2015 LEAN & SIX SIGMA WORLD CONFERENCE The Most Comprehensive Conference on Lean & Six Sigma Jean-Paul Gaillard Former CEO of Nestlé Nespresso, Nestlé USA & Chairman and CEO, Ethical Coffee Company David Edgar, Ph.D. Professor, Business Transformation, Glasgow Caledonian University Tina Rothrauff, PMP Tina Rothrauff, PMP Sr. IT Project Manager, Vanderbilt University Medical Center David Meza Program Manager, NASA Johnson Space Center Join the group of Leaders, Experts, Gurus, and Executives from Service, Manufacturing, Healthcare, Transactional, and Government Vino C. Mody Former VP of Quality, Scientific Atlanta Ashley Stroud-LoVerde MBB, PMP, Vice-President LSS Emdeon Patrick K. Phillips Chief Information Officer, DKI Ofelia Hodgins Project Manager & LSS MBB, HSBC-Mexico David Silverstein Founder & CEO, BMGI Panel discussion on the new LSS-6001 Draft International Standard and how it will impact the future of Lean & Six Sigma EARLY REGISTRATION GIFTS Early Registration Deadline: February 5, 2015 Tablet PC: 7" Dual Core Android 8GB Tablet PC with Camera iPod Shuffle Apple TV: Only if you are registered for both conferences. March 11-12, 2015 Please see the Registration Guidelines for further information. JW Marriott (Galleria), Houston, TX, USA The Most Comprehensive Conference on Lean & Six Sigma “Every firm is driven to quality, and cost and lead time reduction goals.” That was the title of the first slide, on the first day of my Black Belt training, ten years ago. This was a true statement long before my first day of training and it remains accurate today. One might conclude that not much has changed in the world of process improvement. However, place that simple truth in the context of the vast changes that every firm has faced in just the last 10 years and we can see just how active we have been. Can you believe that Google has only been a public company since 2004? Technology has had such an impact on what we produce and how we produce it, from the energy we use, to the consumer goods we buy, to the services we consume. Today’s cars average 60 to 100 sensors per car. Tomorrow’s cars are estimated to approach 200 sensors per car. Each of those sensors solving for a new customer demand in safety, performance, efficiency, or comfort. Whether you are in Consumer Sales, Financial Services, Healthcare, or Government, the customer wants to connect with you from their smartphone or tablet. And they want to have substantial capabilities once they connect to your site. The customers tell us how well we do in the public forum of product reviews, Facebook, and Twitter, not always in the privacy of a customer survey. Clearly the supporting processes we use to conduct business are full of opportunity. And through it all, every firm is still driven to quality, and cost and lead time reduction goals. Our proven methodology for process improvement is critical in the age of globalization, online consumerism, and sustainability. The 2015 Lean and Six Sigma World Conference will be the largest event of 2015 on Lean & Six Sigma, featuring a wide-array of topics for every level of expertise. Join us, and see how Lean and Six Sigma professionals are successfully leading process improvement in industries such as Oil and Gas, Healthcare, Manufacturing, Aerospace, Social Media, Government and more. Darren Flynn, MBB, PMP Conference Chair, 2015 Lean & Six Sigma World Conference Phone: 1 (412) 782-3383 or 1 (888) 236-9940 Fax: 1 (866) 500-9081 E-mail: [email protected] Visit: www.leanandsixsigma.org Register online: regonline.com/aqi March 11-12, 2015 JW Marriott Houston, TX, USA Bexar/Travis/Nueces Rooms Early Registration Deadline: February 5, 2015 Table-Top Exhibit Fee 6’ Table-Top Display Fee (Space is limited) $ 995 until February 5, 2015 $1,095 after February 5, 2015 $1,195 after March 5, 2015 What is Included The Exhibitor fee includes one 6-foot table, a chair, and an exhibitor sign. You are entitled to have one exhibit personnel. You may attend conference at a discounted rate $495. Early Registration Gift is not available with discount. Additional Exhibit Personnel must register as regular conferees. Conference registration is not required for Table-Top Exhibitors. Space is limited. Exhibit Schedule Display Set-up Wednesday, March 11, 2015;6 :00 AM-7:00 AM Display Hours Wednesday, March 11; 7:30 AM-5:00 PM Thursday, March 12, 2015; 7:30 AM-1:00 PM Exhibitor Move-Out Thursday, March 12; 1:00 PM-2:00 PM LSS Conference Sponsorship LSS Conference Bags: $3,000 LSS Conference Reception: $2,500 LSS Conference Folders: $2,000 1-Page Insert in Conference Bags: $1000 Attendee Mailing List Conference Mailing List will be available for purchase in an electronic format exclusively for our exhibitors. Cost: $800. The mailing lists will contain mailing information only. Attendee emails and phone numbers will not be provided. Attendee mailing list can be used only once to promote the exhibiting company’s products and the list must not be entered into a database for other purposes, or for continued uses. © 2015 American Quality Institute. All right reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying and microfilm, without permission in writing from the American Quality Institute. Page LSS-2 Wednesday, March 11, 2015; 8:50-9:30 AM Wednesday, March 11, 2015; 8:10-8:50 AM Keynote presentation by AQI 2014 Best Speaker Awardee A firm’s prosperity and survival often depend on its ability to design and create “successful” products and services, and ultimately sell them at a “profit”! The ongoing challenge of finding David Edgar, Ph.D. new customers for Professor, Business such offerings in Transformation, current markets, as Glasgow Caledonian well as opening up University new markets, is an integral part of the business process. Consequently, a firm’s ability to generate new ideas and commercialize the products and services, i.e. innovation, plays a crucial role in its success. This presentation will take an informed but light-hearted journey through the concept of innovation, value creation and creativity. You will leave with new ideas, feeling refreshed and engaged, and with an alternative perspective to innovation and the innovation process. A rare appearance and a firsthand account of innovation at epic proportions Jean-Paul Gaillard is often described as the “Steve Jobs” of the coffee industry. Come and learn the first-hand account of how innovation played the key role in turning around the coffee capsule Jean-Paul Gaillard market after many Former CEO of Nestlé failed attempts. Nespresso, Nestlé USA Nestle was about & Chairman and CEO, to discontinue the Ethical Coffee Company coffee capsule business. Sales were disappointing until Jean-Paul Gaillard was hired. Jean-Paul Gaillard is credited with turning around Nestlé’s coffee capsule business when he served as chief executive of Nespresso from 1988 until 1998. Nespresso now dominates the market with its high end product achieving 22% sales growth last year to $2.8 billion. Come and learn the innovative techniques used by Jean-Paul Gaillard to turn around Nestlé’s coffee capsule business. 12:00 PM-1:15 PM (on both conference days) Join us for this fun activity! During this Networking Luncheon, you may select to be seated depending on your area of interest or expertise. Please note that group seating is limited and will be assigned on a first-come, first-served basis. Following is a partial list of Networking Groups. Please sign up using the conference registration form using this link: regonline.com/aqi. Please note that you must register for the Conference in order to participate in the Networking Luncheons. Wednesday, March 11, 2015 Thursday, March 12, 2015 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Lean & Six Sigma and Social Media 14. Lean & Six Sigma in Manufacturing 15. Lean & Six Sigma in Military & Government 16. Lean & Six Sigma in Oil/Energy 17. Lean & Six Sigma in Regulated Industries 18. Lean & Six Sigma in Service/Education 19. Minitab 20. Project Selection 21. Scorecards 22. Soft Skills and Lean & Six Sigma 23. Statistics in Lean & Six Sigma 24. Sustainability and Lean & Six Sigma Careers in Lean & Six Sigma Change Management Dashboards Deployment Designing for Lean & Six Sigma Employee Engagement Getting Started Global Applications Healthcare Hoshin Planning Innovation Kaizen How Will Standardization Impact the Future of Lean & Six Sigma? Wednesday, March 11, 2015; 11:10 AM-12 PM Panel Lead: Ashley Stroud-LoVerde, MBB, PMP, Vice President, Lean Six Sigma, Emdeon What is current overall perception and reputation of LSS particularly since there is currently a wide variation in success, training, deployment, and certification of belts? Attend this panel of experts who will be asked by the moderator and audience to weigh in on some of the current and future discussions on Lean Six Sigma such as: Successes and pitfalls in Lean Six Sigma implementation? What is the current state of variation in Belt training & certification? What changes do you feel need to be made relative to Lean Six Sigma usage, training and certification? Lack of standardization (or variation) for LSS training and belts and its impact on employment, certification, DMAIC, etc. Early Registration Deadline: February 5, 2015 If you register for the Lean & Six Sigma World Conference, using the registration code “A2015” before the early registration deadline, your early registration gift selection includes the following: iPod Shuffle Tablet PC If you register for both the Lean & Six Sigma World Conference and the ISO 9000 World Conference by the early registration deadline, you may combine your gifts and receive: Apple TV Please note that early registration gifts are available only if you register by phone and not available if you register online. Please see the Conference Registration Guidelines for further information. Page LSS-3 2015 Lean & Six Sigma World Conference TRACK 1 Track Chair: Marco Luzzatti 7:30 AM-8:00 AM Continental Breakfast 8:00 AM-8:10 AM Opening Remarks -- Darren Flynn, Conference Chair Session #LSS-011 8:10 AM-8:50 AM Innovation, Value Creation, and Creativity March 11, 2015 Keywords: Innovation, Value Creation and Creativity Industry: All Level: All WEDNESDAY KEYNOTE: INNOVATION MADE SIMPLE David Edgar, Ph.D., Professor of Strategy and Business Transformation, Glasgow School for Business and Society, Glasgow Caledonian University, Glasgow, U.K. A firm’s prosperity and survival often depend on its ability to design and create “successful” products and services, and ultimately sell them at a “profit”! The ongoing challenge of finding new customers for such offerings in current markets, as well as opening up new markets, is an integral part of the business process. Consequently, a firm’s ability to generate new ideas and commercialize the products and services, i.e. innovation, plays a crucial role in its success. In this respect, innovation is about seeing connections, recognizing opportunities and taking advantage of them, inside and outside the firm. The ability to innovate is, therefore, key to the success of most companies and is especially difficult to realize in developed economies with more mature markets. Dr. David Edgar’s main areas of research and teaching are in the field of strategic management, specifically dynamic capabilities, business uncertainty and complexity, and innovation. He has worked with a range of organizations on Business Transformation projects in particular relating to e-Business strategies, innovation, and knowledge or talent management. Session #LSS-012 8:50 AM-9:30 AM Keywords: Nestle, Innovation, Coffee Capsules Industry: Food, Drug & Cosmetic Level: All Innovation Made Simple Jean-Paul Gaillard, Former CEO, Nestlé Nespresso, Nestlé USA, Chairman & CEO, Ethical Coffee Company S.A., Fribourg, Switzerland Jean-Paul Gaillard is often described as the “Steve Jobs” of the coffee industry. In 1986, Nestlé set up Nespresso, SA, an independent company, but sales were still disappointing until Jean-Paul Gaillard was appointed CEO and changed the business model: Focus was shifted from offices to affluent households. Coffee was sold by direct mail as 'pods', capsules that could be inserted into the coffee machines with a minimum of fuss and coffee wastage. Come and learn the first-hand account of how innovation played the key role in turning around the coffee capsule market after many failed attempts. Mr. Gaillard is credited with turning around Nestlé’s coffee capsule business. Nespresso now dominates the market with its high end product achieving 22 % sales growth last year to SFr 2.77 billion ($2.8 billion). Jean-Paul Gaillard has served as the CEO of Nestlé Nespresso, Nestlé USA, from 1988 to 1998. During this time, he is credited with turning around the company’s coffee pod business. Currently, he is the Chairman and CEO at Ethical Coffee Company. He also served as the Marketing Manager for Philip Morris Europe and CEO of Movenpick Foods. Session #LSS-013 9:30 AM-10:10 AM Keywords: Relationship Management, Team Building, Facilitation, Project Management, Interpersonal Skills, Conflict Management Industry: Service Level: Intermediate Tongue Fu! Martial Arts for the Mind and Mouth Tina Rothrauff, PMP, Sr. IT Project Manager, Vanderbilt University Medical Center, Nashville, TN, USA Learn the six words to lose and six words to use to be more positive in communicating, to build better relationships, facilitation, and management of teams. Do you deal with conflict at work? At home? In the community? Would you like to improve your relationships through more effective communication? Tongue Fu!