SYSTEM ONE VOICE

Getting Leaders and Associates on board who are not on board, in denial or “Addicted to the Status Quo” and are actively or passively resisting change

Learn why some leaders and associates are not on board with the change. Learn how to leverage Motivational Interviewing strategies, a structured interaction methodology, to assist individuals whom are passively or actively resistant to the change. Hear how this methodology can assist the most resistant individual to get on board quickly and be an advocate. Hear how this methodology has been used in the clinical field for 30 years to assist individuals make a change in their life that they were resistant to make.

Learn why many of the practices change agents are taught and practice actually increase resistance and lower the rate of change. Clinical research indicates that 75%+ of the population associated with the needed change show symptoms of “Addiction to the Status Quo”, the desire to maintain the current way or condition. Learn how to assist individuals that need to overcome the “Addiction to Status Quo”. Learn what to do to shorten the change curve to move from resistance to improvement and what lengthens the change curve and increases resistance.


Ron Oslin is currently the Team Leader of the Lean Sensei team at Capital One. The lean sensei team is a team of retired Toyota sensei that provides coaching to all levels of leadership at Capital One. Oslin joined Capital One in December 2007 with more than 20 years of lean application in manufacturing and service. Oslin began his process learning journey in 1982 as an intern with Dr. Edward Deming. Oslin honed his leadership skills as a leader at Toyota. Oslin has applied lean methodologies in printing, auto manufacture, marine heating and air conditioning manufacture, health care, education and banking. Oslin specializes in organization change and transformation. He is a trained coach and process/leadership therapist. Oslin has held roles as CEO, COO, and transformation leader in several organizations. Oslin co-authored the article “Motivational Interviewing and Lean Coaching” published in Target Magazine Summer 2015. He received is bachelor’s from Virginia Commonwealth University.

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Day Two1:50 – 2:50 pm


LESLIE GILBERTHowArd CoUNTY PUBLIC SCHooL SYSTEM

Back to Class with School Processes:Lean Six Sigma at Howard County Public Schools

Educational systems are beginning to apply lean techniques within their organizations. Some departments can benefit from lean experiences in other industries, especially in our business areas and facilities management. But how can we effectively apply lean within the classroom environment and the administration processes of our students?

This session will focus on applications of Lean in the educational environment. Howard County Public School System will share several projects over the past several years of their lean journey. Together we will learn about successful implementation strategies in the educational arena. Along with well-defined applications in the business end of our educational systems, we will also discuss how lean is benefitting our students, teachers, and school administration.


Leslie Gilbert joined Howard County School System in 2013 as the Continuous Improvement Coordinator. Over the past two years, she has worked with the staff mentoring numerous improvement projects, conducting Lean Six Sigma training, and adapting a lean approach to the K12 environment.Prior to joining the school system, she worked as a lean facilitator and project manager in aerospace, biotech, cyber and retail.

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Day Two1:50 – 2:50 pm


SHErrIE LYNNST. JUdE CHILdrEN’S rESEArCH HoSPITAL

Purpose and Pride: How a Lean-Based New Hire Tour Instills Both

St. Jude Children’s Research Hospital employs more than 4,000 people from approximately 100 countries to treat and defeat childhood cancer and other life-threatening diseases. Actor Danny Thomas founded St. Jude in 1962 and created the bench to bedside model. Scientific discoveries reach the patients faster because scientists and physicians work under the same roof so innovative findings are directly translated from the lab to the patient. On average, St. Jude receives about 48,000 applications for 600 job openings per year.

New employee orientation is held weekly at St. Jude and the number of new employees can range from a few to 60 or more. A key new hire skill is navigating the sprawling 60-acre campus, with more than three million square feet, 22 buildings, and three parking garages. However, the campus tour was eliminated five years ago because of two constant struggles: almost no advance notice of the number of new hires and the availability of trained tour guides (who are employees with regular jobs).

The result was new hires did not have a clue about navigating the campus and they missed learning rich and meaningful elements of the St. Jude history that personally connect them to the mission. See how St. Jude used Lean concepts and tools like the learnscape map, gemba walk, and the PDCA cycle to eliminate bottlenecks, waste, and struggle and give new hires a first-day experience they never imagined.


