2017 LEAN AND SIX SIGMA CONFERENCE - The Global...

2017 ON-SITE PROGRAM

2017 LEAN AND SIX SIGMA CONFERENCELEADING THE CULTURE OF EXCELLENCE THROUGH LEAN AND SIX SIGMAFebruary 27 – 28, 2017 | Phoenix, AZ

SESSION PRESENTATIONS AVAILABLE ONLINE

Visit asq.org/lssc and click on the “Presentations” button on the right. You can also view the session presentations on the conference mobile app. Visit your app store on your mobile device and search for ASQ Conferences or use the QR code above. Event Code: LSSC2017

DOWNLOAD THE 2017 LEAN AND SIX SIGMA CONFERENCE MOBILE APP!

Event Code: LSSC2017

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5

2017 THEME AND FOCUS AREAS

Leading the Culture of Excellence Through Lean and Six Sigma

The term “excellence” can mean different things to different organizations, but at its essence, all can agree that it is realized through the achievement of results and the ability to sustain those results. Those who are able to sustain this level of success share one very important thing in common: a focus on and attention to culture.

Developing a desired culture in which continuous improvement is part of the fabric of the organization is something that many organizations desire and strive for. It is also something that lean and Six Sigma’s tools, techniques, and methodologies can help achieve.

2017 Focus Areas • Lean and Six Sigma Fundamentals

• Lessons Learned: Implementation of Lean and Six Sigma

• Doing More With Less

• Tips and Tricks: Sustaining Results

• Masters Series

SESSION LEVEL DEFINITIONS

B Basic: Participants should be able to process and make sense of the core concepts of the subject matter. Participants will mostly be new to the � eld/topic.

I Intermediate: Participants should be able to analyze core concepts and practices of the session to resolve a problem or situation. Participants should have some experience and are seeking more in-depth information on this � eld/topic.

A Advanced: Participants should be able to analyze and synthesize core concepts and practices of the session to evaluate problems and devise solutions. Participants are seeking to add to an already deep understanding of the topic or are looking for an approach to use when teaching others. These sessions should dedicate less time to the orientation of the audience to tools/methodologies and more time providing details of their application and results.

Session Level Key: Session Level Key: B Basic I Intermediate A AdvancedRead level descriptions on page 5.

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Sunday, February 263:30 p.m. – 6:30 p.m.Registration Location: Salon CD and Registration Desk East

5:30 p.m. – 7:00 p.m.Welcome Reception Hosted by ASQ Six Sigma ForumLocation: Highland CenterCome to this special complimentary event in the exhibit hall to meet with fellow conference attendees, sponsors, and exhibitors, and enter for your chance to win a $150 Amazon gift card. (Must be present to win.)

Monday, February 27

7:00 a.m. – 5:00 p.m.Registration Location: Salon CD and Registration Desk East

7:15 a.m. – 8:00 a.m.Breakfast With Sponsors and Exhibitors Location: Highland Center

8:00 a.m. – 9:00 a.m.Opening Session and Keynote SpeakerThom Singer, Author, Speaker, Trainer Location: Salon GHIJ

10:15 a.m. – 11:15 a.m.Concurrent Sessions

I M01: Enhancing Healthcare Value With LeanPresenter: Eddie Perez-Ruberte, BayCare Health Systems Location: Courtroom KLDid you know that hospital errors are the third leading cause of death in United States, right after heart disease and cancer? That is right! And that is not the only problem. Even though we have low quality, we have the highest healthcare cost per capita in the world. Delays in care, physician and nurse burnout, and low patient satisfaction add to the myriad issues plaguing our healthcare system today.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

I M02: Lessons From the Road: Improvement in GovernmentPresenter: Amber Sare, Region of WaterlooLocation: Salon ABIn an age where customers have increasingly high expectations on services, with a continual tightening of resources to deliver these services, government leaders at all levels are increasingly aware that they can no longer produce the results expected of them with the methods they currently use. The speaker will present her experiences in municipal and provincial government organizations implementing Lean Six Sigma, lessons learned, and examples of successful approaches to implementing Lean Six Sigma in the private sector, including methods of driving culture change, examples of a “doing more with less” approach, and how to sustain results over time.Focus Area: Tips and Tricks: Sustaining Results

I M03: The Magni� cent 7 Power Tools of QualityPresenter: Jay Arthur, KnowWare International Inc. Location: Salon GHIJWhile there are many quality tools, seven tools will solve the vast majority of operational problems. In this session, you will learn the three types of operational problems and the seven power tools of quality that can solve them—value stream maps/spaghetti diagrams, PivotTables, control charts, Pareto charts, histograms, � shbone diagrams, and matrix diagrams. One is the key to million-dollar improvements. Case studies are presented using Excel.Focus Area: Lean and Six Sigma Fundamentals

I M04: Seeing the Whole for a $XXB BusinessPresenters: Chad Smith, Continuous Improvement Solutions, LLC, and Dave Wilson, Tyson FoodsLocation: Courtroom MNIn well-established businesses, often the organization wakes up and realizes it is part of a stable or shrinking market saturated with players, where every day is a bloodbath to survive. Erosion of margin begins, the cost cutting begins, and � nally the end comes. The challenge is seeing this as the real current state. Enterprise-level value stream mapping is the only way to expose this current state—and a complementary way to innovate and disrupt the current market.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

SUNDAY, FEBRUARY 26 AND MONDAY, FEBRUARY 27


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MONDAY, FEBRUARY 27

B M05: Applying Lean Six Sigma to a Neglected Warehouse’s Battery RoomPresenters: Joe Posusney and Harold Vanasse, Philadelphia Scienti� c LLCLocation: Courtroom OPMany distribution centers or warehouses use electric fork trucks to move pallets of material to load or unload trucks. This session is based on a project that focused on an industrial battery room, where batteries were charged and changed to support the fork truck � eet’s operations. The batteries themselves serve a key role in the success of the company. This is a nontraditional area that truly bene� ts to have LSS applied to it with great results. We will show how changes in process practices, monitoring metrics, and applying lean tools bring the operational objectives under control and lower costs for the end user in a real case study.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

10:15 a.m. – 12:30 p.m.Workshops

A M06: SPC for Unusual ApplicationsPresenters: Jack West, Six Sigma Adventures, Paul Sheehy, Minitab Inc., and Terry Ziemer Location: Salon EStatistical process control (SPC) is a method to regularly test whether or not a process is changing as a function of time. The null hypothesis is that the process has not changed; the alternate hypothesis is that the process has changed. SPC has remained relatively unchanged since the method was developed by Walter Shewhart in the 1920s at the famous Western Electric plant. Many charts like X bar and R and P charts are well understood and

in common use. However, some new charts have been developed and others are underutilized. This presentation will describe those charts as well as their theory and applications. These charts include: 1. G and T for monitoring rare events; 2. Laney P and U charts for processes monitored with discrete data that may display over-dispersion; 3. EWMA charts for detecting small changes in the process mean; and 4. Between-within for processes monitored with continuous data where the subgroups may contain additional sources of variation.Focus Area: Masters Series