® (martial arts for the mind and mouth) is the constructive alternative to giving a tongue-lashing or being tongue-tied. In this presentation, you will learn 'words to lose/words to use' to prevent creating conflict in the first place, and be more positive in your communication. Positive communication means better relationships, and better relationships lend themselves to more efficient project delivery. Turn conflict into cooperation. Build rapport rather than resentment. Build better relationships rather than break them. Tina Rothrauff is an experienced speaker, Tongue Fu!® trainer, Continuous Improvement Consultant, and project manager who has used these techniques in her professional and personal life with instant results! Tina's presentations are rated highly for being fun and full of "real-life" information. Participants are motivated to put the techniques into practice immediately. 10:00 AM-10:30 AM Page LSS-4 Coffee Break To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 2 Track Chair: Ashley Stroud-LoVerde TAKE LEAN & SIX SIGMA TO THE NEXT LEVEL Creative Six Sigma: Magic, Juggling, and Criss Angel William Hooper, President, William Hooper Consulting, Inc., Naperville, IL, USA, and Todd Hooper, Quality Process Analyst, Hoosier Racing Tires, Plymouth, IN, USA What can the arts teach us about creativity and Six Sigma? In this session, ASQ Six Sigma Master Black Belt Bill Hooper and Todd Hooper will explore the connection between Six Sigma and those not typically thought of as Six Sigma professionals. Enter the wildly creative world of the behind the scene creators for Criss Angel, Dai Vernon and other famous Magicians. How do they create the illusion? What is unique about their methods and brain power that can defy logic? What if that innovativeness and creativity can be learned and just inherited. Session #LSS-021 10:30 AM-11:10 AM Keywords: DFSS, Variation Reduction, FMEA, QFD Industry: Manufacturing Level: Basic Two card illusions and one club passing demonstration will be used in this high audience participation session to demonstrate the parallel paths between Design for Six Sigma and the steps of creativity. Expect all participants to leave with a better understanding of Design for Six Sigma, Quality Function Deployment (QFD) and Variation reduction in addition to the use of creativity for Six Sigma. Lean Six Sigma Training Standards are Coming! How Will Standardization Impact the Future of Lean & Six Sigma? Ashley Stroud-LoVerde, MBB, PMP, Vice-President, LSS Emdeon, Nashville, TN, USA Consider the overall perception and reputation of Lean Six Sigma with regards to the wide variety in success, deployment, training, and certification of Belts. Is it positive? Is it daunting when trying to compare the skills of one Black Belt to another? There is no standard curriculum for Black Belt training and; therefore, no operational definition for the concepts and applications of the Lean Six Sigma tools that a Black Belt should know. Session #LSS-022 11:10 AM-12:00 PM Keywords:, Careers in LSS, LSS training, LSS6001, Lack of standardization Industry: All Level: Advanced March 11, 2015 From an employer’s perspective, how does one reconcile the cost difference between multiple educational programs that deliver varying degrees of Black Belt training? How do they feel confident in the skills of the Black Belt they want to hire? From a practitioner’s perspective, most will likely specialize in certain ways that make them more comfortable in one industry over another. Should they have to leave their comfort zone, how would they not benefit from a common and fundamental training experience that assures them the security of transferable skills? Lean Six Sigma training standards are coming! How will standardization impact these groups and the future of Lean Six Sigma? Attend this conversation with a panel of experts and leading Lean Six Sigma thinkers who will be asked by moderator and audience to weigh in on some of the impacts to Lean Six Sigma practitioners, employers, educational providers, and what level of governance must be attained for success. Ashley Stroud-LoVerde is both a certified PMP and Lean Six Sigma Master Black Belt. She spent six years working in a PMO implementing PMI standards of excellence in addition to strategy deployment, stage gate processes, Lean Six Sigma training, and A3 Thinking. For the last two years, Ashley has fully enjoyed the opportunity to build and lead a Strategic Programs Office focused on executing the key strategies. 12:00 PM-1:15 PM Join us for this fun activity! During this Networking Luncheon, you may select to be seated depending on your area of interest or expertise. Group sign-in will be made on-site. Please note that group seating is limited and will be assigned on a first-come, first-served basis. Following is a partial list of Networking Groups: Careers in Lean & Six Sigma Change Management Dashboards Deployment Designing for Lean & Six Sigma Employee Engagement Getting Started Global Applications Healthcare Hoshin Planning Innovation Kaizen To register online: regonline.com/aqi or visit www.leanandsixsigma.org WEDNESDAY Bill Hooper is one of ASQ’s forty-eight Certified Six Sigma Master Black Belts. Bill holds ASQ certifications in Quality Management, Quality Engineering, Six Sigma Black Belt and Reliability Engineering. Bill is also a trained close-up Magician for the Chicago area non-profit Corporation, Open Heart Magic, an organization that specializes in the use of close-up magic to accelerate the healing process for hospitalized pediatric patients. Page LSS-5 2015 Lean & Six Sigma World Conference TRACK 3 Track Chair: Marco Luzzatti Session #LSS-031 1:15 PM-1:50 PM WEDNESDAY March 11, 2015 Keywords: Operations Cost Reduction, Adherence to Process Details, Test Correlation, Training, Variations in High Volume Electronics Design, Manufacturing Industry: Service Level: Intermediate LEAN & SIX SIGMA AND THE BOTTOM LINE Reduction of NPF (No Problem Found) - A Major Cost Driver Vino C. Mody, Former VP of Quality, Scientific Atlanta, Lawrenceville, GA The presentation will provide the audience with overall business benefits of the study, elimination of wasted costs, efforts and duplication, details of steps necessary to achieve reduction in costs incurred due to the handling of equipment with No Problems Found, recommended organization set-up for Lean management, technical aspects of screening/test/repair, Logistics considerations. etc. The study addresses avoidable business costs, waste and duplicated efforts associated with electronics equipment removed from installation due to perceived failures that are later discovered fully operational without any problems; often referred to as NPF (No Problem Found). The typical cost elements are identified to show the operational costs caused by NPF are significant. The study shows the possible root causes of various cost elements and steps that can be taken to minimize cost. The business aspects that are important in successful execution of the NPF cost reductions are organization structure, shortened communication paths, a partnership approach between internal and external teams involved and affected, attention to logistics and technical details, structured data analysis, application of the six-sigma concept of Lean management, defining and executing to common goals and end results. The study considers these aspects and provides a practical approach necessary to achieve the end results. Session #LSS-032 1:50 PM-2:25 PM Keywords: Planning, Heijunka, Lean, Patterned Production Industry: Manufacturing Level: Basic Using Repetitive but Flexible Planning to Create Stability Rebecca Altenhoff, Associate, Repetitive Flexible Supply Ltd, Madison, WI, USA In manufacturing EOQ, (Economic Orders of Quantity), is often the norm; Manufacture in big batches with as few changeovers as possible in order to increase the run time. However, this mathematical formula used by most planning systems has three fundamental flaws; The first flaw is that EOQ creates a different plan every time whereas no two plans are ever the same. This requires a lot of communication to let people know what the plan is this week. Humans are not very good at communicating and misunderstandings often occur. The second flaw is EOQ creates what is usually referred to as the bull whip effect. Batch logic will round up the real demand to an "economic quantity". Fill the truck, trigger a bigger discount or fill the tank are all examples of this. At some point this rounding up will have to be rounded down as inventory will have gone too high. The third flaw is after being issued, the plan usually changes - WHY? If the underlying data changes then one gets a different answer = changes the plan. The question then arises as to how you can help solve this problem. The answer lies in creating heijunka or a leveled patterned production plan in order to ultimately get to Toyota’s world class model of “one piece flow matched to market pull”. This presentation will offer in-depth review of Repetitive Flexible Supply. Session #LSS-033 2:25 PM-3:00 PM Keywords: Lean Strategy Agile Improvement Management Industry: Manufacturing Level: Intermediate Seamless Strategic Work TBD Is it possible the reduce to amount of time your company spends on strategic work and at the same time increase its quality and how up to date it is? Can you increase the involvement and dedication of employees beyond managers in the strategic work and also in producing and achieving the goals and objectives of the company? This presentation will show you how to move in the right direction. It will do by presenting an overall process, and the methods, and tools, and templates. Swedish enterprise Saab had seen very good results within both their Lean and Agile initiatives in their manufacturing, development and administration. They realized that some of the Lean and Agile principles, methods and tools would be applicable to the strategic work, which yielded the idea to change the strategic process to be able to manage the new demands. Patrick Henriksson developed Seamless Strategy. This method contains two different areas – mapping and creating a strategy, and carrying out the activities to achieve the strategy and the objectives. During the presentation documents and templates used by Saab will be reviewed. 3:00 PM-3:30 PM Page LSS-6 Refreshment Break To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 4 Track Chair: Bonnie Stone Hauge EMPLOYEE ENGAGEMENT IN LEAN & SIX SIGMA PROJECTS Gilbert Behavioral Model in Lean & Six Sigma Mark W. Phillips, Ph.D., Lead Process Engineer, USAA, San Antonio, TX, USA Mark will be speaking on the use of the Gilbert Behavioral Model in Lean Six Sigma. The Gilbert Model is the work of Thomas F. Gilbert, a psychologist who is often known as the founder of the field of performance technology. Gilbert applied his understanding of behavioral psychology to improve human performance at work and at school. Gilbert devised the model when he realized that formal learning programs often only brought about a change in knowledge, not a change in behavior. Other techniques were needed to bring about a lasting change in behavior. Session #LSS-041 1:15 PM-1:50 PM Keywords: Improvement, Human Factors, Prioritization Industry: Financial Services Level: Intermediate Leading People Through Transformational Change Dana Ginn, Senior Client Partner, BMGI, Denver, CO, USA What are the new skills sets of a leader in an organization pursuing operational excellence? How do you identify and manage talent to support the organization you want versus the organization you have? How do you create momentum and critical mass in the middle levels of your organization? How can you help people through the change curve with the least amount of stress and pain? Session #LSS-042 1:50 PM-2:25 PM Keywords: Process, People, Lean, Six Sigma, Change Leadership, Culture Industry: Service Level: Basic Employee Engagement and the Science of Victory Session #LSS-043 2:25 PM-3:00 PM Engagement is "a psychological state in which employees feel a vested interest in the company's success and are both willing and motivated to perform to levels that exceed the stated job requirements" (Mercer, 2011). It corresponds roughly to what Sun Tzu's Art of War calls ch'i (spirit), and what Carl von Clausewitz's On War calls "the true military spirit." Keywords: Empowerment, Engagement, Training, Commitment, MBWA