Sherrie Lynn is a learning and organizational development professional with extensive experience in instructional design, adult learning techniques and theories, technical/software training and implementations, as well as soft skills and emotional intelligence training. She is a certified executive coach and is passionate about helping people and teams be the most effective they can be. She can even translate SAP processes and instructions into understandable steps. She is passionate for processes that eliminate struggle and waste.

Her undergraduate degree in communication/broadcasting is from Mississippi State University; her master’s degree in instructional design and technology is from the University of Memphis.She still loves flip charts and markers.

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Day Two3:00 – 4:00 pm


THoMAS (ToM) CArroLLdIVErSIFIEd INSUrANCE INdUSTrIES INC.

The Lean Journey of a Sales Organization

This presentation will be focused on the application of lean in an office environment. Our story will include the following elements.

1. How we were introduced to lean2. How we educated our leadership team and ultimately our staff3. Our Kaizen Experience - Certificates of Insurance4. The continued journey5. Lean Focus Team6. What the future holds for Diversified Insurance Industries


Tom joined DII as an insurance producer in training. He received his initial training at the Aetna Home Office Sales school where he was awarded the blue ribbon for superior class work and the gold ribbon for top salesman in his class.

For nearly 18 years, Tom has developed a large book of commercial business. He specialized in using a comprehensive coverage analysis approach to address the needs of his clients and prospects. This approach has been very successful and well received.

Tom has been President of DII since 2004 and today he is responsible for the leadership, management and advancement of the agency and it’s nearly 100 employees. The agency has grown to over $100 million in premium revenue making DII one of the largest agencies in their marketplace.

Tom is married and has two children. He’s an avid reader and collector of books. He enjoys golf and exercising.

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Day Two3:00 – 4:00 pm


DR. MINERVA DEVERA EMERGENT BIOSOLUTIONS

Develop a Culture of Continuous Improvement/Lean by Building Solid Relationships at all Levels (from CEO to Floor Staff)

When developing a culture of continuous improvement in an organization, it is best to start focusing on relationships at all levels to attain full support and engagement throughout the organization. The presence of a living structure to manage the journey is paramount. It provides a foundation and a roadmap for success. Emergent BioSolutions in Baltimore, Maryland (aka Camden Campus) is a contractor for aseptic formulation and filling of sterile biopharmaceutical and pharmaceutical drug products. In the last five years, this campus had been diligently applying lean principles in order to cope with company growth. We embrace and recognize the importance of executive leadership support. Full engagement at all levels of leadership is not a choice but an expectation. Providing training and solid foundation for our staff is equally paramount. We constantly look for ways to develop simple, creative and effective techniques in engaging our people to promote an energetic culture of continuous improvement at all levels. We all hear it, “everyone is too busy”. What time do we have to do continuous improvement projects? At Emergent Camden campus, Continuous Improvement is in our business DNA.

In this presentation, Dr. Devera will take you for a ride on their journey to operational excellence. She will share their practices, wins and bumps along the way, and where this journey will be taking them in the future.


Dr. Minerva Devera has worked for over 25 years in Quality and Continuous Improvement. She currently works as the Division Head & Director of Operational Excellence at Emergent BioSolutions, implementing operational excellence at multiple sites. Dr. Devera has a Bachelor’s degree in Biology; a Master of Science in Quality Systems Management and a Doctorate degree in Business Administration focus in Quality Systems Management at the National Graduate School of Quality Management. She is a member of Parenteral Drug Association (PDA), American Society for Quality (ASQ), Association of Manufacturers and Exporters (AME), Canadian Manufacturers and Exporters (CME), and MWCC Baltimore Lean Peer Group. She is also a board member for the Manitoba Consortia of Sustainable Improvements (MCSI) consisting of diversified eleven companies throughout the province.

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Day Two3:00 – 4:00 pm


KEVIN HANCoCKHANCoCK LUMBEr

The Higher Calling of Lean

Hancock Lumber is a 6th generation family business, established in 1848. They have 3 sawmills and 10 stores in Maine with 435 employees.