I M07: Success Factors for Creating a Lean Six Sigma CulturePresenter: Michael Levenhagen, Essex Partnership, LLCLocation: Salon FThere’s a lot of talk about kata, suggestion systems, and employee involvement. What is necessary for these good concepts to take hold and achieve sustainable results? In this interactive workshop, we’ll use a case study and Edgar Schein’s model of organizational culture to identify culture-building systems for a sustainable continuous improvement (CI) enterprise. The workshop will demonstrate how an organization was able to develop and sustain a culture of high-performance work teams for over 15 years. There will also be lessons learned on why the company lost its effective team culture and how to avoid such a collapse.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

11:30 a.m. – 12:30 p.m. Concurrent Sessions

I M08: A3 Innovation at MassMutualPresenter: Joseph Vacca, MassMutualLocation: Courtroom KLMassMutual is now more than four years into an enterprise lean transformation. Its continuous improvement (CI) community of practice identi� ed two major opportunities to improve problem-solving effectiveness based on trends seen across the enterprise. The � rst trend was that the biggest problems seemed to be stalling, and most of these efforts were cross-functional in nature. The second trend was that it wasn’t clear whether the biggest problem-solving efforts were aligned to mission and objectives, or where they � t value streams. The CI community collaborated to address these opportunities by identifying the root causes of the underlying issues and then innovating solutions that could be applied broadly with customers across MassMutual. The Power A3 approach was developed to eliminate waste and improve the effectiveness of complex, cross-functional, problem-solving efforts. The Uber A3 approach was developed to ensure the highest-level problem focus areas (Mother A3s) were directly linked to and informed by value streams and business aspirations to maximize the impact of these efforts.Focus Area: Doing More With Less


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MONDAY, FEBRUARY 27

I M09: Building a Successful Lean Six Sigma OrganizationPresenter: Beverly Daniels, IDEXX LaboratoriesLocation: Salon GHIJThe traditional model of deploying Six Sigma has not been overwhelmingly successful in driving the tools, methods, and philosophy into the DNA of an organization. Weeks of training and hordes of multicolored belts later, most companies revert back to old habits. Similarly, the use of the Six Sigma model has been unsuccessful in transitioning companies to lean. Based on a successful 12-year deployment effort at IDEXX Laboratories, this session will address the approaches that are counterproductive and describe the � ve essential actions that are needed to embed lean and Six Sigma into your culture.Focus Area: Tips and Tricks: Sustaining Results

B M10: Kaizen Culture in Government: The Lean Management SystemPresenters: Robert Woods and Kismet Weiss, State of ArizonaLocation: Courtroom MNLike most organizations pursuing a lean continuous improvement strategy, the state of Arizona has had enormous success with project-driven improvement; it has dramatically improved well over 200 processes, often in excess of 50 percent lead time reduction for delivering critical government services. However, a project-driven approach suffers from two major problems: 1) it only engages a small portion of the organization in improvement activity; and 2) it doesn’t develop the discipline within a team to sustain improvements. The state of Arizona decided to adopt an enterprise-wide approach to lean management.

This session will offer a broad overview of the Arizona management system as well as share the journey through

the eyes of the Arizona Department of Transportation (ADOT)—one of Arizona’s largest government agencies. ADOT will demonstrate how they are implementing a management system across their agency while serving as a national leader for reducing customer wait times at Motor Vehicle Division of� ces.Focus Area: Lean and Six Sigma Fundamentals

B M11: How to Implement Healthcare Kaizen? Learn in 45 MinutesPresenter: Ahmed Elsheikh , Security Forces Hospital Program MakkahLocation: Courtroom OPThis session covers a full case study from a kaizen hospital implementation, from the de� nition of kaizen to lessons learned in the journey, including: why implement kaizen in healthcare; the de� nition of kaizen; highlights from a trip to Japan; kaizen done by everyone, everywhere, and every day; ABCs of kaizen implementation; examples from a 5S campaign; and examples from real implementation.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

I M12: Lean Six Sigma for Transactional and Service: Challenges in DeploymentPresenter: Mike Nichols, TactegraLocation: Salon ABThis session discusses challenges and constraints that the applications of these methodologies present when deploying them in a nonmanufacturing environment. These challenges and constraints have been grouped into the following categories: leadership, people, process, and data. Real-world examples and actions will be presented in each of these categories.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

12:30 p.m. – 1:45 p.m.Lunch With Sponsors and ExhibitorsLocation: Highland Center

2:00 p.m. – 3:00 p.m.Concurrent Sessions

I M13: Applying Lean to the Redesign of Healthcare DeliveryPresenter: Alan Cooper, Tudor Advisory Group Inc.Location: Salon GHIJThis session presents a case study on using lean to fundamentally change the delivery of patient care as part of the New York State Delivery System Reform Incentive Payment (DSRIP) Program for a performing provider system (PPS) composed of two tertiary hospitals, several nursing homes, rehabilitation and drug treatment centers, behavioral health providers, and physician practices across one of the � ve boroughs of New York City. DSRIP’s purpose is to fundamentally restructure the healthcare delivery system by reinvesting in the Medicaid program, with the primary goal of reducing avoidable hospital use by 25 percent over � ve years. Up to $6.42 billion dollars are allocated to this program with payouts based upon achieving prede� ned results in system transformation, clinical management, and population health. The presentation discusses how lean was used as an overall strategy to bring together disparate healthcare agencies to help create a standard culture throughout the region as well as to achieve the goals of delivering more ef� cient and effective healthcare to the residents of the borough.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma


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MONDAY, FEBRUARY 27

A M14: Think, Act, Behave in New Ways for an Enduring Lean CulturePresenter: Tri Nguyen, Hubbell Inc.Location: Salon ABResistance to change is a well-established fact of organizational life. Change involves uncertainty and involves hard work. And human beings have learned by experience that change is not always for the better. Too often, change causes employees to feel hopeless and stressed. It generates con� ict and creates doubt and loss of control. The common strategy in driving change starts from a negative point of view—there is a huge gap in performance (the burning platform). Let’s identify the root cause of the problem, brainstorm solutions, plan remedial actions, and implement the change. It’s well known that problem-solving approaches to change are extremely dif� cult and often unsustainable.Focus Area: Tips and Tricks: Sustaining Results