Industry: Manufacturing Level: Basic William Levinson, President, Levinson Productivity Systems PC, Wilkes Barre, PA, USA Recognize the importance of engagement; a condition in which employees identify with the company to the point where they are self-motivated to exceed job requirements. Know that only 3 out of every 10 American workers (on average) consider themselves engaged. This leaves a huge gap between the current state and the desired future state. Disengagement is a potentially fatal competitive weakness. Know how to engage employees by (a) earning their commitment, (b) training them to exercise judgment and initiative, and (c) giving them the latitude and authority to do so. Recognize the vital role of top management (CEO level) commitment to training and what Tom Peters calls management by wandering around (MBWA). Use the famous Russian field marshal Aleksandr V. Suvorov (63 victories, no losses) as a PROVEN role model for what the leader or change agent must do to achieve world-class engagement. William Levinson is an ASQ Fellow, a certified quality engineer, quality auditor, quality manager, reliability engineer, and Six Sigma Black Belt. Levinson is the author of Henry Ford’s Lean Vision: Enduring Principles from the First Ford Motor Plant (Productivity Press, 2002). He holds degrees in chemistry and chemical engineering from Penn State and Cornell Universities. Refreshment Break To register online: regonline.com/aqi or visit www.leanandsixsigma.org 3:00 PM-3:30 PM Page LSS-7 March 11, 2015 Lean and Six Sigma leaders often talk about how it’s the process, not the people. But as soon as you start working on the process, you quickly realize: it’s also about the people. Unless leaders understand that it’s about both the process and the people, they will struggle to achieve sustainable results. To do this leaders must focus on both change leadership and culture change, realizing that the underlying assumptions and beliefs of an organization are likely different than what they need to be in the future. How do you help people along the change curve? What skill sets are needed for leaders to manage with both data and feeling? In this session, we’ll explore the human side of quality and how you can develop your leaders to effectively lead people through change. WEDNESDAY Gilbert identified six variables which he believed were necessary to improve human performance: information, resources, incentives, knowledge, capacity, and motives. Gilbert believed that it was absence of performance support at work, not an individual's lack of knowledge or skill, that was the greatest barrier to exemplary performance. Therefore, he believed it was most necessary to focus on variables in the work environment before addressing an individual's variables. 2015 Lean & Six Sigma World Conference TRACK 5 Track Chair: Kimberly Watson-Hemphill Session #LSS-051 1:15 PM-1:50 PM Keywords: Knowledge Management, Intellectual Capital, Lean Management, Industry: Service Level: Basic REACH YOUR FULL POTENTIAL WITH LEAN & SIX SIGMA The Great Waste - Why We Underutilize the Human Value Patrick K. Phillips, Chief Information Officer, DKI, Sandy, UT, USA Arguably, one of the greatest wastes in corporations past and present is the gross underutilization of people’s talents skills and knowledge. In our knowledge-based economy, effectively developing and applying intellectual capital is the key to creating value. This waste of intellectual capital of tacit knowledge is what I call the Great Waste. Of all the types of Lean waste this waste likely has the largest economic and social cost. WEDNESDAY March 11, 2015 This presentation will explore the continued evolution of cultures of innovation through lean principles. We will explore how organizations can create a growing awareness around knowledge management through mutual respect of purpose, process and people. With a Lean perspective on purpose, process, and people in mind, what remains is to put them together in a creative combination. Patrick has spent 18 years mentoring Lean enterprise transformations within IT. A pioneer in his trade, he has created a framework of Lean principles that enables IT to stay relevant in an ever changing landscape. He has created a unique model that blends Lean, Agile, IT and Operations with the ability to scale. Session #LSS-052 1:50 PM-2:25 PM Keywords: Productivity, Quick Changeover, Quick Setup Industry: Manufacturing Level: Basic Productivity Profiles & Setup Graphs for Better Changeovers William Houser, President, Eagle Force, Inc., Spring, TX, USA The take-a-ways from this presentation are the introduction of two diagnostic tools, Productivity Profiles and Setup Graphs, and how they can be used by any organization for process improvement. The Productivity Profile identifies specifically where there is potential process improvement. If changeovers are the prime area for potential improvement, the creation and analysis of Setup Graphs will identify specifically how to make the improvements. The changeover improvement can be targeted at higher quality, less scrap and/or, or quicker delivery. This presentation is built around real life examples of large improvements in changeovers being made in a very short period of time and with minimal expenditure of effort. Productivity Profiles and Setup Graphs are introduced as primary diagnostic tools that have led to very impressive improvements in multiple industries. These tools validate but go beyond SMED (Single Minute Exchange of Dies) to be universally applicable. This presentation should leave the attendees with a new perspective on how to begin an effort to improve any process, and if it turns out the priority improvement potential is to improve the changeover, show how to determine the best improvement process, and tools to make those improvements. Session #LSS-053 2:25 PM-3:00 PM Keywords: Improvement Project Selection, Business Process Management, Predicting Performance Industry: Service Level: Intermediate How to Avoid Getting Laid Off: Enhance Your Management Value Forrest Breyfogle, CEO, Smarter Solutions, Inc., Austin, TX, USA Lean and Six Sigma practitioners and organizations win when they demonstrate to executive management the benefits that they provide to the big picture. One way of helping leadership is through addressing issues that are most important to them. This presentation will describe how those in the Lean and Six Sigma profession can help executives address challenges which they often experience. How to add value to improvement practitioners’ skill sets so that they don’t get laid off. How to create a demand for improvement projects that benefit the big picture. How to help management track performance metrics so reporting leads to the most appropriate actions or non-actions. How to decrease/eliminate organizational firefighting. Forrest Breyfogle is the CEO of Smarter Solutions and an ASQ Fellow. He has authored or co-authored over a dozen books. His most recent book is The Business Process Management Guidebook: An Integrated Enterprise Excellence BPM System. He was named Quality Professional of the Year for 2011 by Quality Magazine and in 2012 was awarded alumni of the year by Missouri University of Science and Technology. He also received the prestigious Crosby Medal from the American Society for Quality (ASQ) in 2004. 3:00 PM-3:30 PM Page LSS-8 Refreshment Break To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 6 Track Chair: Tanya Pistawka BOOST YOUR LEAN & SIX SIGMA Toyota Kata: Wax On, Wax Off Chris Hayes, CEO, Impact Performance Solutions, Morgan, UT, USA What is a kata? A kata is something most often associated with martial arts. It is a routine you practice purposefully with intent of making that pattern a habit. Bike riding, driving and typing are all katas. Once you learn to ride a bike and it becomes second nature, you no longer have to concentrate on the skill of riding the bike, but are now able to focus on getting to your destination. Ask yourself what patterns exist and are reinforced in your own organization? Are these routines supportive or obstructive to meeting your improvement goals? The improvement kata is a specific routine for improving, adapting and innovating. It is scientific and goal-directed, not a random disconnected reaction to problems. The overall goal, as with any kata, is to make the routine of the improvement kata a habit that happens almost unconsciously. The Improvement Kata benefits your organization by: Keywords: Lean, Improvement, Kata, Toyota Industry: Manufacturing Level: Basic Providing a systematic, scientific routine that can be applied to any goal. Standardizing how the members of an organization navigate uncertainty and develop solutions. Transforming managers from a role of firefighters to coach and mentor Representing PDCA in a way that has people learning from iterative steps daily. This session introduces participants to the concepts of the improvement kata, how to use the approach to create their own internal coaches, and how companies are using the improvement kata as a structured approach to problem solving and goal achievement. Boost Lean & Six Sigma Implementation Using Theory of Constraints Dushyant Thatte, Consultant, and Swethambari Balasubramanian, Business Consultant, Tata Consultancy Services, Ltd., Eden Prairie, MN, USA Keywords: Theory of Constraints, TOC, Integrated Model, Logical Thinking Processes, IO Map, Reality Tree Industry: Service Level: Advanced Get introduced to integrated Lean Six Sigma and Theory of Constraints models Learn about a real-life successful implementation Learn about the need for influencing organizational culture & environmental factors Get quick-tips on our organizational awareness and training approach Recognize the role that GBs & BBs play in this new integrated method Bridging the Gap Between Lean Six Sigma, Statistics, and Process Improvement Ofelia Hodgins, Project Manager & Lean Six Sigma Master Black Belt, and Duncan Valverde, HSBC, Mexico “If we are able to analyze and describe it, we have power.” Facts sell, stories, tell.” – Ginger Evans (Dynamic Training) Session #LSS-063 4:40 PM-5:10 PM Keywords: Risk, Banking, Monte Carlo Simulation, Financial Institution Industry: Service Level: All Because banks produce intangible services, it is difficult to translate the demands and needs of the customer into formal and disciplined methodologies. This paper presents an attempt to capture the voice of the customer for auto loans. Bank auto loans are in competition to win the battle for customers against autodealer’s loans. Therefore, financial institutions making financial decisions need an approach to “model” winning strategies. In general, a statistical approach requires a large amount of historical data to determine the attributes and interrelationships that characterize auto-loans. However, a simple simulation method shows the benefits and merits in translating the different process activity’s attributes, activity lead-time, queuing time between activities, value-added, patterns, trends and activity interrelationships of the auto loan process. Simulations allow exploring the process without breaking it, because simulations “test” the effects of different decisions that involve key issues such as loan-risk, process re-design, number of resources assigned to each process. A simple auto-loan process simulation shows the performance of the bank auto-loan process. To register online: regonline.com/aqi or visit www.leanandsixsigma.org Page LSS-9 March 11, 2015 In today’s world, even after industries have made significant advancement in technology and organizations have reached a considerable maturity level, the IT Project Success Rate is just 34% and 70%to 75 % of major organizational change efforts fail to meet the expectations of key stakeholders. This presentation will describe the use of Theory of Constraints to improve the success rate of IT projects. The participants of the session will: Session #LSS-062 4:05 PM-4:40 PM WEDNESDAY Session #LSS-061 3:30 PM-4:05 PM 2015 Lean & Six Sigma World Conference TRACK 7 Track Chair: Alberto A. Yanez-Moreno Session #LSS-071 3:30 PM-4:05 PM Using Data Envelopment Analysis to Measure Project Efficiency David Meza, Program Manager, NASA - Johnson Space Center, Houston, TX, USA In this presentation, a method for measuring the efficiency of Lean Six Sigma programs, a template for conducting the AHP analysis, and a code for running the DEA analysis will be introduced. The author proposes the use of Data Envelopment Analysis (DEA), a nonparametric method of measuring the efficiency of a decision-making unit (DMU) such as a project or program, to evaluate the efficiency of the Lean Six Sigma program at the National Aeronautical Space Agency’s Johnson Space Center (JSC) in Houston, Texas. Identified critical success factors will be examined as to their relevant importance in generating increasing level of outputs. Results derived from this study will be utilized to evaluate the performance