This presentation briefly explores their lean journey but then turns its attention to the purpose of an organization becoming lean. He suggests that purpose is not just to make more “widgets”. The highest calling of lean is to free human capacity, allowing people to live more balanced lives. As the work becomes more accurate and efficient time is freed up. This time can partially be reinvested in doing more work but also partially reinvested in doing less work. He calls this “putting the work back in its place”, where are jobs are important but not all consuming.

At Hancock Lumber, they used lean capacity in part to reduce the average work week from 48 – 41 hours while increasing people’s pay through incentive systems. He will show what he did with the capacity lean created in his own life and began traveling to the Pine Ridge Indian Reservation in South Dakota (one of the largest, poorest and most remote reservations in America)…started a non-profit organization geared toward advancing economic independence for the people who live there…and wrote a book titled “NOT FOR SALE – Finding Center in the Land of Crazy Horse” to be released in September 2015.


Kevin Hancock is the President of Hancock Lumber Company. Established in 1848, Hancock Lumber is a six generation family business headquartered in Casco, Maine. Hancock Lumber operates 10 retail stores and three sawmills that are led by 425 employees. The Hancock organization also owns and manages 12,000 acres of timberland in Cumberland and Oxford counties.

Hancock Lumber was recognized in 2012 as the Maine International Trade Center ‘Exporter of the Year’. The company is also a past recipient of the Maine Family Business of the Year Award as well as the Governor’s Award for Business Excellence. Most recently Kevin was recognized at Timber Processing Magazine’s ‘Man of the Year’ for the Industry in 2014.

Kevin is a past chairman of the Northeast Retail Lumber Dealers Association, the National Lumber Dealers Association and the Bridgton Academy Board of Trustees. Kevin also spent 15 years coaching middle school basketball for the Lake Region School District.

Kevin is a graduate of Lake Region High School and Bowdoin College and is a frequent visitor to the Pine Ridge Indian Reservation in South Dakota where he is involved in community service activity there. Kevin has created a non-profit organization called “The Seventh Power” to support initiatives on the reservation and is currently writing a book titled ‘Not For Sale’ about the history and modern day life of the Oglala Sioux Tribe. Statistically today Pine Ridge is the poorest place in America.

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Day Two3:00 – 4:00 pm


ANASTASIA BrowN EVE SAGE, MSN, rN, CMSrN KAMILA FrEdErICK, MSN, rN, CMSrN

ANNE ARUNDEL MEDICAL CENTER

Continuous Improvement in AAMC’s business model through Patient Focus, Physician Engagement, and Collaborative, Silo Busting Care... Our Surgical Joint Center, A Case History

A discussion of the Lean Methodology and Patient, Physician, Nursing, Rehabilitation, and Performance Improvement Team that broke down the silo like barriers of traditional health care to improve Joint Center care at AAMC

AAMC is a leading surgical center in Maryland and its Joint and Spine Center is a thriving component. That said, traditional hospital centric care models are not always the best solution in today’s rapidly changing healthcare world and AAMC was not satisfied with the status quo. Drs. Mitchell Schwartz (CMO) and Paul King (Director, AAMC Joint Center) had a vision for a growing Joint Center that better served the community through a patient centric integrated care model. They were committed to creating a model Joint Surgery Program that others will emulate for the next decade.

Joining forces with Patients, Nursing Leadership, Rehabilitation Services, and Performance Improvement they embarked on a Value Stream based Lean journey in 2014 that has resulted in volume growth, improved outcomes, shorter hospital stays, and improved staff engagement. AND our patients have been there every step of the way.

Word of mouth drives spread in a Lean transformation and AAMC’s Physicians are talking and asking about Lean. Recently launched physician led initiatives include Inpatient Care Throughput, The Emergency Department, Bariatric Surgery, The Spine Center, and Elective Colo-Rectal Surgeries.

The audience will hear how Lean collaboration improved our metrics based, Physician led dialogue and the Lean improvement activities that drove our results and how the effort continues to expand, feeding other initiatives with real improvements in patient care and business results.

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Anastasia Brown, BSN, JD is currently a Performance Improvement Leader at Anne Arundel Medical Center where she is facilitating the organization’s Throughput Initiative with a team of Physicians, Nurses, and PI Personnel. Her previous roles at Anne Arundel Health Center include Staff Nurse and Director of Quality and Regulatory Affairs. A member of the Maryland Bar, a Registered Nurse in the State of Maryland and a Certified Professional of Healthcare Quality, she’s also held leadership positions in the corporate sector. Anastasia has facilitated more than 100 Lean events, including Value Streams and Rapid Improvement Events, since 2012.