B M15: The Power of Silent BrainstormingPresenter: Jd Marhevko, Accuride Corporation Location: Courtroom KLThis engaging and hands-on session demonstrates the effectiveness of silent brainstorming during the analysis phase of DMAIC. As the interactive demonstration is conducted, a live sample of how one training team saved over $250,000 is modeled. Attendees participate in a group simulation of how a team might conduct a silent brainstorming activity. This thought-provoking session will enable attendees to take home ideas on how they might use similar tools and techniques in their own environments.Focus Area: Lean and Six Sigma Fundamentals

I M16: Selling Lean and Six Sigma (Securing Buy-In)Presenter: Modinat Ogun, Quality Management Consultant Location: Courtroom MNQuality practitioners spend a lot of time within their organizations, seeking buy-in for the adoption, implementation, and utilization of lean and Six Sigma methodology. Despite well-publicized, validated, and proven bene� ts from lean and Six Sigma methods, buy-in for adoption-utilization of lean and Six Sigma is still elusive! Organizations of all types are still struggling to achieve missions, visions, goals, and objectives. Achieving organizational and operational excellence is dependent on taking a thoughtful approach to how organizations operate. Lean and Six Sigma methods provide this approach. This session will provide valuable insights, lessons learned, cautions, and examples on how to secure and maintain buy-in within organizations. Audience participation is encouraged. Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

A M17: A Six Sigma Analysis of Mobile Data UsagePresenter: Brandon Theiss, Volpe & KoenigLocation: Courtroom OPThe tools, techniques, and methods can be applied to any type of process, including those that affect our personal lives. This session attempts to apply Six Sigma to the vexing problem of determining the optimal mobile data usage plan for purchase. Using a data set collected over a year, the case applies control charts, nonparametric hypothesis testing, and simulation to build a model of the data usage pattern for an individual. Then, based upon the model and process capability analysis, the optimal data plan is selected to minimize the individual’s monthly bill.Focus Area: Masters Series

I M18: Achieving Excellence With Lean Six Sigma in Outsourced EnvironmentsPresenter: Valerie Charger, CargillLocation: Courtroom QRAre you looking for ways to drive excellence in a managed service environment using Lean Six Sigma? In this session, you will hear lessons learned by a global information technology organization with roughly 2,000 employees in 49 countries supporting 58 different business units that implemented Lean Six Sigma during the transformation to an outsourcing partnership. During the transformation, Lean Six Sigma played a signi� cant role in embedding continuous improvement into the culture. Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

2:00 p.m. – 4:30 p.m.Workshops

A M19: The Use of Y=f(X) Transfer Functions in Design for Six SigmaPresenter: Steven Bailey, DuPont (retired)Location: Salon ETransfer functions provide the means to � ow customer requirements down to subsystems and components, as well as � ow design and manufacturing or service capabilities up to the system level. They facilitate optimization, making trade-offs and assessing risks; speci� cally by estimating mean and variance of the outputs and setting tolerances on the inputs. Examples of transfer functions created by induction (empirical models based on historical data and designed experiments), deduction (mechanistic models based on science and engineering), or synthesis (a combination of induction and deduction) will be presented to illustrate their use.Focus Area: Masters Series


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MONDAY, FEBRUARY 27

B M20: Rebels and Renegades: Human Behavior in the Control PhasePresenters: Holly Duckworth, Kaiser Aluminum, and Andrea Hoffmeier, Sherpa Sustainability InstituteLocation: Salon FLean Six Sigma professionals rely on organizational team members to change their behavior, such that there is compliance to policy, procedure, standard work, and process improvement efforts. But if rebels and renegades are spread throughout the organization, how is the Lean Six Sigma professional to ensure that their changes are sustained after the project closes? Won’t these team members subvert improvements? Will behavior change be reliable over time?Focus Area: Tips and Tricks: Sustaining Results

3:00 p.m. – 3:30 p.m. Refreshment and Networking Break With Sponsors and ExhibitorsLocation: Highland Center


I M21: Using Voice of the Customer to Focus Six SigmaPresenter: James Wells, DuralineLocation: Courtroom KL

This session will walk you through the application of innovative, low-cost data mining and analysis techniques to inform Six Sigma project selection and project execution.

Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

B M22: Developing Capable Coaches for CIPresenters: David Hicks and Hank Czarnecki, Auburn University Location: Courtroom MN

Traditional improvement leadership involves setting goals and interacting only if the team member struggles. A more re� ned approach, modeled on Toyota’s PDCA sensei technique, incorporates daily coaching for improvement and team member development. An integral part of team member development is interaction with an experienced coach. This basic-level presentation offers tips and tricks for creating a sustainable continuous improvement (CI) process by using appropriate coaching techniques. Learners will take away a framework for improvement along with tools for helping them become an effective CI coach.Focus Area: Tips and Tricks: Sustaining Results

I M23: Implementing Lean Six Sigma in a Urology Physician GroupPresenters: W. Charles Slaven, Catapult Solutions Group, and Erin Huston, The Urology GroupLocation: Courtroom OP

This session will focus on project results and on the journey that has enabled a cultural change toward continual improvement. It will tell the story of an improvement journey, the lessons learned along the way, and the signi� cant results achieved. Critical success factors have been identi� ed and will be reported. These factors contributed to building a continually improving healthcare organization that is thriving, growing, and has a very competitive position to provide exceptional services, while improving lives, over the long term.Focus Area: Lean and Six Sigma Fundamentals

I M24: A Framework for Spread of Lean Six Sigma LearningsPresenter: Katie Castree, Accumen Inc.Location: Courtroom QR

The Institute for Healthcare Improvement has written a white paper, “A Framework for Spread From Local Improvements to System-Wide Change,” stating “A key factor in closing the gap between best practice and common practice is the ability of healthcare providers and organizations to rapidly spread innovations and new ideas. Pockets of excellence exist in our healthcare systems, but knowledge of these better ideas and practices often remains isolated and unknown to others.“ Given this business case, a much needed “lean project on lean projects” was conducted to improve the rate of spread of successful LSS projects from within one medical practice to medical group-wide as applicable, through improved standard work for performance improvement. Previously, there was not a standard process to spread learnings of completed Green Belt projects to all relevant HSHS Medical Group practices. Projects were spread at a zero percent success rate during � scal year 2015! Therefore, the team’s aim was to develop and implement this standard work and to increase the number of successfully spread projects. Results were 77 percent (Central Illinois) and 84 percent (Southern Illinois) success rates.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma


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MONDAY, FEBRUARY 27

B M25: Change Perspectives to Change Ingrained ProcessesPresenters: Suzanne Moreland and John Strickland, CH2M HILLLocation: Salon GHIJ

Traditional program management historically followed a linear process that had been developed and honed over many decades, maybe even centuries. We tossed that antiquated system out, and, starting with a blank screen, redesigned how major programs are de� ned, organized, designed, and delivered. However, we could not sell this “new fangled” concept to old “dogs” of the trade by merely saying it would work—we had to prove that it worked. And, prove it we did: It saves time and money, improves relationships, and signi� cantly improves outcomes (like safety and reduced risk).Focus Area: Tips and Tricks: Sustaining Results

B M26: Six Sigma Forum Networking SessionSponsored by the ASQ Six Sigma Forum Presenter: Rachel DelisleLocation: Salon CD

Join the Six Sigma Forum for this interactive networking session to meet other conference attendees, learn a fun way to help reinforce learning lean and Six Sigma tools, enjoy our famous mocktails, and of course have a blast! Participants will have the chance to win an Amazon gift card.