of the Lean Six Sigma (LSS) program at JSC and consider areas for improvement. Session #LSS-072 4:05 PM-4:40 PM Keywords: Cultural Transformation Industry: Defense/Military Level: Intermediate WEDNESDAY March 11, 2015 Keywords: Data Envelopment Analysis, Government Projects, AHP Industry: Government Level: Basic LEAN & SIX SIGMA IN DEFENSE & MILITARY Sustaining a Continuous Improvement Culture: Paint Area Case Javier Cervantes, Manager, Engineering & Quality, General Dynamics NASSCO/TIMSA, Calexico, CA, USA Through the years of Lean implementation at General Dynamics NASSCO/TIMSA, one of its major challenges has been maintaining a system that consistently ensures processes’ improvement and that it can be selfsustained. Some of the most important challenges for sustainability were: Many of the improvements were project-based A major challenge was to sustain improvements achieved through the production floor What was happening? The projects normally started at the Process Engineering department and then tried to be implemented in the Production areas, but this resulted in: o o o Lack of process ownership and empowerment Difficulty in sustaining improvement Modest participation in improvement initiatives To drive ownership and improve the effectiveness of our efforts, a new approach was considered where, improvement work was organized by Process, a cross-functional Action Group was assigned to assess improvement opportunities where this Action Group works closely with Production personnel, and resulting in raised involvement for building improvement. The audience will walk away understanding the elements of a system implemented at TIMSA to sustain a Culture of Continuous Improvement. Additionally, the audience will recognize the huge benefits of an engaged team in the process of continuous improvement; furthermore, the use of different improvement tools is described in order to assure the factual and data-driven analysis of processes. 6:30 PM-8:30 PM Track Chair: Beth Galt Terra Vanzant Stern, Six Sigma Master Black Belt, SSD Global Solutions, Inc.; Conifer, CO, USA 2-Hour Workshop 0.2 CEU/REU Fee: For Conferees $95; for non-Conferees $195 Page LSS-10 2-HR WORKSHOP Success of project organizations depends on adapting to the quickly changing business environment. Lean, a continuous improvement method, has proven to be an effective in tackling challenges. In this workshop, you will learn the techniques to identify and eliminate inefficient processes. The following concepts will be introduced: Approach – DMAIC (versus DFSS) Identify Stakeholder Expectations Clarify Project Scope Measure Customer CCR’s Develop Project Charter & Schedule Create Process Map Identify Potential Root Causes Collect Data to confirm Root Causes Identify Breakthroughs Select Practical Approaches Plan for a Future State Standardize the Process Communicate Project Results Close the Project To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 8 Track Chair: Ashley Stroud-LoVerde STATISTICS WITHOUT THE FEAR FACTOR Session #LSS-081 3:30 PM-5:10 PM Statistics Without the Fear Factor Joel Smith, MS, Minitab, Inc., Sorocaba, São Paulo, Brazil 68% of belts and 81% of deployment leaders are not comfortable with their understanding of statistics! Those numbers are made up actually, but the emotions and thoughts they elicited in you demonstrate the importance of data analysis. The real numbers probably aren’t far off. Fear and misunderstanding about statistics is not a math problem – it’s a fundamentals problem. Do any of the following describe you? Keywords: Variation, Processes, Data, Statistics Industry: All Level: All Just starting a LSS journey A belt not comfortable with statistics A leader who doesn’t understand data analysis results You don’t need a textbook, training course, or mentor. You need to step back from the math and learn the fundamentals in a fun way! No equations. No calculators. No Greek symbols. Just hands-on, interactive experiences in the fundamentals of variation. Session #LSS-091 6:00 PM-7:00 PM Lean & Six Sigma Speed Networking Brian Clark, Engines, Inc., Jonesboro, AR, USA March 11, 2015 Come and join us for this fun session! Keywords: Networking Industry: All Level: All Last year, the number one request from attendees according to our survey was networking. Space is limited so please sign up in advance. Speed networking will be in a round robin model, facilitating the meeting of individuals with similar goals, and the opportunity to exchange information in a structured environment. Each attendee is guaranteed to meet more people than they would in a traditional networking session. Sometimes individuals with a propensity for mastering the concepts of quality management, Six Sigma, and SPC may have less propensity for social interaction Whether you are an introvert or extrovert, starting out your career in the quality field or a seasoned professional, you will enjoy this format of meeting other professionals. Typically, participants are randomly paired, the signal is given for a three minute discussion. This is enough time for introductions and to gain a quick impression. You’ll be amazed at the results from a short meeting with someone you’ve never met in this quick and simple networking setup. Meaningful conversations, clients, projects, jobs, and friendships can develop from connections started at a speed networking session! To register online: regonline.com/aqi or visit www.leanandsixsigma.org WEDNESDAY Joel Smith is a statistician and senior business development representative at Minitab Inc., the world’s leading provider of software and services for quality improvement and statistics education. Smith is responsible for working with Six Sigma and quality improvement consultants to develop new opportunities for the use of Minitab software products. He has worked with numerous companies on process improvement projects and initiative deployments. Smith earned a bachelor’s degree in chemical engineering from Rose-Hulman Institute of Technology in 2002. He earned a master’s degree in statistics from Virginia Tech in 2003. He is a certified Lean Six Sigma Black Belt. He currently serves as Chair of the ASQ Statistics Division. Page LSS-11 2015 Lean & Six Sigma World Conference TRACK 10 Track Chair: Russ Aikman LEAN & SIX SIGMA APPLICATIONS IN OIL, GAS, AND ENERGY 7:30 AM-8:00 AM Continental Breakfast 8:00 AM-8:05 AM Opening Remarks Session #LSS-101 8:05 AM-8:40 AM A Six Sigma DFSS Approach for Industrial Gas Turbine Repair Products Keywords: DFSS, OEM, IPDcI Industry: Energy Level: Basic Somesh J. Ghunakikar, Principal Engineer, Siemens Energy, Inc., Orlando, FL, USA DFSS (Design for Six Sigma) is a well-known Six Sigma approach, which is widely used for design of new products and services. It does not have well defined steps like DMAIC (Define, Measure, Analyze and Control). Every company has its own (may be unique to the application) phases defined in order to develop a product or service using this approach. THURSDAY March 12, 2015 The key takeaways from this presentation are: A unique approach developed ‘IPDcI’ (identify, prioritize, design (comprehensive design), implement) cycle using Six Sigma DFSS applied to design and development of industrial gas turbine parts repair used for power generation. Six sigma tools that can be used during various phases of the “IPDcI” cycle which yield significant benefits during the decision making process. Benefits of the proposed ‘IPDcI’ approach applied to the industrial gas turbines repair products. Finally a case study of weld repair development is discussed for a compressor stator vane to illustrate various phases and Six Sigma tool usage during each phase of the ‘IPDcI’ cycle. Session #LSS-102 8:40 AM-9:15 AM Keywords: Project Teams, Rotating Team Members, Process Improvement, Six Sigma, Lean, Project Management Industry: Energy Level: Intermediate Process Improvement Projects with Rotating Staff Schedules Layla Kashani, Principal, Inahsak, Inc., Monte Carlo, Monaco Any process improvement project has challenges with team member contributions during shift changes and handovers. Achieving full support to a common objective is difficult even in a single shift project approach, with close employee work environments. One strong team leader should be able to manage effort within his or her own shift. However, if there are hitches, crew schedules, on/off rotations that span days and even weeks, the momentum and pace of a project may slow down and run the risk of cancellation, stalling, or may become a lower priority as daily work interruptions take precedence. What if the Team Leader also changes in the rotation? How do you ensure that work is not repeated, or time wasted to review work already completed? In this session, you will identify the team member scheduling issues that exist within your organization and learn how to reduce the impact of changing team members on the progress of your project. You will also learn how to use the shift handover and hitch rotation model in your project to ensure solid ownership and impact of your project objectives. An oil & gas example will show how these techniques work, along with generic shift schedule concepts for any shift type of operation. Session #LSS-103 9:15 AM-9:50 AM Kaizen Event Case Study for High Volume Plastic Company Keywords: Kaizen Event, Case Study, Setup Reduction Industry: Manufacturing Level: Basic If your company is planning to initiate the LSS deployment or to restart an LSS program, this presentation will help you understand the impact that Kaizen events can have in your organization. Many companies that have implemented the LSS methodology realized that the kaizen event approach can yield significant benefits to the business. Alberto Yanez-Moreno, Master Black Belt, TMAC/The University of Texas at Arlington, Dallas, TX, USA This case study will describe how to lead and facilitate a Kaizen event in a high volume plastic bottle company. Multiple sister plants were invited to participate in this event. The goal of the project was to reduce the setup time of a plastic molding machine by 50%. The four-step rapid setup method was used in conjunction with the DMAIC methodology during this 5 day Kaizen event. This presentation will cover activities that need to take place before, during and after the Kaizen event. Lessons learned will also be shared. The financial impact of this event will also be presented. 9:50 AM-10:15 AM Page LSS-12 Coffee Break To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 11 Track Chair: Joel Smith DEPLOYMENT STRATEGIES FOR LEAN & SIX SIGMA Continental Breakfast 7:30 AM-8:00 AM Opening Remarks 8:00 AM-8:05 AM Reinventing Ourselves: Cisco’s Journey Beyond Certification Session #LSS-111 8:05 AM-8:40 AM Cisco’s Training as a Service approach is a cutting edge program that employs VOC from business stakeholders and industry benchmarking to drive a balanced curriculum of Continuous Improvement Instruction and guided developmental education, delivered in the format of modular training courses. Keywords: Training, Learning, Continuous Improvement, Culture, Development Industry: Electronics Level: Intermediate Keli M. Holmes, MBA, MSE, CLSSBB, Program Lead, Cisco Systems, Wake Forest, NC, USA Participants of this presentation will receive an overview of Cisco’s journey and how it breathed new life into its culture through a basic tenant of Lean – start with the customer. With a renewed focus on the customer, the Continuous Improvement program focused on the development of individuals – the number one response from the business. How to Reach Critical Mass While Deploying Lean & Six Sigma Session #LSS-112 8:40 AM-9:15 AM If your company plans on being a household name, in regards to, reaching and teaching people and making LSS available to any professional level, notwithstanding the size or segment of your industry, this presentation should help you get there. Keywords: Education Industry: Education/Training Level: Advanced Vania Batista, Executive Director, Gemba Training, Curitiba, Paraná, Brazil March 12, 2015 The first step is to be motivated and to put the idea into practice, to believe in LSS and the results that you can attain. It is imperative that you communicate the burning platform to the rest of the employees and to mention that training is needed for every single employee to create a culture of quality which, in turn, will provide a financial impact with the least possible investment. Gemba Training has been working in consulting and training since 2008. We have had multiple engagements with all kinds of industries. Currently we teach LSS, in the form of short and long term training to over 600 students/month. We frequently receive testimonials from clients who speak about how much LSS training has changed the way they think and, as a result, how their companies have been transformed. This is it, LSS culture in action, spreading through the company as a whole, from top to bottom. It is an influx of knowledge that guarantees results in the short, medium and long-term. Making Lean6Sigma Part of the Organization's DNA Bertram Perry Wells, Global Director, HR Performance & Customer Service, Schneider Electric, Lexington, KY, USA Individuals attending this session will gain knowledge on why it is critical for them to believe in the theory of Lean6Sigma and also to be able to model L6S in their area in a very positive manner. During the conference, examples will be given on how Schneider Electric leverages Lean6Sigma across the globe. The pathway to successful implementation and sustainability is to: Session #LSS-113 9:15 AM-9:50 AM Keywords: Employee Engagement, Managing Change, Communication Industry: Manufacturing Level: Intermediate Make a solid case for L6S, what's in it for me, as a practitioner, Determine training requirements for the level of involvement, Provide opportunities to use the tools to solve problems, Provide both positive and constructive feedback to give guidance, and if you are a sponsor, "walk the talk". Building DNA into the organization is facilitated through building positive interactions across the organization and knowing that the teams are being supported and rewarded for the work that is being performed. 