Eve Sage, MSN, RN, CMSRN is currently the Clinical Nursing Director of Joint & Spine Center and General Surgical Unit at Anne Arundel Medical Center. She is a Registered Nurse in the State of Maryland and a Certified Medical Surgical Nurse. She has also held the roles of Nurse Educator, Oncology Nurse and Charge Nurse and led numerous quality initiatives. She is the Co-Owner of the Joint Center Value Stream and has participated in a variety of Lean events including Rapid Improvement Events and Value Stream Mapping.

Kamila Frederick, PT, MPT, NCS is currently the Director of Inpatient Rehabilitation and Respiratory Care Services at Anne Arundel Medical Center. She is a licensed Physical Therapist in the State of Maryland and a Neurologic Clinical Specialist certified by the American Board of Physical Therapy Specialties. Kamila has been an employee at AAMC for 10 years serving in a previous role as the Physical Therapy Supervisor. She has participated in multiple Value Streams and Rapid Improvement Events across the organization and values the importance of engaging front line employees in the Lean process.

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2015 Mid-Atlantic Lean Conference Sponsors

BRONzE SPONSORS:

SILVER SPONSOR:

PRODUCT SPONSORS:

PLATINUM SPONSOR:

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MWCC Consortia Sponsors

SILVER SPONSOR:

BRONzE SPONSORS:

PLATINUM SPONSOR:

• 60 •

EXHIBITORS

• 61 •

Exhibits and Break Area Floor Plan:

• 62 •

2015 Mid-Atlantic Lean Conference Exhibitors

BooTH B01

item AMErICA, LLC.12105 INSUrANCE wAYHAGErSTowN, Md 21740301-665-9772

webpage: www.item24us.com

Business description:

item America is your local authorized distributor for item products. Our corporate headquarters in Solingen, Germany, item Industrietechnik GmbH is the developer and producer of the famous MB Building Kit System. Our product range includes a building kit system comprised of structural aluminum profiles and accessories, workbench systems and lean production systems. Whether you’re looking for a solution for design and construction a versatile lean production system item has it all!

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BooTH B02

FIrESTorM8653 16TH STrEET #7463SILVEr SPrING, Md 20910TELEPHoNE: 443-583-3359

webpage: www.firestorm.com


The Firestorm mission is to build strong Disaster Ready People and Disaster Ready Businesses. Firestorm assists organizations in developing a culture of preparedness, so they are ready to respond when disaster strikes. The Firestorm PREDICT.PLAN.PERFORM.® methodology, along with an expert staff allow client organizations to implement comprehensive “preparedness” programs, which align with, or exceed, industry best practices.

Firestorm helps its clients identify vulnerabilities and establish appropriate enterprise-wide preparedness programs that encompass emergency response, crisis/consequence management, crisis communications, and business continuity. In addition, Firestorm helps its clients protect employees, assets, revenue, brand and reputation, and ultimately, the value to all stakeholders.

Firestorm is available to clients, 24 x 7, to plan for and/or mitigate the impacts of any crisis or disaster.

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BooTH B03

EXERCISE BYTES9716 THE CorAL drIVEPoToMAC, Md 20854TELEPHoNE: 855-892-9837

webpage: www.x-bytes.com


Exercise Bytes creates and licenses X bytes fitness/wellness micro-breaks to combat work fatigue, reduce injuries, and increase productivity. Delivered by video, the breaks are easy –to-follow, sweat-free and done at desks, workstations or on the shop floor. Videos can be custom branded and included as part of a turnkey workplace wellness program that includes: wellness tips, articles and tip sheets, wellness challenges and lunch & learns. The X bytes program is a perfect kick-start to an active workplace culture or as a complement to an existing wellness program.