4:45 p.m. – 5:30 p.m.

Keynote SpeakerLocation: Salon GHIJ

Jacob Stoller, Author, Speaker, Consultant

5:30 p.m. – 7:00 p.m.Conference Networking ReceptionLocation: Highland Center

Network with conference sponsors, meet with other attendees, and share what you learned on your � rst day. Attend for the chance to win 50 percent off your registration to the 2018 Lean and Six Sigma Conference, courtesy of the ASQ Six Sigma Forum. (Must be present to win.)


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TUESDAY, FEBRUARY 28

Tuesday, February 28

7:15 a.m. – 8:00 a.m.Breakfast With Sponsors and Exhibitors Location: Highland Center

7:30 a.m. – 2:00 p.m.Registration Location: Registration Desk East

8:00 a.m. – 9:00 a.m.

Keynote SpeakerLocation: Salon GHIJ

Steve Spear, Author, Senior Lecturer, MIT

9:15 a.m. – 10:15 a.m. Concurrent Sessions

I T01: ISO 9001:2015, Lean, and Six Sigma: More Than CompliancePresenter: Richard Maclin, Continuous Improvement Solutions, LLCLocation: Courtroom KLPrograms like lean, Six Sigma, and ISO 9001 are promoted as the way to great process performance; but all too often they only consume much needed resources and deliver little that can be called excellence. The modest gains realized are too frequently short-lived. The culture is simply not there to sustain the results or fuel continuous improvement. These

efforts should not be programs at all! They should merge to allow businesses of all sizes to establish strategic directions, plan processes and activities to satisfy customers, evaluate performance, and drive process improvement. PDCA is the foundation of the ISO requirements. Applying lean and Six Sigma thinking and tools within the QMS framework allows resource planning and sharing to accomplish the business’s objectives. A QMS integrated with lean and Six Sigma can bring performance excellence and develop a culture that enables, encourages, and sustains that performance level. This session illustrates synergies between PDCA (lean), DMAIC, and key clauses from ISO 9001:2015. With these approaches working in tandem, businesses use the right tools to solve problems, boost performance, and make it last!Focus Area: Doing More With Less

I T02: Coaching for SustainmentPresenters: Whitney Mantonya, Collaborative Lean Solutions, LLC, and Amita Sherwood, E Squared SolutionsLocation: Salon GHIJMany organizations, large and small, struggle with having their practitioners (Green Belts, Black Belts, lean practitioners, etc.) effectively execute process improvement projects after training, then continue to use their skills outside of project execution to lead others. Typically, coaching focuses on tool application during project execution; however, coaching can be successful in supporting the development of leaders who apply these techniques in leading their respective organizations and developing people.Focus Area: Tips and Tricks: Sustaining Results

I T03: Source of Variation Studies: A Real-World Case StudyPresenter: Jeffrey Robinson, Accelerated Quality ImprovementLocation: Courtroom MNThis session reports on a real-world case study of a source of variation study that involved multiple manufacturing facilities in several countries. When the world’s largest manufacturer of credit card scanners started experiencing intermittent but recurring anomalous yield problems, it became apparent that something adverse was going on that they could not identify or correct. Ultimately, a full-scale source of variation (SoV) study was conducted across multiple facilities around the world. Unfortunately, with different facilities around the world, practices, methods, and environments varied greatly and a systematic approach to discovering the root causes was quite challenging. Results indicated that different factors were not monitored or under adequate control, and the challenge of establishing corrective actions and updated metrics across radically different organizations was daunting. This session examines the structure of formal SoV studies and how to address myriad potential problems to reach a viable solution. Lessons learned are applicable to a wide range of businesses of all sizes.Focus Area: Lean and Six Sigma Fundamentals


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B T04: Completing Technical Six Sigma Projects: It’s That EasyPresenter: Scott Sterbenz, Ford Motor CompanyLocation: Courtroom OPYou’ve completed Black Belt training—great! But why is it you struggle to progress with or complete your � rst projects? Finding and diagnosing failure modes for technical Six Sigma projects is much simpler than you might think. Six Sigma is not only meant to train you in common statistical methods, but also in the way that you think about solving problems. However, the generic objectives listed in each phase of de� ne, measure, analyze, improve, and control don’t necessarily get you there. This presentation focuses on the speci� c problem-solving objectives you must meet in each phase of DMAIC, ensuring success and ef� ciency in your projects. In addition, the objectives for each phase will be substantiated by real-world examples. At the end of this presentation, you will look at how to solve technical DMAIC projects much differently than you have in the past—and it will make solving those technical DMAIC projects much simpler, more effective, and more ef� cient.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

A T05: Customer Journey Map: Visualize the Voice of the CustomerPresenter: Lisa Custer, Fire� y ConsultingLocation: Salon ABCustomer journey maps focus design and development efforts. Truly understanding the customer’s needs, feelings, and emotions is the key to delivering exceptional products, processes, and services. Knowing this and uncovering those a-ha moments focuses design teams to deliver that superior customer experience for not only today’s customers, but future customers as well. Customer journey maps are a visual representation of the interactions of the customer with a process or series of processes to deliver a product or service. This map focuses on the touchpoints of the customer with the process

and articulates on what the customer needs are at those touchpoints. Beyond just needs, additional layers of information are added to represent what the customer is feeling or what the customer motivation is at those touchpoints. From the business standpoint, layers of business needs and technology are added. Having all of the information in one place bene� ts the design team in developing processes and products, while balancing both voice of customer and voice of business.Focus Area: Masters Series

9:15 a.m. – NoonWorkshops

I T06: Minitab WorkshopPresenters: Paul Sheehy and Bonnie Stone, Minitab Inc.Location: Salon CDJoin Minitab experts in a workshop dedicated to providing you with new skills, whether you’re a beginner or have years of quality improvement expertise. This workshop includes a series of mini sessions, each 30 minutes long, covering various topics including tips and tricks for manipulating your data and creating compelling graphs, equivalence testing, macro scripting, and LSS project execution.Focus Area: Lean and Six Sigma Fundamentals