9:50 AM-10:15 AM Coffee Break To register online: regonline.com/aqi or visit www.leanandsixsigma.org THURSDAY This session will describe how an initiative was borne of leadership feedback that the existing Six Sigma Program, at that time 4-5 years old, was no longer meeting the needs of a large portion of the company. While in its infancy, the program focused on training on the technical aspects of Six Sigma and certification through one-time demonstration of relevant competencies. This model served the company well in the earlier stages; however, the newer, more innovative strategies being created by leadership needed a larger portion of the workforce with nimbler problem-solving competencies and an increased focus on “softer” skills. Page LSS-13 2015 Lean & Six Sigma World Conference TRACK 12 Track Chair: Ashley Stroud-LoVerde 7:30 AM-8:00 AM Continental Breakfast 8:00 AM-8:05 AM Opening Remarks Session #LSS-121 8:05 AM-8:40 AM Designing Your Processes Right the First Time March 12, 2015 Keywords: DfLSS, Six Sigma, Process Design Industry: Financial Services Level: Basic THURSDAY HOW TO AVOID PITFALLS IN LEAN & SIX SIGMA PROJECTS Kristine Bradley, Principal, Firefly Consulting, Austin, TX, USA When a company decides to develop a new product, years are often spent designing that product from the bottom up. Vast teams of specialists are brought in to ensure that the requirements, specifications, drawings, and plans are all complete prior to a product ever reaching a customer. In contrast, who designed your invoicing process? Was the same effort undertaken to ensure it worked flawlessly the first time? Design for Lean Six Sigma has been successfully utilized for years by companies looking to quickly develop innovative products that delight their customers while maximizing profit margins. However, remarkably few companies leverage DfLSS methods for developing new processes. Rather than focusing on improving existing processes, Process Design for Lean Six Sigma focusses on utilizing the DMEDI roadmap to design the process right the first time. This presentation will introduce Process Design for Lean Six Sigma discussing: Product vs. Process design; how do they differ?DMAIC (process improvement) or DMEDI (process design); when should process design be used vs. process improvement? Two case studies in applying Process Design for Lean Six Sigma will be explored. The first application is fairly basic and looks at designing a new order system. The other application is the total transformation of an organization’s web presence and how the tools were applied in top down, customer driven design. Session #LSS-122 8:40 AM-9:15 AM Keywords: LSS Deployment Industry: All Level: Intermediate Leaving Money on the Table: Deployment Miscues & Mistakes Russ Aikman, LSS Program Manager, TMAC/The University of Texas at Arlington, Arlington, TX, USA Successful deployment of a formal Lean Six Sigma Program is a goal of any firm that chooses this powerful methodology. Yet many companies make the same mistakes, compromising the effectiveness of their LSS Program implementation. These compromised programs are essentially leaving ‘money on the table’, resulting in poor returns on the significant investment required of Lean Six Sigma. This presentation will begin with a discussion of some common problems seen in deployments at both small to large companies. While some of these mistakes are well known by experienced practitioners others are more subtle in nature. Various case studies of real companies with deployment issues will be shared along with the consequences of those issues. The presentation will conclude with a summary of best practices for a successful deployment. Session #LSS-123 9:15 AM-9:50 AM Keywords: Monte Carlo, Project Benefits, Valuation, Modeling Industry: Manufacturing Level: Intermediate New Valuation Model for Intangible Project Benefits Bill Hathaway, President/CEO, MoreSteam.com, Powell, OH, USA There is one thing we always know for certain about any prediction or estimate of a future value – it’s wrong. The only question is by how much. When measuring process performance, we always want to consider the expected variation, not just the likely mean or median value. Since financial performance is an imperfect measurement of process performance, and future process performance is impossible to predict, variation should be expected in all financial forecasts. Yet most financial models of a process improvement project’s future costs and benefits represent project attractiveness with a single number, whether Net Present Value (NPV) or Internal Rate of Return (IRR). A simple and powerful tool called Monte Carlo analysis affords incorporation of variability into the model, provided estimated distributions of each input and can be made, and provided a transfer function relating intangible inputs to a financial output can be expressed mathematically. Participants will learn: How to utilize Monte Carlo analysis in calculating expected ranges of benefits How to calculate of present value, future values and discounting methods How to build a statistical model translating intangible inputs to financial outputs, and how to introduce and characterize variability in the possible outcomes of the model 9:50 AM-10:15 AM Page LSS-14 Coffee Break To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 13 Track Chair: Bonnie Stone Hauge LEAN & SIX SIGMA APPLICATIONS IN HEALTHCARE Healthcare Quality Improvement and the Triple Aim James C. Benneyan, Ph.D., Executive Director, Healthcare Systems Engineering Institute at Northeastern University, Boston, MA, USA This presentation will describe several national initiatives to broaden the use of Lean, Six Sigma, and related systems engineering methods to improve the “triple aim” of better care, better health, and lower costs. The triple aim has been emphasized as a critical part of healthcare reform by the Centers for Medicare and Medicaid, the Institute for Healthcare Improvement, and numerous others. In parallel, a recent report to President Obama, the President’s Council of Advisors on Science and Technology (PCAST, June 2014) recommended significantly growing the application of Lean, Six Sigma, and related systems engineering and systems approaches to improve U.S. healthcare processes – noting that large-scale demonstration projects and workforce development efforts are necessary. Session #LSS-131 10:15 AM-10:50AM Keywords: National Demonstration Projects, Triple Aim, CMS Innovation Center, Healthcare Industry: Healthcare Level: Basic Lean & Six Sigma Implementation within Clinical Research Session #LSS-132 10:50 AM-11:25 AM The presentation will provide the audience with visibility into the tools and techniques used in the introduction of Lean Six Sigma and a culture of continuous improvement into a clinical research organization. The presentation will cover the following key concepts: Keywords: Clinical Research, Life Science, Pharmaceuticals Industry: Healthcare Level: Basic Gerard Quinn, Director, Strategic Projects & Process Excellence, ICON Plc, Dublin, Ireland Senior Executive Support – How to accomplished getting the senior executive support to move towards a Lean Six Sigma approach for driving continuous improvement across the organization March 12, 2015 Strategy Development – How to deliver continuous improvement across service lines Training materials & Development – How to identify the internal/external resources Training Delivery & Timeline: How to build a training timeline and foster the culture of continuous improvement by training colleagues through Yellow Belt, Green Belt and Black Belt certification and implementing major strategic process improvement initiatives across the organization. Lessons Learned “Do’s & Don’ts” – Providing the audience members with lessons learned information and how we have overcome our challenges to deliver a strong culture of continuous improvement that is now recognized across the organization as successfully adding value. The attendees will be taken through the use of the tools and techniques and how they fit into the overall execution and delivery of a Lean Six Sigma organizational rollout. The Lesson learned will provide the audience with practical examples. Organizational Strategy Cascaded from Boardroom to Bedside in Three Weeks Sumeet Kumar, B.Eng., M.B.A., LSS Black Belt, PMP, Director, Quality & Performance Excellence, and Nancy Jacko, RN, BA, BScN, Vice President of Planning, Partnership, Professional Practice and Chief Nursing Executive, North Bay Regional Health Centre, North Bay, ON, Canada Often time organizations diligently develop their long term strategy (typically 5 years), print the document in gloss/matte finish, and distribute it to their staff in a celebratory setting and the mission feels accomplished. Days, weeks and months later management and staff are still not sure why things are not improving even though the strategy document has been in place for some time. Session #LSS-133 11:25 AM-12:00 PM Keywords: Strategy, Leadership, Change Management, Culture Change Industry: Healthcare Level: Basic The North Bay Regional Health Centre (NBRHC), one of the large hospitals located in North Bay, Ontario, Canada, developed its first ever 5 year strategy 2013-17 in Jan 2013 that reflected a focus on 4 strategic directions namely, Access to Right Care, Partnerships with Purpose, Our People Achieving their Best and, Wise Choices. Further, 5 strategic objectives under each strategic direction, quickly added to 20 objectives expected to be addressed during the 5 year period. The presentation demonstrates NBRHC’s innovative approach on how the front line staff was engaged in cascading its strategy to all areas across the organization, and the success story that followed. Networking Luncheon To register online: regonline.com/aqi or visit www.leanandsixsigma.org THURSDAY This presentation will describe a variety of projects conducted through a Center for Medicare and Medicaid Innovation (CMMI) demonstration grant and two internship programs to experientially train clinicians and healthcare industrial engineers in Lean, Six Sigma and related methods. To-date, these efforts have trained nearly 500 healthcare professionals, reduced costs by over $30m, and improved timely care by over 15% affecting millions of patients. Each case study will summarize the problem, approach, and measurement rubric. 