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BooTH B04

MArYLANd wITH PrIdEA dIVISIoN oF THE ProJECT rESoUrCE GroUPP.O. BOX 5942 BALTIMorE, Md 21282 TELEPHoNE: 443-983-7745

webpage: www.marylandwithpride.orgwww.buymarylanddirectory.comwww.yourprojectresource.com


The Project Resource Group (TPRG) helps organizations identify and obtain resources to support business development goals through two premier services. TPRG’s Maryland With Pride Division (MWP) works with the Maryland business community – from large and small manufacturing companies to artisans, craft persons, and farming enterprises – to increase awareness of the strength and diversity of Maryland goods. MWP is a collaborative branding initiative featuring the distinctive Maryland With Pride logo and supportive services to encourage businesses and consumers to “buy Maryland.”

Our Strategic Consulting Services (SCS) operates independently or can be packaged with Maryland With Pride services to link Maryland companies, across industry sectors, to specialized consultants. Launched as a pilot project in collaboration with the Maryland Association of CPA’s, SCS introduces opportunities for engagements with certified public accounting firms to support financing applications, commercial or government contracting, new product development, and other goals for business growth or stabilization.

TPRG also provides contract services to help support management, marketing and operations for businesses, nonprofits, government agencies, and educational institutions, typically as they support business and workforce development for Maryland companies. The firm is actively engaged in outreach to industry experts across a network of more than 200 organizations that support business and workforce development, many listed in our online resource guides.

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BooTH B05

LEAN ENTErPrISE INSTITUTE, INC. 215 FIrST STrEET, SUITE 300CAMBrIdGE, MA 02142TELEPHoNE: 617-871-2900FAX: 617-871-2999

webpage: www.lean.org


Lean Enterprise Institute (LEI), founded by management expert James Womack in 1997, can provide your organization access to case studies, forums and other web-based resources to enhance lean thinking and practice. Hear about its workshops led by the best lean practitioners to support your lean journey and books written by award-winning practitioners designed to enable organizations and individuals through their lean journey. LEI is a nonprofit education, publishing, research and conference organization. It carries out its mission of advancing lean thinking and practice through value streams: lean education, lean learning materials, Lean Summits and lean.org. LEI exchanges information about lean management across the world through the Lean Global Network, a worldwide community of 17 nonprofits.


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BooTH B06

BRADY CORPORATION 6555 wEST Good HoPE roAdMILwAUKE, wI 53223TELEPHoNE: 240-527-4375

webpage:

www.bradycorp.com


Brady’s products help customers increase safety, security, productivity and performance. Our offerings include high-performance labels, signs, safety devices, printing systems and software, as well as expert services. Brady’s software and printing systems are essential tools for implementing a visual workplace, making it easy for you to create a limitless variety of visual displays and controls.

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BooTH B07

SYSTEMS ALLIANCE (SAI) 11350 MCCORMICK ROADEXECUTIVE PLAZA III, SUITE 1203 HUNT VALLEY, Md 21031TEL: 410-245-2044FAX: 410-584-0594

webpage: www.systemsalliance.com


Systems Alliance, Inc. (SAI) is a Maryland-based software products and digital consulting firm that helps clients win in the marketplace through smart use of technology. Every organization, regardless of size or mission, benefits from more consistent execution of business tasks and processes. Until now, true best practices, though constantly pursued, are seldom achieved. SAI’s Acadia™ Enterprise Performance Platform is a game-changer in the quest to maximize operating and customer value.

Acadia enables optimization at every point in the value stream by delivering key policy and process information, work instructions, just-in-time training and easy-to-use task management functionality to employees, anytime, anywhere, on an web-enabled device. Acadia incorporates a simple but powerful management tool that allows for easy updating, continual monitoring and a feedback loop to enable process improvement. Whatever business you’re in, if it’s time for better performance, lower costs, increased productivity and enhanced safety, it’s time for Acadia.

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BooTH B08

APICS2405 ROCKBRIDGE STREETVIENNA, VA 22180TELEPHoNE: 503-702-5646

webpage: www.apicsdcmetro.org


APICS is known as the premier provider of research, education and certification programs focused on supply chain and operations management. Our mission is to provide professional development and industry best practices through integrated operations and supply chain management, education and training, and certification.

Having been an early adopter of “Just In Time” and “LEAN”, the LEAN methodology is embedded in all of APICS curriculum.