A T07: Use of ISO 18404 and 13053: Lean Six Sigma Standards and DeploymentPresenter: R. M. Dumidu Ranaweera, Six Sigma Management Institute Asia Location: Salon ESeveral important standards published by ISO under the category of Quantitative methods in process improvement – Six Sigma include ISO 18404 (Competencies for key personnel and their organizations in relation to Six Sigma and lean implementation), ISO 13053-1 (Six Sigma – DMAIC

methodology), ISO 13053-2 (Six Sigma – Tools and techniques), and ISO 17258 published under Statistical methods category (Six Sigma – Basic criteria underlying benchmarking for Six Sigma in organizations). Key learning outcomes of this session include: evaluating the necessity of standards on Lean Six Sigma and their implications and bene� ts; understanding the latest series of standards published by ISO on lean and Six Sigma (i.e., ISO 18404, ISO 13053-1, ISO 13053-2, and ISO 17258) and their key interactions; key highlights and implications to practitioners and organizations; and summarized steps for application and application examples.Focus Area: Masters Series

B T08: Linking Lean Systems and Strategic PlansPresenter: Jd Marhevko, Accuride CorporationLocation: Salon FThis hands-on workshop helps participants learn how to effectively develop an aligned lean systems plan by transforming business strategies into agile, tactical actions. This method is used successfully by multiple types of organizations. Participants will create and take home working samples relevant to their unique business environment. Managers will see how they can visualize, articulate, and execute a plan to meet their LMS goals and objectives via Hoshin Kanri and supporting system tools.Focus Area: Tips and Tricks: Sustaining Results

10:15 a.m. – 11:00 a.m.Refreshment and Networking Break With Sponsors and ExhibitorsLocation: Highland Center


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11:00 a.m. – NoonConcurrent Sessions

B T09: Ensuring a Safe and Ef� cient New Hospital Patient MovePresenters: Adam Spieker and Rosendo Cardoso, The University of Texas Medical BranchLocation: Courtroom KLThis session will begin with an introduction to the mass patient transfer and the challenges faced when planning an operation of this size. The setting of the patient move to the University of Texas Medical Branch’s new Jennie Sealy Hospital will be described. An overview of the tools and concepts used in planning the patient move will be presented. The DMAIC model was used as the framework for the project. A project charter helped de� ne the problem, the project goals, and the requirements. The team measured process performance by collecting data and performing basic statistics of historical census. A FMEA chart helped in analyzing the process prior to the actual move. Implementation was carried out by designing the proposed process, developing a discrete event simulation model to test and optimize the process, and then developing a move plan sequence based on the simulation results. Lessons learned from the actual patient move are part of the control phase. This preparation resulted in a successful patient move that helped the University of Texas Medical Branch achieve its � nancial and medical goals.Focus Area: Doing More With Less

I T10: The Joy of Lean: Leading a Culture of Team EngagementPresenter: Dodd Starbird, Implementation Partners LLCLocation: Salon ABHas your organization tried lean already? If so, you surely see and feel “The Joy of Lean” in your workplace now, right? Don’t worry. If you’re not quite to joy yet,

you’re not alone. As it attracts more and more attention as a successful business philosophy that can improve results in any type of organization, lean has still sometimes been misunderstood as a method for just cutting expenses. The useful ideas of eliminating waste and driving greater ef� ciency can pick up a negative spin, with perceptions of job cuts, employees doing more with less, and managers squeezing more productivity from each person. None of that sounds very joyful.Focus Area: Tips and Tricks: Sustaining Results

I T11: Using Lean in Education to Drive a Culture of ExcellencePresenters: Kamaljit Jackson and Deborah Davidson, Gateway Technical College Location: Courtroom MNEducational institutions are increasingly embracing lean as a way of eliminating process waste, reducing costs, and improving the customer/student experience. During this session, we will focus on Gateway Technical College’s journey to creating a culture of excellence and continuous quality improvement through its use of Lean Six Sigma as the methodology of choice. People change, policies change, methods change, and processes should change to meet the ever-changing needs of the customer. By leveraging its internal talent pool and expertise, Gateway engaged and empowered its employees to have a seat at the table and help build future-model processes to meet and exceed customer requirements. Lean is not “fewer employees are needed,” but rather a respect for people and their processes, expertise, and talent. We will engage the audience by sharing our milestones, successes, lessons learned, and plans for the future.Focus Area: Lean and Six Sigma Fundamentals

I T12: Lessons From Navigating 24 Lean Improvement WorkshopsPresenter: Sheilah Paddy O’Brien, ConsultantLocation: Courtroom OPDiscover the lessons learned from facilitating 24 lean improvement workshops (kaizen events). The Peace Corps advertises, “the toughest job you’ve ever loved.” This notion applies to facilitating rapid improvement workshops. There may be times when you want to quit. But you don’t. And there are reasons for that—lessons learned along the way that are worth sharing. The lessons can be categorized into three levels of facilitation: 1. Teambuilding: taking individuals and making them a cohesive team, and doing it quickly. 2. Knowledge assessment: teaching new ways to think, new tools to use, and lean techniques at the appropriate times, and not leaving anyone behind. 3. Project management: moving the team through the agenda, not too fast, not too slow, in order to reach workshop goals. Sometimes this involves pulling the team back because not enough data has been collected or nudging them to recommend an improvement that doesn’t create more bureaucracy. Examples are taken from six workshops, all completed in organizations that have very different work� ows.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma


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I T13: Transforming a Culture? Here’s What We LearnedPresenter: Eileen Serrano, Roche Operations Ltd.Location: Salon GHIJ

An organizational culture is de� ned by its artifacts (what can be seen), values (espoused justi� cations), and basic assumptions (beliefs, thoughts, perceptions, and feelings). In order to transform a culture, it is necessary to change what can be grasped: the visible structures and processes, the observable behaviors, the artifacts. However, transforming an organizational culture into a lean culture is not an easy task! It is not about implementing the lean tools and methods, but about transforming people’s mindsets. This session will share key lessons learned while working to transform the culture of a manufacturing site to create an operational excellence culture based on lean principles.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

Noon – 1:15 p.m.Lunch With Sponsors and Exhibitors Location: Highland Center


I T14: Plan Your Lean Journey Using Strategy DeploymentPresenter: Paul Christman, Dartmouth-Hitchcock Medical CenterLocation: Salon AB

Most of the presentations given at conferences are about the tools or experiences people have had in their lean transformation journey. This session is about getting started, and takes the audience through the very � rst step in a system’s lean transformation. In this example, a senior

leader thought the business was great, but had no way to measure, understand, set, or control the metrics (key performance Indicators). The company used strategy deployment as a driver to understanding which goals were important, how to set specs to those goals, and then disseminate this information to the team.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