12:00 PM-1:15 PM Page LSS-15 2015 Lean & Six Sigma World Conference TRACK 14 Track Chair: Kimberly Watson-Hemphill Session #LSS-141 10:15 AM-10:50AM Keywords: Lean, Six Sigma, Africa, Nonprofit, Poverty, World Vision, Humanitarian Industry: Service Level: Intermediate UNIQUE APPLICATIONS OF LEAN & SIX SIGMA Fighting Poverty in East Africa with Lean & Six Sigma Andrew Parris, Ph.D., Senior Process Advisor, World Vision International, Monrovia, CA, USA The World Vision (WV) Process Improvement initiative in East Africa followed the typical corporate world model of training “Green Belts” (GB), who facilitate process improvement projects and make smaller changes in their daily work environment, and “Black Belts” (BB), who train and coach GBs, facilitate larger projects, and lead PI in their offices. WV adopted the standard LSS thinking, concepts and tools. Volunteer world class professionals from across the globe trained the BBs. Many additional opportunities exist for LSS to accelerate the fight against poverty. For example: helping microentrepreneurs reduce waste and variation in their work. Participants will brainstorm and explore additional ideas (at the individual, company, and society level) of how Lean and Six Sigma can help reduce poverty. Session #LSS-142 10:50 AM-11:25AM Keywords: Sales, Marketing, LSS Deployment Industry: Manufacturing Level: Intermediate THURSDAY March 12, 2015 LSS projects have generated significant, measured impact. Annual costs was reduced by over $1,826,000 (about 85% is recurring), lead time was reduced by 59%, and defects by 72% on targeted processes. LSS thinking, concepts and tools are also contributed to a culture of innovation and continuous improvement. We’re Different! Deploying Lean & Six Sigma in a Sales and Marketing Organization Ken Feldman, Ph.D., Director, Rapid Continuous Improvement, Dr Pepper Snapple Group, Plano, TX, USA The phrase, “We’re different!” is one that Deployment Leaders often hear from various segments of their organizations while attempting to deploy a change initiative. It is no different when attempting to deploy a Lean Six Sigma (LSS) process in any type of organization. As an organization expands its efforts to deploy Lean Six Sigma, the phrase “We’re different” is heard once deployment has worked its way through manufacturing, administration and even R&D and now finds itself at the doorstep of implementation in the Sales and Marketing organization. In some cases, they may be correct in that claim. In other cases, they may really be no different than many other organizations and are mistaken in their claim. Top reasons why those deploying LSS in a Sales and Marketing organization claim to be different are the following: It’s not always clear who is the Customer Measuring the impact of marketing and sales efforts is challenging Our Industry is highly regulated Sales and Marketing is not a process, it is all about relationships Gathering Voice of the Customer (VOC) can be difficult and expensive The presenter will point out where their claim is false and why. He will also discuss those cases where their claim is valid and what can be done to “make it work”. Session #LSS-143 11:25 AM-12:00 PM Keywords: NonTraditional Setting, Unique Applications, Lean Six Sigma, AgriBusiness, Agriculture Industry: Food/Drug/Cosmetic Level: Intermediate A Unique Lean & Six Sigma Deployment in an Agri-Business Vasant Sridhar, Deployment Head, Process Excellence, ITC Limited, Agri Business Division, ILTD, Guntur, India Saurabh Gupta, Head Process Excellence, ITC Limited - Agri Business Division - ILTD; Guntur, Andhra Pradesh, India The Lean Six Sigma Methodology has been used with great success in the manufacturing industry, and is also currently being deployed aggressively in the services sector. With Lean Six Sigma evolving into a problem solving framework, and not just being a quality improvement tool, it can be used in any business for driving growth by maximizing efficiency. This session describes the Lean Six Sigma Deployment at ABD-ILTD – the Agri Business of ITC Limited, one of India’s largest conglomerates. The deployment, which took place in the nontraditional setting of an Agri- was used an enabler of capital efficient growth. This presentation will help you: Learn to apply Lean Six Sigma in a non-traditional domain like agriculture, amidst the challenges of changing market dynamics and a wide span of operations. Gather insights on how Complex Business Requirements of Food Safety, Product Quality, Product Uniformity and Cost Minimization can be translated into Lean and Six Sigma Projects Learn how Lean Six Sigma tools can be applied across all the different functions of Crop Development, Supply Chain, Finance, Human Resources, R&D and Processing. 12:00 PM-1:15 PM Page LSS-16 Networking Luncheon To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 15 Track Chair: Tanya Pistawka SOFTWARE TOOLS FOR LEAN & SIX SIGMA Is Software Limiting Your Operating Results? Jason Tillman, VP, Revenue Integrity, HCA North Texas Division, Irving, TX, USA Keywords: Software, Automation, Accuracy, Income, Analysis, Process Improvement Industry: Healthcare Level: Basic Multi-system and multi-location environments require more users to maintain settings increasing opportunity for errors. Standardizing settings improves consistency but turnover in key roles, poor communication, and surprisingly, interpretations when/where standards and updates occur produce inconsistent results. To add complexity, organizations integrate dissimilar software systems in multi-location environments. Each system requires specialize knowledge and different users exponentially compounding setting error risk. Is this you? DevOpsing with Lean & Six Sigma Session #LSS-152 10:50 AM-11:25 AM Sudhanshu Anand, Process Consultant, and Dushyant Thatte, Consultant, Tata Consultancy Services, Bloomington, MN, USA DevOps enables business agility and IT alignment. It helps IT achieve business objectives. It provides a unified business process objective for development as well as operations for their decisions and actions. DevOps is an extension of the agile methodology to ensure consistent and continuous product delivery. Since 2011, DevOps adoption has increased 26%, according to a 2013 survey by Puppet Labs. The rise in DevOps also translates into the ability to ship code 30 times faster. A survey of senior IT decision-makers found that improvements to the customer experience are the biggest reasons enterprises are embracing DevOps. Keywords: SDLC, DFSS, ICOV, IDOV, DMDOV, DevOps, IT Industry: Software Level: Basic Considering a lifecycle view, Lean and Six Sigma techniques of smooth flow of value streams and customer centric value creation - satisfy DevOps goal to continuous delivery of software-driven innovation and incremental growth of businesses. Lean and Six Sigma, therefore, can be seen as a complimentary best practice approach for establishing DevOps. They also provide a measurement framework to baseline and further measure success. Success in DevOps is mainly dependent upon the development of common goals and metrics for both IT operations and IT development. The presentation will provide alignment within and between development and operations organizations; Encourage Lean and Six Sigma for establishing DevOps; Foster a philosophy of consistent product delivery through LSS engine; and assure quality of the IT lifecycle. What Software Support Package Do I Need? Kevin Lee Kretzschmar, Lead Decision Science Analyst, USAA, San Antonio, TX, USA Participants of this session will gain an understanding of some of the various software support options available to them for their continuous improvement program. There are numerous software support packages to support a continuous improvement program (Minitab, JMP, SPC XL, SAS, etc.). Attendees will receive a comparison of the various capabilities with a focus on the R, SPC XL, Minitab, and SAS packages. Session #LSS-153 11:25 AM-12:00 PM Keywords: Software, Support, Options Industry: Service Level: Intermediate 12:00 PM-1:15 PM Join us for this fun activity! During this Networking Luncheon, you may select to be seated depending on your area of interest or expertise. Group sign-in will be made on-site. Please note that group seating is limited and will be assigned on a first-come, first-served basis. Following is a partial list of Networking Groups: Lean & Six Sigma and Social Media Lean & Six Sigma in Manufacturing Lean & Six Sigma in Military & Government Lean & Six Sigma in Oil/Energy Lean & Six Sigma in Regulated Industries Lean & Six Sigma in Service/Education Minitab Project Selection Scorecards Soft Skills and Lean & Six Sigma Statistics in Lean & Six Sigma Sustainability and Lean & Six Sigma To register online: regonline.com/aqi or visit www.leanandsixsigma.org Page LSS-17 March 12, 2015 This presentation will help you identify risk and share example processes used to monitor and correct system settings. Software systems include settings to configure functionality to meet individual business needs. Incorrect settings will produce incorrect operating results and analysis. Controls may exist for settings updates but regular review for setting errors typically doesn’t occur. THURSDAY Businesses rely on software systems to manage many critical processes and operating results. Configuration settings align software functionality to business needs. We usually think of system maintenance as a patch or update but this only addresses vendor code. All software maintenance programs should include settings validation. Think of configuration settings as decisions in a manual process. Accurate decisions by employees contribute to accurate operating results. Accurate settings produce accurate results and guarantee consistency. Conversely, inaccurate settings guarantee inaccurate results. Settings are usually controlled by a system user granted special authority. Small organizations assign and train 1-2 users to manage settings. Session #LSS-151 10:15 AM-10:50AM 2015 Lean & Six Sigma World Conference TRACK 16 Track Chair: Beth Galt Session #LSS-161 1:15 PM-1:50 PM Keywords: Lean Six Sigma, Government, Municipal Government, Innovation, Continuous Improvement Industry: Government Level: Intermediate LEAN & SIX SIGMA APPLICATIONS IN GOVERNMENT AND SERVICE Lean & Six Sigma in Local Government Guillermo Garcia, Director of Innovation, City of Tyler, Tyler, TX, USA The City of Tyler has a long tradition of continuous improvement. In 1997 the City of Tyler adopted the Tyler Blueprint, which expresses the City’s core values and related goals for developing operational best practices. The Blueprint defines our organizational culture and is what differentiates us from other municipal governments. The City’s vision is to be the standard in performance excellence in local government and the overall goals outlined by the Blueprint are to Streamline, Empower, Respond, Venture, and Evaluate. THURSDAY March 12, 2015 To achieve these goals the City launched the Lean Six Sigma program in August 2009 with the hiring of a Master Black Belt. The overall goal of the program is to identify the waste and variation in processes to improve them to better serve its citizens and customers. The City of Tyler is one of a few municipal governments that has implemented a complete rollout of Lean Six Sigma throughout the organization. The results of the program are: a financial savings of over $5.8 Million, trained 11 Black Belts, trained 68 Green Belts, trained 301 employees in basic principles of Lean Six Sigma, closed 112 projects and saved 3,892 hours of work time. Lean Six Sigma has not only improved processes but has changed the culture of the organization by allowing employees to streamline processes, empowering the employee to make changes, responding to issues in a structured process, and evaluating processes for improvement. Lean Six Sigma has been a strategic tool in achieving the vision of becoming the standard in performance excellence in local government. Session #LSS-162 1:50 PM-2:25 PM Keywords: Government, Promptness of Response Industry: Government Level: Intermediate Improve Services Offered by the Government to SMEs Reem Abdulrasool Jasim, Quality Assurance Manager, Labour Fund (Tamkeen), Hawarat Aali, Bahrain This presentation will show the audience how Lean and Six Sigma principles and methodologies are applicable to any area of work. They enable individuals and teams to focus on what constitutes value to their customers, and on how to deliver that as effectively and efficiently as possible. Applied in a continuous way, Lean and Six Sigma can become a way of working and a philosophy for any organization. This case study will show how Lean and Six Sigma were used to identify and streamline the priorities for the Government Institution Service that provides financial supports and training to SMEs and individuals so that it could deliver real and consistent value to its customers. Session #LSS-163 2:25 PM-3:00 PM Keywords: Roles, Responsibilities, RACI, Teams, Accountability Industry: Service Level: Intermediate Let's Get RACI About Accountability Grace Landis Duffy, President, Management and Performance Systems, Eustis, FL, USA RACI charts are used in many situations to clarify roles and responsibilities. For example: After an event when the flow of work has been changed and the tasks have been modified or operations simplified Gathering current state data on an operation to show where there are overlaps of responsibilities Creating a future state for an operation with the new roles and responsibilities clearly stated HR departments can use the output of a new RACI chart to define the job responsibilities of positions Some of the benefits of RACI charts: Increased productivity through well defined accountability Increased capacity by eliminating overlaps and redundancies Less confusion/misunderstandings by encouraging teamwork Streamlined work process by eliminating unnecessary interfaces and assigning ‘accountability’ where it belongs Improved organization effectiveness by allowing disciplines to cooperate and share responsibility This session will introduce the key concepts for Responsibility Charting, guidelines and a four-step process for Responsibility Charting, and tips for analyzing a Responsibility Chart. 