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BooTH B09

oPErATIoNAL PErForMANCE SoLUTIoNS, INC. 77 EAST MAIN STrEET, SUITE 402wESTMINSTEr, Md 21157TELEPHoNE: 410-871-0995FAX: 410-871-0996

webpage: www.OPSgroupinc.com


Operational Performance Solutions, Inc. is a Maryland-based Lean consulting organization that prides itself on implementing “True” Lean. OPS is totally committed to the robust, proven process improvement methodologies pioneered and perfected by Toyota. This is done by working shoulder- to-shoulder with our clients to enable a successful implementation based on the founding principles and philosophies of Lean. OPS works with our clients to achieve operational excellence through Leadership Development, Training and Implementation that are primarily focused on buildingthe client’s internal capability for sustainability and a culture of continuous improvement. Our Toyota-trained team has extensive experience and ongoing projects in healthcare, government, and manufacturing.

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BooTH B010

IMPAQ INTErNATIoNAL, LLC.10420 LITTLE PATUXENT PArKwAY, SUITE 300CoLUMBIA, Md 21042TELEPHoNE: 443-259-5222

webpage: www.impaqint.com


IMPAQ International’s staff of world-class researchers, survey professionals, technology innovators, and subject matter experts combine innovative thinking and rigorous approaches to evaluate and enhance health, education, labor, human services, and international development programs.

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BooTH B11

LEAN FroNTIErS & THE 2016 KATA SUMMIT8383 CrAIG STrEET, SUITE 103INdIANAPoLIS, IN 46250TELEPHoNE: 317-946-4715

webpage: www.katasummit.com


Lean Frontiers will host the 2nd Annual Kata Summit (aka KataCon) February 18-19, 2016 in Hollywood, FL (greater Miami area).

The Kata community is a sharing community; freely sharing knowledge, tools, and methods for the Improvement Kata and Coaching Kata. And the Kata Summit is where they gather each year to share, face-to-face, advances in thinking and best practices.

Whether you are an experienced practitioner or just beginning your Kata journey, this is THE place to meet hundreds of the world’s leading Kata practitioners as well as the author of Toyota Kata, Mike Rother. Learn more at www.katasummit.com.

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TABLE T2

TooLING-U / SoCIETY oF MANUFACTUrING ENGINEErS ONE SME DRIVEdEArBorN, MI 48128TELEPHoNE: 313-425-3099FAX: 313-425-3404

webpage:

www.sme.orgtoolingcom


Tooling U-SME is your source for lean training, consulting, and certification. Manufacturers are always in search of ways to remove waste and add value for customers. Our team of experts can analyze your operations, and offer help in implementing lean practices across your organization.We offer consulting and training that establishes a program or complements the lean pro9gram you already have in place. The industry-leading Lean Certification program we provide is the result of an alliance between SME, the Association for Manufacturing Excellence (AME), the Shingo Institute, and the American Society for Quality (ASQ).

TABLE T1

MArYLANd MANUFACTUrING EXTENTIoN PArTNErSHIP 8894 STANFord BLVd., SUITE 305CoLUMBIA, Md 21045TELEPHoNE: 410-505-8936

webpage: www.mdmep.org


The Maryland Manufacturing Extension Partnership (MD MEP) is an independent not-for-profit dedicated to helping manufacturers in Maryland grow and profit. Funded in partnership with the Federal Government, the State of Maryland and industry, the MD MEP provides innovative solutions and services for manufacturers to help them improve efficiencies and ultimately achieve long-term growth. With expertise in the areas of Lean and Operational Excellence, Sustainability, Technology Transfer and Tech Scouting, Workforce Solutions, Supply Chain as well as a Strategy, Growth Services, Innovation Consulting and New Product and Market Development. MD MEP utilizes a partnership approach to ensure that manufacturers in Maryland receive the best solution to meet their needs at a cost that they can afford. MD MEP is proud of all of the manufacturers that help Make It In Maryland.