B T15: Strengthen Your Self-Re� ective Leadership MusclePresenter: Evelyn Boomer, DISHLocation: Courtroom KL

As a leader, you create an environment for success, and support your team to reach its highest potential. But, do you take the time to coach and guide yourself to reach your highest potential? Self-re� ection allows for an increased awareness of your leadership traits. Do you want more clarity and improved discernment? Do you desire the ability to develop individualized solutions to adjust aspects of your leadership style? Do you want to create an environment for your ongoing success? In this session, you will learn the why and how to collect personalized data to make discerning decisions for leadership growth.Focus Area: Tips and Tricks: Sustaining Results

I T16: Implementation of Lean and Six SigmaPresenter: Fareeha Amber AnsariLocation: Salon GHIJ

This session illustrates that lean and Six Sigma are highly complementary methodologies. which when applied in conjunction, produce remarkable results. Using a simple process in human resources as an example, we will illustrate how quality issues in one department affect the entire value stream. You will learn how to gain the 30,000-foot view of the problem and then compartmentalize it to smaller pieces to solve effectively. You will learn

how to determine metrics that are worth measuring. Most importantly, you will learn how to allow data to speak for itself and win over organizational politics and stakeholder resistance.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

A T17: Getting in Sync: Bridging Execs and Lean and Six Sigma TalentPresenter: Mike Adams, Mike Adams & Company, LLCLocation: Courtroom MNOver the decades of the quality movement, a gap arose between executives and lean and Six Sigma talent, and their full or practical utilization. This session provides frank, candid, and at times humorous commentary regarding this gap from both the executive’s perspective and a quality practitioner’s as an accountable executive, practitioner, to consultant observer. Today’s current CEO challenges fall in areas of human capital, operational excellence, innovation, and customer relationships with many areas of focus. Lean and Six Sigma skills, while currently utilized or available, can play a bigger role in addressing these challenges and supporting strategies.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

A T18: ISO 16355: You Can’t Build New Products With Old QFDPresenter: Glenn Mazur, QFD InstituteLocation: Courtroom OP

Trying to build tomorrow’s products with yesterday’s tools can be an exercise in frustration for both our professionals and our customers. Quality function deployment (QFD)—one of the most powerful tools used by leading companies like Toyota—is now modernized to address the business models of today and the products of tomorrow. These modern tools are the heart of the new ISO 16355.Focus Area: Masters Series


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1:30 p.m. – 3:45 p.m.Workshops

I T19: The Art of Process Observation: The Shingo-Inspired Way of Truly Understanding the Current StateSponsored by the Six Sigma Forum Presenters: Chad Smith and Richard Maclin, Continuous Improvement Solutions, LLC Location: Courtroom QRThis session will meet in the breakout session room to quickly plan the walk, then the group or groups will leave the breakout session room. We will visit and observe actual processes being performed at the resort and/or conference. While observing, participants will be coached to look for speci� c activities and take notes. After the gemba walk, participants will regroup to review the observations, including good practices, possible opportunities for improvement, and next steps. Bring your walking shoes, a pen, and notepad. We will have a blast!

Advanced registration is required for this session. Space is limited to 16 participants.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

A T20: Introduction to Design and Analysis of Computer ExperimentsPresenter: Nathan Soderborg, ExponentLocation: Salon FOrganizations today often rely on computer simulations to help develop and evaluate new systems and products. Often these models function as black boxes to users, so interest arises in applying design of experiments (DoE) to these models to ef� ciently extract useful information.Focus Area: Masters Series

2:30 p.m. – 2:45 p.m.Refreshment BreakLocation: West Courtyard


I T21: Sustaining Results From Projects to TransformationsPresenters: Angela Selle and David Haim, PNC BankLocation: Courtroom KLWith Lean Six Sigma, there is a methodical way to lead teams through breakthrough changes or incremental improvements over time. Nevertheless, the best laid plans do not always lead to sustained results. Focusing on people in the process for this session, we will walk through key actions that take place through the life of an initiative that are speci� cally geared toward avoiding pitfalls to realize and sustain results. Drawing from our experience as LSS Black Belts in the � nancial services industry, examples will include lessons learned from both process improvement projects and larger lean management system deployments.Focus Area: Tips and Tricks: Sustaining Results

I T22: Culture of Quality: The Key to SustainabilityPresenters: Eric Michrowski and Michelle Brown, SentisLocation: Salon ABBy tapping into a blend of practical applications through case studies focused on building a culture of quality and cutting-edge research from the � elds of psychology and neuroscience to understand the concept of culture and the levers to drive culture change, this session will present tangible tools and approaches to help de� ne and shape a culture of quality and explore some of the potential bene� ts and outcomes of such a focus.Focus Area: Tips and Tricks: Sustaining Results

I T23: Creating and Sustaining a Safe Environment of Care With Lean Six SigmaPresenter: Victoria Adams, Dartmouth Hitchcock Medical CenterLocation: Courtroom MNIn 2014, a process improvement team was formed to address issues in equipment storage at a 396-bed academic medical center. This session focuses on how the team applied Lean Six Sigma tools to correct defects, decrease waste, and create managed equipment storage areas. The team successfully solved problems with delays in equipment delivery, infection control issues, restricted egress, and critical system blockages. Learn how the team worked across departmental lines, created credibility, involved staff in creating and implementing standards, and owned the process until it was sustained.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma

I T24: So You Want to Build a Process Improvement Program?Presenter: Julie Miller, CSIG HoldingsLocation: Salon GHIJYou have done your research, submitted your proposal, and sold the bene� ts of a process improvement program harder than someone trying to sell MySpace to Mark Zuckerberg. The hard work is done, right? Unfortunately, no … the hard work if just beginning. There are a lot of factors to go into building a lean and/or Six Sigma deployment, regardless of scale, and the fun has just started.Focus Area: Lessons Learned: Implementation of Lean and Six Sigma


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A T25: Six Sigma and Internet of Things (IoT)Presenter: Jim Duarte, LJDuarte and Associates, LLCLocation: Courtroom OPSix Sigma and Internet of Things (IoT) utilized together expands the capabilities and bene� ts from both. Six Sigma professionals can compare traditional tools along with the enhanced data and techniques associated with IoT. This technology provides manufacturers with signi� cantly more data than previously available. IoT allows companies to harvest data from connected systems whether the internet, equipment, or devices. In the de� ne phase, data from social media enhances voice of the customer analysis to better pinpoint the processes for value stream mapping. In the measure and analyze phases, IoT data makes sampling almost obsolete for getting good information on process performance. Since terabytes of data are available for large organizations, the question often asked is, “Why do I need to make decisions on samples when all of that data is just sitting there?” Connected equipment and devices bring the ability to analyze streaming data in both the analyze and control phases. IoT provides predictive modeling data to analyze process performance. Traditional Six Sigma tools are enhanced with IoT for creating things like control charts on steroids.Focus Area: Masters Series

4:00 p.m. – 5:00 p.m.