3:00 PM-3:30 PM Page LSS-18 Refreshment Break To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 17 Track Chair: Darren Flynn LINKING VOICE OF THE CUSTOMER TO LEAN & SIX SIGMA Making the Customer Experience Proactive and Preventive John Goodman, Vice Chairman, Customer Care Measurement & Consulting, Alexandria, VA, USA Quality is losing ground to other departments as customer experience (CE) supersedes product quality. Most companies recognize that the product is 20% of the experience and sales, service and support are 80%. In his 2012 Quality Progress article Take the Lead in CE, Goodman argues that LSS executives are most qualified to take the lead in CE but they are afraid to and do not know how to quantify the revenue and word of mouth payoff of enhanced service and quality. The key to a great CE is to become proactive, preventive and create emotional connection. The presenter will provide case studies from FedEx, The Cheesecake Factory, Bankers Financial, three major insurance companies and Chick Fil A, among others on: Session #LSS-171 1:15 PM-1:50 PM Keywords: Customer Experience, Proactive Emotional Connection, Preventive, Revenue Payoff Industry: Service Level: Intermediate Moving quality from tactical to strategic - what customer experience 3.0 looks like - based on the book CE 3.0. customer and marketing Quantifying the payoff of enhanced quality and customer experience in terms that the CFO will accept Taking Voice of the Customer beyond surveys and complaints to use internal operations and employee input He will provide criteria for a best practice VOC Appropriate and inappropriate functions of a Chief Customer Officer Enhancing the Customer Experience Kimberly Watson-Hemphill, President, Firefly Consulting, Austin, TX, USA This presentation will cover additional VOC tools not typically presented in belt training and provide numerous examples of innovative solutions for both spoken and unspoken customer needs. Practical tools presented will include the customer journey map, ethnography, and conjoint analysis. Keywords: Voice of the Customer, Customer Experience Industry: Customer Service Level: Intermediate The presentation will provide numerous examples of innovative solutions for meeting the needs of customers and attendees will learn tools for attaining a deeper understanding of the customer experience, including the customer journey map, ethnography, and conjoint analysis. Linking Customer Experience with Lean & Six Sigma Speaker to be determined At many organizations, those who are responsible for process excellence are often separate from customer experience teams. To be truly customer-centric, this practice no longer makes sense. Companies now need to have an outside in approach as opposed to their traditional inside out, meaning that the roadmap for process improvement should be linked to the customer’s experience. Session #LSS-173 2:25 PM-3:00 PM Keywords: Customer Experience Industry: Government Level: Basic This interactive workshop will walk you through ideas around: How to have the rigor of process improvement layered with experience design How to ensure that your teams think about redesign in terms of changing experiences versus just changing processes Methods for getting standard processes defined through the eyes of the customer This presentation will discuss specific ways how Lean Six Sigma can support Customer Experience management and design activities and examples on how this approach has been utilized in the private and public sectors Refreshment Break To register online: regonline.com/aqi or visit www.leanandsixsigma.org 3:00 PM-3:30 PM Page LSS-19 March 12, 2015 We've all heard the saying that “a happy customer tells a friend, and an unhappy customer tells the world.” A key tenant of both Lean Six Sigma and Design for Lean Six Sigma methodologies is the importance of uncovering and satisfying the needs of both our internal and external customers. Session #LSS-172 1:50 PM-2:25 PM THURSDAY Making the company proactive and preventive by addressing the full range of causes including 2015 Lean & Six Sigma World Conference TRACK 18 Track Chair: Joel Smith Session #LSS-181 1:15 PM-1:50 PM THURSDAY March 12, 2015 Keywords: Monte Carlo simulation, DOE, DMAIC Industry: Manufacturing Level: Basic MEASUREMENT AND ANALYTICAL METHODS FOR LEAN & SIX SIGMA Crayola: Connecting the DMAIC Dots with Monte Carlo Simulation Richard J. Titus, Master Black Belt, Principal, Titus Consulting, and Adjunct Faculty Lehigh University, Bethlehem, PA, USA Crayola manufactures over 2.2 billion crayons per year at the Easton facility. Consumer defect levels are constantly monitored via a consumer website and 800 number to ensure that Crayola maintains world class quality levels to end consumers and their retail partners. A number of LSS projects have focused on further improving quality in the crayon manufacturing process starting with a Measurement System Analysis (MSA) of crayon break strength. The MSA project determined that there was a lack of consistency in results from the units used to measure break strength. This led to the creation of a new crayon break testing machine and process which met the Automotive Industry Action Group (AIAG) MSA standards. The next step in the crayon quality improvement process was to initiate a number of Design of Experiments (DOE) focused on expanding the process parameter knowledge required to make the perfect crayon. As part of the roll out of the new crayon break testing machines and processes, a Monte Carlo simulation was utilized to simulate the results of the previously utilized pass/fail criteria prior to installing the new machines in the manufacturing plant. The insights gained from this simulation process, which was only possible through following the DMAIC process, will be presented. Session #LSS-182 1:50 PM-2:25 PM Keywords: Capability Analysis, Cpk and Ppk, Non-Normal Data, Gauge with Low Discrimination Industry: Manufacturing Level: Intermediate Capability Analysis for Data from a Low Discrimination Gauge Daniel Griffith, Minitab, Inc., Software Research Engineer, State College, PA, USA Process capability requires the evaluation of variability and the analysis of process performance against specifications. Typically a process is capable if the majority of the parts it produces are within the specification limits; in other words, the defect rate is small. Though very simple to compute, capability metrics can typically lead to incorrect interpretations and tampering, with little or no product or process improvement. Therefore, it is important to understand the crucial assumptions to consider when performing process capability analyses. These assumptions include process stability, and normality. This presentation will focus on the violation of the normality assumption, not because the process data is not normal but because the lack of normality is induced incorrectly by a gauge with low discrimination. In this session, the presenter will discuss: how to evaluate the assumptions for Normal Capability Analysis; how to run a Non-Normal (NN) Capability Analysis using different techniques; how to determine what makes data Non-Normal; and, how to assess the weaknesses of Normality tests. You will also learn how to deal with data coming from a measurement system with low discrimination. Session #LSS-183 2:25 PM-3:00 PM Keywords: Control Chart, Specification, Capability Analysis Industry: Manufacturing Level: Basic Spec Limits—What You Don’t Know Can Hurt You Matt Savage, Support and Training Services Director, PQ Systems, Dayton, OH, USA This presentation will provide basic review two types of control charts. Those with a sample size equal to one and control charts with a sample size greater than one. The session will discuss: Why applying specification lines to one type of control chart (charts with a sample size greater than one) is often misleading Why applying specification lines to Individuals (X) control chart may not lead to process improvements Alternative and recommended uses for specification limits Where specification limits should be used and where they should not be used related to control charts and histograms A simple technique that allows summary statistics to be presented and sorted in a simple manner. From this presentation, the participants will be able to have a method to effectively determine which processes need additional investigation using a prioritized approach. 3:00 PM-3:30 PM Page LSS-20 Refreshment Break To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 19 Track Chair: Bonnie Stone Hauge MISCONCEPTIONS AND PITFALLS OF DMAIC PROJECTS Misconceptions and Pitfalls of DMAIC Projects Session #LSS-191 3:30 PM-4:30 PM Marco A. Luzzatti, Master Black Belt, Train-the-Trainer, Greenville Technical College, Greenville, SC, USA Keywords: DMAIC, Improvement Projects, Coaching Industry: Education/Training Level: Intermediate Despite the best training, project experience is still the best teacher. As much learning occurs on projects, it can be challenging and frustrating as well. There are many pitfalls, issues and misconceptions belts experience on projects in general and at each phase of the DMAIC process. Attendees of this session will exchange and hear lessons learned with a MBB who has viewed and coached 100’s of DMAIC projects over 12 years. Marco will review the 6 Keys to Overall Project Success from a deployment and individual project standpoint. With the help of participants, Marco will also highlight some pitfalls, misconceptions, and issues that management, new belts and even experienced bets struggle with on projects. THURSDAY Groups of participants will identify their top issues, and individual participants will have the opportunity to review and add to a list of 35 issues and pitfalls with the final list being e-mailed to all participants. This comprehensive, “watch-out” checklist will be invaluable for ensuring efficient and successful projects for anyone who coach’s or does Lean Six Sigma projects. Trainers can use it to upgrade training to eliminate pitfalls and misconceptions. Examples of potential misconceptions include: “I can’t do a Lean Six Sigma project because I only have one data point for my baseline;” or “I can’t do measurement system analysis or capability on my project,” or “Flowcharts or roadmaps are best way to help belts do a project; or “Once created, a LSS project charter doesn’t change” “Best way to summarize my DMAIC project is in chronological order based on what was done when” Example of potential pitfalls include: Failing to work on projects management is really interested in; or Unnecessary use of tools and methods; or Failing to recognize warning signs of poorly scoped project; Jumping to solutions in charter and even project titles; or Confusing or unclear measure of success or impact for project. To register online: regonline.com/aqi or visit www.leanandsixsigma.org March 12, 2015 Page LSS-21 2015 Lean & Six Sigma World Conference TRACK 20 Track Chair: Alberto A. Yanez-Moreno Session #LSS-201 3:30 PM-4:30 PM Keywords: Lean Thinking, Stage Gate, Program Management, Project Management Industry: Service Level: Basic PROGRAM MANAGEMENT Program Management+Stage Gate+Lean Thinking=Success! Ashley Stroud-LoVerde, MBB, PMP, Vice President Lean Six Sigma, Emdeon, Nashville, TN, USA Effective Program Management with a stage gate methodology and Lean thinking are the perfect ingredients for highly successful execution of strategic programs. By building cross-functional teams, Program Management creates an open communication platform across the entire value stream – from those with the ideas to those who are supporting our clients. Add a stage gate process and you now have the business operating as a whole doing the “right work at the right time” – accelerating speed-to-market, reducing re-work, and having more efficient and effective allocation of resources. From an executive perspective, stage gate ensures alignment of priorities across the organization and functional areas, eliminates surprises, and ensures we are working on the right stuff among the alternatives. Lean Thinking allows you to filter a mass amount of information into the critical pieces that tell the story of a program and allow the executives to make decisions. March 12, 2015 The tool we use to communicate in the Stage Gates is an A3 which is steeped in Lean thinking. It is a collaborative tool, a communication tool, a decision making tool. The powerful combination of Program Management, stage gate process, and Lean thinking is proven to be successful in execution of any strategy. Attendees will leave understanding how the combination of program management, stage gate, and Lean thinking is a powerful method of executing on strategy. THURSDAY Ashley Stroud-LoVerde is both a certified PMP and Lean Six Sigma Master Black Belt. She spent six years working in a PMO implementing PMI standards of excellence in addition to strategy deployment, stage gate processes, Lean Six Sigma training, and A3 Thinking. For the last two years, Ashley has fully enjoyed the opportunity to build and lead a Strategic Programs Office focused on