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THE VALUE OF BUILDING

PARTNERSHIPS FOR STRONGER

COMMUNITIES.THE VALUE OF PERFORMANCE.

www.nor thropgrumman.com

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How We Learn, Share, and Collaborate

lean.org

Summits

Strategic Networks

Lean Product & Process Development

Public Service Value Network

LearningMaterials

Education

Co-LearningPartnerships

• Lean Global Network (LGN)• Healthcare Value Network • Lean Education Academic Network

• Public• Onsites• Online Webcasts

Making Things Better Through Lean Thinking and Practice

• Engagenewandexperiencedleanpractitioners

atalllevelswithintheorganization

• Providebothpracticaladviceandbig-pictureperspective

• Sharethebestnewthinkinginleanresearch

• Conductpublicworkshopsandon-sitetraining

• Hostsummitsandotherlearningevents

• Publishbooks

• Sharestoriesaboutrealindividualsandorganizations

intheprocessofleadingtheirownleantransformations

What We Do March 17-18, 2016 Join Us For Our Annual Lean Transformation Summit in Las Vegas!

Learn more at lean.org/summit

Beginyourleanjourneytoday,learnmoreaboutusat lean.org

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PARTNERING WITh INSPIRED PEOPLE WhO ARE DOING AWESOmE ThINGS

ALLISON LANE, PRINCIPALAllison helps organizations deepen relationships

with the community, customers, employees, media and other stakeholders

STRATEGIC mARKETING COmmuNICATIONS

ANN LAThAm DELIvERS

www.uncommonclarity.com

SAVE THE DATE!2016 MiD-ATlAnTic lEAn confErEncE

ocToBEr 18-19, 2016Online registration is now open!

Register today and receive 50% OFF

full registration price!

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Introducing The Improvement Kata:Making Scientific Thinking a Life Skill for Everyone

Using an example familiar to most, learning to drive, GBMP compares traditional “push system” learning with the Improvement Kata method, which redefines the manager’s role as coach and enabler.

Order yours at

www.shopgbmp.org

Enhance Your Lean Learning Program With These

Award-Winning Lean Training Videos from GBMP

• Toast Kaizen• Toast Value Stream Mapping• 5S–Five Challenges• A Slice of Six Sigma• Abiomed• AccuRounds• Alpha Analytical• Brookfield Enginering Laboratories • CEDAC • Change (Over) is Good• Dozen Eggs• Improvement Kata• Lean for the Office• Lean Policy Deployment• Madico• Moments of Truth• Ophic Optics • Poka-Yoke• Pulling Together I• Pulling Together II• Raytheon IADC• Single Patient Flow• Supplier Kaizen• The Gem Group• Thinking Outside the Suggestion Box• Total Productive Maintenance• Vibco• Z Corporation

GBMP is a nonprofit organization dedicated to helping organizations become more competitive through lean manufacturing and six sigma education and implementation. Each year GBMP trains more than 7,000 people on continuous improvement principles through on-site classroom and shop-floor training sessions and educates 1,000 more in public workshops and plant tours. Its award-winning Lean Training Videos are sold around the world. For more about our services visit www.gbmp.org or call Jamie Millman at 617-710-7033.

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January 21 – 22, 2016 (Frederick)Many process wastes are a function of the layout of equipment and resources inside a facility. Operator motion, product transportation, and high inventory levels are often clearly visible, along with defects, waiting, excess processing, and more. The lean transformation of every production process must eventually address the layout design to enable more lean operations and improve business results.

The Maryland World Class Consortia, in conjunction with The University of Maryland offers this exclusive course for managers, engineers, and anyone interested in a comprehensive introduction to the systematic process of Layout Design for Lean Operations. A brief overview of lean principles is included, along with an introduction to applicable lean tools, so no prior exposure to Lean Thinking is needed.

Your facilitators for this two-day course are Associate Professor Jeffrey W. Hermann and MWCC Associate Director Dave Rizzardo.

In this course, you will learn:• Introduction to Lean Principles and Wastes• The Facility Design Process• Understanding Product Families and Current State Flows• Types of Facility Design Approaches• Kanban Pull Systems Design• Cellular Processing Design• The 5S Workplace Organization System• Equipment Considerations• People Factors for Facility Design• Implementation Issues

Day 2 of this course features a specially-designed Facility Design Challenge that provides an opportunity for hands-on learning that goes beyond classroom theory!