Keynote SpeakersLocation: Salon GHIJ

Jim Benson, CEO, Modus Cooperandi and Co-Founder Modus Institute and Tonianne DeMaria Barry, Partner and Principal Consultant at Modus Cooperandi, and Co-Founder of Kaizen Camp™ and Modus Institute

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NETWORKING OPPORTUNITIES

The 2017 Lean and Six Sigma Conference offers you multiple networking opportunities with sponsors, exhibitors, keynote speakers, and other attendees. Take advantage of daily refreshment, networking, and lunch breaks as well as conference receptions and special events.

Welcome Reception Hosted By ASQ Six Sigma Forum

Sunday, February 26 • 5:30 p.m. – 7:00 p.m. Location: Highland CenterCome to this special complimentary event in the exhibit hall to meet with fellow conference attendees, sponsors, and exhibitors, and enter for your chance to win a $150 Amazon gift card. (Must be present to win.)

Six Sigma Forum Networking Session

Monday, February 27 • 3:30 p.m. – 4:30 p.m. Sponsored by the ASQ Six Sigma ForumLocation: Salon CD

Join the Six Sigma Forum for this interactive networking session to meet other conference attendees, learn a fun way to help reinforce learning lean and Six Sigma tools, enjoy our famous mocktails, and of course have a blast! Participants will have the chance to win an Amazon gift card.

Conference Networking Reception

Monday, February 27 • 5:30 p.m. – 7:00 p.m. Location: Highland Center Network with the sponsors, meet with other attendees, and share what you learned on your � rst day. Attend for the chance to win 50 percent off your registration to the 2018 Lean and Six Sigma Conference, courtesy of the ASQ Six Sigma Forum. (Must be present to win.)

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KEYNOTE SPEAKERS

Monday, February 278:00 a.m. – 9:00 a.m.Location: Salon GHIJ

Thom Singer

Thom Singer has an eclectic background working in sales, marketing, and business development roles for Fortune 500 organizations, law � rms, and entrepreneurial ventures. He is a professional master of ceremonies, motivational keynote speaker, and the author of 12 books on the power of business development, networking, entrepreneurship, legal marketing, and presentation skills while also serving as the host of the popular “Cool Things Entrepreneurs Do” podcast. He regularly speaks at business and association conferences around the United States and beyond—and has presented to over 600 audiences during his career as a speaker. He lives in the amazing city of Austin, TX, where he and his wife are the parents of two highly spirited daughters.

Monday, February 274:45 p.m. – 5:30 p.m.Location: Salon GHIJ

Jacob Stoller

Jacob Stoller is an author, speaker, and consultant specializing in communication between experts and outsiders in areas such as lean management, information technology, accounting, and engineering. A frequent commentator in the business press, Stoller has delivered a variety of learning events in the United States and Canada, and authored reports, training materials, and other business documents for a wide range of corporate and institutional clients.

Stoller’s recent book, The Lean CEO, reveals the true power of lean through in-depth interviews with 28 CEOs who have taken the unusual step of establishing lean as a corporate-wide management system.

Tuesday, February 288:00 a.m. – 9:00 a.m.Location: Salon GHIJ

Steve Spear

Steve Spear, award-winning author of The High Velocity Edge and numerous articles, and senior lecturer at MIT in both the management and engineering schools, has built a career helping organizations deliver way more value to market, faster, easier than they previously imagined with rewards accruing to all shareholders. His work has tracked through heavy and high-tech industry, production and design, manufacturing and service sectors, and commercial and military organizations including the U.S. Army’s Rapid Equipping Force and the Navy’s current effort to become a high-velocity learning organization.

Tuesday, February 284:00 p.m. – 5:00 p.m.Location: Salon GHIJ

Jim Benson and Tonianne DeMaria Barry

A pioneer in applying lean and kanban to knowledge work, Jim Benson is the creator of personal kanban and co-author of Personal Kanban: Mapping Work | Navigating Life, winner of the Shingo Research and Publication Award. His other books include Why Plans Fail, Why Limit WIP, and Beyond Agile. He is the CEO of Modus Cooperandi, and co-founder of Modus Institute. For the past two decades Benson has worked at uncovering ways for individuals and groups to communicate, collaborate, and � nd clarity in unpredictable and amorphous environments.

Tonianne DeMaria Barry is partner and principal consultant at Modus Cooperandi, co-author of Personal Kanban: Mapping Work | Navigating Life, winner of the Shingo Research and Publication Award, and co-founder of Kaizen Camp™ and Modus Institute. DeMaria Barry explores the relationship between performance, motivation, and neuroscience, is passionate about the roles collaboration, value creation, and happiness play in “the future of work,” and appreciative of the ways in which psychology, lean thinking, and the work of W. Edwards Deming can facilitate these ends.

Together, Benson and DeMaria Barry have helped clients as diverse as the United Nations, The World Bank, Starbucks, JPMorgan Chase, and Spotify in over two dozen countries get control of their work, solve sticky problems, and create cultures of continuous improvement.


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POST-CONFERENCE TRAINING OPPORTUNITIES

Lean Leadership Skills WorkshopWednesday, March 1 – Thursday, March 2, 20178:00 a.m. – 4:00 p.m.Location: Courtroom KLMember price: $1,099List price: $1,299Instructors: James Rollo and Dan ProckThe Lean Leadership Skills Workshop builds skills in eight competencies of outstanding leaders in lean organizations. This practical training program provides tools and skills for team leaders, supervisors, value stream managers, and facilitators to implement and sustain a lean culture. The workshop utilizes the lean leadership inventory to assess the eight lean leadership competencies that participants will acquire in the course. Skills are developed through practice and application.

Business Process Management Orientation WorkshopWednesday, March 1, 20178:00 a.m. – 4:00 p.m.Location: Courtroom QRPrice: $329Instructor: Mike NicholsAnyone engaged as a process owner or process improvement team leader, in any market or industry, should attend this workshop. This business process management (BPM) orientation provides an insightful and high-level overview that prepares you to lead your team through achieving business process excellence through an improved understanding of customer requirements, process requirements, and measures of success and failures. This effort leads to improved results in process performance and better engagement for process improvement activities. Each major component includes an exercise. At the end of this one-day workshop, you’ll have a comprehensive deployment plan that will optimize business improvement initiatives such as Lean Six Sigma and many others.