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2015 MID-ATLANTIC LEAN CONFERENCENOVEMBER 4-5 - TIMONIUM, MD

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All raffle winners must be present to win!

Raffle will be held at the end of the closing remarks on the final day of the conference.

2015 MID-ATLANTIC LEAN CONFERENCENOVEMBER 4-5 - TIMONIUM, MD

2015 Mid-Atlantic Lean Conference and 2015 Maryland Lean Government Conference

Radisson North Baltimore Hotel – Timonium, MD Day 1 – Wednesday, 04 November

7:00 – 8:00 am

Exhi

bits

Ope

n Registration and Continental Breakfast

8:00 – 8:10 am Welcome: Jeff Fuchs, Maryland World Class Consortia

8:10 – 9:10 am Keynote: Jamie Bonini, Vice-President, Toyota Production System Support Center (TSSC)

9:10 – 9:30 am Networking Break

9:30 - 10:30 am Davis Balestracci, Harmony Conslt, Those Darn Humans!

Dan Markovitz, The Fit Organization

Dan Protzman, BIG LLC, Sustaining Lean

Hollie Jensen, Lean in State of Washington

10:40 -11:40 am Caiazzo/Berry, ARDEC,

Principle-Based Leadership David Lunken, Leading Lean: All About People

Jason Schulist, Appvion, Serial CI-Building

Henry Sobanet, Lean in State of Colorado

11:40 – 12:10 pm Lunch

12:10 – 1:10 pm Keynote: Jamie Flinchbaugh, Co-Founder, Lean Learning Center

1:10 – 1:30 pm Networking Break

1:30 – 2:30 pm Bob Petruska, Sustaining

Lean, Causal Mapping Scott Gauvin, Macresco, Conflict: Root of Waste

Shawn Wolf & Andrea Lacasse, Wright Manufacturing, HR and Lean Culture

Fisher & Lugli, Lean in State of Connecticut

2:40 – 3:40 pm Erin Edwards, Lean Leader

Communications Bornemann & Waskis, Lean at US Army ARDEC

Klein & Costanzo, Lean in Baltimore City


4:00 – 5:30 pm Cocktail Reception and Lean Leadership Awards Presentation

Day 2 – Thursday, 05 November

7:00 – 8:00 am

Exh

ibit

s O

pen

Registration and Continental Breakfast

8:00 – 9:10 am Keynote: Mark Hamel, COO, The Murli Group

9:10 – 9:30 am Networking Break

9:30 -10:30 am

Lean

Gov

Foru

m D Balestracci, Creat-

ing Time for Lean T. Hudson, Stop Train-ing! Start Discovering

Ann Latham, Trans- formative Clarity

Nathan Hurle, Lean at Cleveland Clinic

10:40 - 11:40 am Masci & Stackalis,

Lean Construction T Healey, Duggan Assoc Flow in the Office

C. Ransom, Investing: Lean for a Black Art

DePaolo & Khushalani, Lean in Psychiatry

11:40 – 12:10 pm Lunch

12:10 – 1:10 pm Keynote: Mark Graban, Author of Lean Hospitals and Healthcare Kaizen

1:10 – 1:30 pm

Conference Close, 2016 Preview and Raffle: Jeff Fuchs, Maryland World Class Consortia


1:50 – 2:50 pm

Exhi

bits

Cl

osed

J. Bieschke, Urban Institute, Mission-Driven Lean NGOs

Ron Oslin, CapitalOne, Overcoming Resistance

Leslie Gilbert, Lean at Howard Co. Schools

S Lynn, Lean at St Jude Children’s Resrch Hosp

3:00 – 4:00 pm T Carroll, Diversified Ins,

Lean Sales Journey M Devera, Lean at Emergent BioSolutions

Kevin Hancock, The Higher Calling of Lean

A. Brown, Lean at Anne Arundel Medical Center

= Lean Government = Lean Healthcare = Keynote/General Sessions

Information and registration at www.mwcmc.org/2015Conference.

The Maryland World Class Consortia 401 East Pratt Street, 17th Floor

Baltimore, Maryland 21202 (410) 767-4802

www.mwcmc.org

2015 Mid-Atlantic Lean Conference 2015 Maryland Lean … Mid... · 2015-10-26 · • 3 • Dear...

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