DMAIC Review WorkshopWednesday, March 1 – Thursday, March 2, 20178:00 a.m. – 5:00 p.m.Location: Courtroom OPMember: $899Nonmember: $999Instructors: Chad Smith and Richard MaclinThis is a new workshop to boost your de� ne, measure, analyze, improve, and control (DMAIC) tool-set skills. Attend the Lean and Six Sigma Conference and attend this workshop at a reduced rate! Set in a dynamic environment, you will work in teams to step through each of the DMAIC phases � rst as a refresher, then again in team competition at the end of the workshop.

This two-day workshop will refresh your knowledge of and reignite your enthusiasm in Lean Six Sigma tools. This workshop uses the catapult exercise as you have never experienced it before. Step through the DMAIC process, working the tools in a fun and competitive team environment while illustrating the power of the tools used for process improvement and cost savings.

This workshop is equally valuable to those in transactional, service, and manufacturing industries, and works great in mixed audiences.

You are not required to come as a team—one or more from your organization may attend. Teams will be organized at the workshop to ensure the best learning experience for all. On-site workshops are also available for your corporate Lean Six Sigma teams. Minitab software is required for this workshop (30-day trials can be downloaded for use during the session).

Visit the Conference Registration Desk to register today!

SOLD OUT!

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HOTEL MAP

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HOTEL MAP

LEVEL 2 LEVEL 2LEVEL 3 LEVEL 3LEVEL 2 LEVEL 2LEVEL 33 LEVEL 3

2017 CONFERENCE AND HIGHLAND CENTER ROOM LOCATION MAP

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2017 SPONSORS AND EXHIBITORS

LANYARD SPONSOR

Becker Professional Education3005 Highland ParkwayDowners Grove, IL 60515630-960-8030www.becker.com/six-sigma

Becker Professional Education, in partnership with Dartmouth College, offers Lean Six Sigma training that gets you certi� ed within days, not months, of completing the training.

SPONSORS

ASQ Lean Enterprise Divisionasq.org/le

The Lean Enterprise Division is a global network of professionals helping individuals and organizations apply proven and leading-edge lean principles and practices to achieve dramatic results for your personal and organizational success. Come lean with us!

ASQ Six Sigma Forum asq.org/sixsigma

The Six Sigma Forum provides content and opportunities for establishing relationships—making our members more valuable. The forum has supported the Lean and Six Sigma Conference in numerous activities since the conference’s inception in 2001 and is the proud sponsor of Sunday evening’s Welcome Reception.

2017 EXHIBITORS

Arizona State University, Ira A. Fulton Schools of Engineering GOEE 660 S. College Ave., Of� ce #374Tempe, AZ 85287480-965-6404www.asuengineeringonline.com/professional-programs

The Ira A. Fulton Schools of Engineering Of� ce of Global Outreach and Extended Education (GOEE) excels at providing engineers and technical professionals the skills and knowledge necessary to master new methods in the � eld of engineering to lead projects and teams and to advance professionally. GOEE’s programs offer global professionals access to Fulton engineering’s nationally renowned faculty through high-impact graduate degrees,

certi� cate programs, custom programs, and noncredit short courses through innovative distance education formats.

Dozuki1330 Monterey St.San Luis Obispo, CA 93401805-540-6320www.dozuki.com

Dozuki is the visual documentation tool you’ve always wanted. Visit the booth to learn how to deploy documentation to mobile devices in less than an hour, achieve and maintain ISO compliance with visual documentation, and capture quality/timing data during the assembly process.

EngineRoom9976 Brewster LanePowell, OH 43065614-602-8190www.moresteam.com

EngineRoom developed its innovative web-based software to provide Lean Six Sigma practitioners with a full suite of powerful data analysis tools and project templates.

Gemba AcademyPO Box 1403Morro Bay, CA 93443888-439-8880www.gembaacademy.com

Gemba Academy provides online lean and Six Sigma training solutions to more than 2,000 companies, including Del Monte, 3M, and the U.S. Department of Defense.

Thank You to Our 2017 SponsorsLANYARD SPONSOR

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KPI Fire10011 Centennial ParkwaySandy, UT 84070208-473-1010www.kpi� re.com

KPI Fire is lean management software that helps leaders align continuous improvement projects and Hoshin planning for faster results and a lean culture.

Lean Enterprise Institute215 First St., Suite 300Cambridge, MA 02142617-871-2944www.lean.org

By creating a strong lean community through our website, learning materials, and public events, we try to give managers the courage to become lean change agents.

MDL Business Consulting4141 Majestic Mountain LaneSedalia, CO 80135720-733-7802www.mdlbusinessconsulting.com

MDL Business Consulting is a Lean Six Sigma and business transformation consulting � rm that sponsors the Alliance of Independent CI Professionals. MDL Consulting—it’s all about the people.

Minitab Inc.1829 Pine Hall Road State College, PA 16801800-448-3555www.minitab.com

Minitab is the leading provider of software for Lean Six Sigma and quality improvement projects. Organizations worldwide have transformed their businesses with Minitab.

MoreSteam.com9976 Brewster LanePowell, OH 43065614-602-8190www.moresteam.com

MoreSteam.com is ASQ’s exclusive provider of Lean Six Sigma online training, and also provides deployment resources including Traction® project tracking software and SigmaSim® training simulations.

OpusWorks by The Quality Group5825 Glenridge DriveSuite #3-101Atlanta, GA 30328404-843-9525www.opusworks.com

OpusWorks® by The Quality Group delivers blended training in process improvement fundamentals to maximize project successes and ROI for our corporate, healthcare, and academic partners.

The Pyzdek Institute LLC9931 E. Karst PlaceTucson, AZ 85748520-789-6291www.sixsigmatraining.com

The Pyzdek Institute offers accredited online training and certi� cation in Six Sigma and lean. The training is developed by Thomas Pyzdek, author of the best-selling book, Six Sigma Handbook.

QI Macros for Excel2696 S. Colorado Blvd.Suite 555Denver, CO 80222303-756-9144www.qimacros.com

QI Macros creates control charts, Pareto charts, histograms, box plots, � shbones, � owcharts, and value stream maps for Lean Six Sigma in Excel.

TRACtion Services LLC9976 Brewster LanePowell, OH 43065614-602-8190www.moresteam.com

TRACtion® online project management software provides a ready infrastructure to support process improvement efforts. Automate work� ows, review projects virtually, report, and share results with TRACtion.

University of Tennessee504 Haslam Business Building1000 Volunteer Blvd.Knoxville, TN 37996865-974-5001www.exceed.utk.edu

University of Tennessee, College of Business/Graduate and Executive Education, is a leader in supply chain management, operations excellence, and leadership development. We offer business short courses, customer on-site courses, an operations excellence program, and six innovative executive MBA programs.

2017 SPONSORS AND EXHIBITORS

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