executing on the key strategies of the business. Page LSS-22 To register call 888-236-9940 or 412-782-3383 or E-mail: [email protected] The Most Comprehensive Technical Program on Lean & Six Sigma TRACK 21 Track Chair: Tanya Pistawka LEAN & SIX SIGMA DEVELOPMENTAL TOOLS Using Gemba as a Process Development Tool Derek Darling, Global Director of Operations and Quality, Spectracom Corporations, Rochester, NY, USA Keywords: Analysis Paralysis, Gemba Industry: Manufacturing Level: Intermediate This presentation will introduce concepts, methods and ideas that show how "Going to the Gemba" can offer deeper insights and leaner solutions to processes and problems in every area of a company. Participants will obtain templates and checklists to help them walk through a process, and gain deeper insight into the data that is necessary and important to making significant progress rapidly. Through Gemba analysis participants will learn an alternate methodology for approaching everyday problems, simple techniques to gain insight into core business structures, and a straightforward practice to create communication pathways across boundaries. David Silverstein, Founder & CEO, BMGI, Denver, CO, USA Unintended consequences are, well… unintended. And that means they were probably unanticipated. How is it that we get bitten by this law so often? When millions were starving in Rwanda, then President Bill Clinton moved heaven and earth to see to it that the people of Rwanda were fed. But in doing so, he effectively put the few fledgling, but surviving farmers in Rwanda, out of business because food was basically free. As a result, the famine in Rwanda wound up lasting a decade longer than most experts believe it otherwise would have. In a recent interview, President Clinton said, “I will have to live with the consequences of my actions in Rwanda for a very long time.” Session #LSS-212 4:05 PM-4:40 PM Keywords: Rwanda, Government, Hunger, Strategy and Innovation. Industry: Service Level: Basic Lean and Six Sigma is about, among other things, having a process and being data driven in how we solve problems. Not only do we need to be sure to avoid unintended consequences in the improvements we drive through Lean and Six Sigma, Lean and Six Sigma trained people can play a significant role in bringing more discipline to other areas of the business including strategy and innovation. David Silverstein written on innovation, performance, and significant business issues for numerous publications including Business Week, Inc. Magazine, The Wall Street Journal and Forbes. He’s also published several books on innovation, business management and executive leadership. 4:40 PM-4:50 PM Closing Remarks – Darren Flynn, Conference Chair ORGANIZING COMMITTEE Conference Co-founders Sermin Vanderbilt, Ph.D., American Quality Institute Marco Luzzatti, MBB, Greenville Technical College Conference Chair Darren Flynn, MBB, PMP Conference Vice-Chair Bonnie Stone Hauge, MBB, PMP, CAS Adaptive Solutions Past Conference Chairs Ashley Stroud-LoVerde, MBB, PMP, Emdeon Bonnie Stone Hauge, MBB, PMP, CAS Adaptive Solutions Technical Committee Russ Aikman, TMAC Brian Clark, Engines, Inc. Grace Duffy, MBB, Management and Performance Systems Beth Galt, MBB, MPI Research Krishnan Krishnaiyer, Pearson Tanya Pistawka, Prudential Joel Smith, MS, Minitab, Inc. Pervin Uren, Ch.E., MBA, American Quality Institute Kimberly Watson-Hemphill, MBB, Firefly Consulting Alberto A. Yanez-Moreno, Ph.D., Center for Innovation/ UT Arlington Registration Committee Jane Christensen, American Quality Institute San West, American Quality Institute To register online: regonline.com/aqi or visit www.leanandsixsigma.org Page LSS-23 March 12, 2015 End Keynote: 3 Steps Ahead - Managing the Law of Unintended Consequences THURSDAY While the collection and use of data is important to understanding performance, often the analysis of data is de-coupled from the practical, hands-on review of processes. This type of over-reliance on excel spreadsheets or other databases may produce sub-optimal results. We may miss simple and elegant solutions purely because we didn't take the time to physically examine the process. Gemba is a Japanese philosophy and word meaning, "the place in which work is done." Session #LSS-211 3:30 PM-4:05 PM Workshop #LSS-2 Lean & Six Sigma Yellow Belt Certification Workshop #LSS-3 Lean & Six Sigma Black Belt Training Essentials Based on the LSS-6001 Draft International Standard 8 AM - 4 PM; 0.7 CEU 8 AM - 4 PM; 0.7 CEU Note that this special workshop price is made possible by our sponsor CAS Adaptive Solutions. Upon successful completion of this workshop, participants will be Lean & Six Sigma Yellow Belt Certified and will receive 0.7 CEU for attendance. Workshop Description: This workshop will be helpful for Workshop Description: An ideal introduction to Lean & Six Sigma for those not yet trained as a Belt. The workshop received such rave reviews last year that we brought it back! This interactive workshop combines instruction with hands-on application of Lean & Six Sigma concepts. With this workshop you will learn: The Fundamental Lean Principles, Six Sigma principles, and the overwhelming benefits of blending the two in a unified approach. Project execution based on the DMAIC (Define, Measure, Analyze, Improve, Control) methodology Project targeting criteria and what makes a great LSS project Lean & Six Sigma concepts and tools Key elements of successful Lean Transformation Project Selection Team Roles Voice of the Customer (VoC) Value Stream Mapping Value-Add versus Non-Value-Add Root Cause Analysis Fishbone Diagrams Lean Flow Work Cells 5S Visual Tools Capacity Bottlenecks Faculty: Our faculty members are Lean Six Sigma veterans who have trained hundreds of belts across the country. Don Johnston, is CEO of CAS Adaptive Solutions, a business excellence consulting firm. Don has trained people at all levels in the organization and in a variety of enterprises, from small businesses to Ford Motor Company and the Space Shuttle Program. Don received his Bachelor Degree in Mechanical Engineering from MIT and his Masters in Engineering Management from the Florida Institute of Technology. Bonnie S. Hauge has over 20 years of experience in the aerospace and healthcare industries in Quality, Engineering and Organizational Excellence capacities. Bonnie received her undergraduate degrees from Memphis State University, an MBA from Florida Institute of Technology and a Masters in Industrial Optimization from Embry Riddle Aeronautical University. She is certified L6S Master Black Belt. Who Should Attend: This is an outstanding workshop for beginners, and for practitioners and executives wanting to better understand Lean & Six Sigma. Past participants who found the workshop valuable include: Employees who want to increase their value to the organization; Quality professionals who want to broaden and sharpen their skills; and Managers who want to stay current on organizational excellence Fee: $445 if registered by February 5, 2015; $495 after this date. Registration with “A2015” code only. The fee includes course materials and a certificate. Page LSS-24 participants who are considering developing their own internal LSS BB curriculum and training. Participants who wish to be able to evaluate LSS BB training provided by consultants or other organizations will have a list of topics and content to assess the completeness of their proposed training. Existing LSS BBs will find this workshop useful to assess their own personal levels of knowledge so they can decide what, if any, future personal training needs might exist. The following topics will be presented with a brief explanation of each, the rationale for including it in a LSS BB curriculum and examples of how these tools will apply to all types of organizations be they manufacturing or non-manufacturing. Lean & Six Sigma Introduction DMAIC and Purpose/Goal for Each Phase Lean & Six Sigma Deployment Strategies Typical LSS Roles and Responsibilities Project Identification and Selection Tools and Criteria Design for Lean & Six Sigma (DFLSS) Kaizen and Quick Wins Creating a Project Charter Voice of the Customer and Customer Satisfaction Value Analysis and Waste Identification Basic Statistics and Variation Use of Statistical Software for Statistical Analysis Descriptive and Inferential Statistics Hypothesis Tests Correlation and Regression ID, Select, and Prioritize Root Causes Risk Assessment Faculty: Dr. J. Kenneth Feldman is a Lean Six Sigma Master Black Belt and RCI Director. He has more than 40 years of experience in such diverse industries as healthcare, steel, corrugated containers, printing, higher education, chemicals, food products, U.S. Military, financial services, electronics, automotive, paint, ink and others. Ken has a dual Ph.D. in Industrial Engineering and Psychology with the distinction of having Dr. W. Edwards Deming, the esteemed quality Guru on his Doctoral Committee. He also holds a Master of Science in Industrial Engineering, a Master of Business Administration, and a Bachelor’s of Science in Industrial Engineering. Who Should Attend: This workshop will be helpful for participants who are considering developing their own internal LSS BB curriculum and training. Participants who wish to be able to evaluate LSS BB training provided by consultants or other organizations will have a list of topics and content to assess the completeness of their proposed training. Existing LSS BBs will find this session useful to assess their own personal levels of knowledge so they can decide what, if any, future personal training needs might exist. Fee: $445 if registered by February 5, 2015; $495 after this date. Registration with “A2015” code only. The fee includes course materials and a certificate. Hotel Location & Transportation Room Reservation This year’s location for both conferences is the JW Marriott Houston (Galleria), Houston, Texas, USA. Houston boasts one of the U.S.’s top culinary and performing arts scenes, and getting to this culture-rich city is easy. Houston’s Bush Intercontinental Airport (IAH) ranks third in the U.S. among airports with scheduled non-stop domestic and international flights, and serves more than 180 cities worldwide The JW Marriott Hotel Houston's modern design features bold color choices throughout the building, emphasizing the hotel's distinctive architectural details. Meet and mingle with fellow guests in the vibrant lobby area or pick up a Chai tea or espresso in the on-site Starbucks. Rooms feature brilliant styling that showcases comfort in every detail - from plush down comforters to warm wood tones. This AAA Four Diamond property also boasts an indoor/outdoor pool, plus weight and cardiovascular training equipment for guests who wish to work up a sweat in the fitness room. A shopper's paradise can be found in this part of Houston, as guests will discover The Galleria Mall right across the street. Set on Westheimer Road, this exciting destination features some of the top fashion brands in the world, as well as upscale and casual dining options that appease even the most discerning palette. Indulge your sweet tooth with a visit to The Cheesecake Factory, or head out for a tempting Houston steak. A short stroll takes activity seekers to Memorial Park for jogging, cycling and golf. Please note that the hotel does not provide shuttle service. George Bush Intercontinental Airport-IAH Airport Phone: 1 281 230 3100 Hotel direction: 27 miles SW Super Shuttle; fee: 25 USD (one way) reservation required Estimated taxi fare: 65 USD (one way) Driving Directions Take JFK Blvd to Beltway 8 West to 45 South to 610 West/South. Exit Westheimer and turn right. Hotel entrance is past the 2nd stop light (McCue St.) on the right before Sage Rd. William P Hobby Airport-HOU Airport Phone: 1-713-640-3000 Hotel direction: 16 miles NW Super Shuttle fee: 25 USD (one way) reservation required Estimated taxi fare: 55 USD (one way) Driving Directions Take Airport Blvd. to 45 North to 610 West/North. Exit Westheimer and turn left. Hotel is past the 2nd stop light (McCue St.) on the right before Sage Rd. A block of rooms at a specially reduced rate has been reserved for the conference attendees. The group rate is $189 for single/double occupancy. Deadline to take advantage of the special group rate is February 5, 2015. Hotel Reservation Group Code: ISOLSS Hotel Reservations: 1-800-228-9290 General Phone: 1-713-961-1500 Hotel Reservation On-Line: Click here to reserve your room at the Group Rate. All reservations must be accompanied by a first night room deposit, or guaranteed with a major credit card. For further information about the hotel, please visit: http://www.marriott.com/hotels/hotelphotos/houjw-jw-marriott-houston/ Hotel Address: JW Marriott (Galleria) 5150 Westheimer Road Houston, TX 77056 USA Please note that there are two JW Marriott hotels in Houston. The conference hotel is the one in the Galleria area, not downtown. 2015 REGISTRATION INFORMATION Registration Code: UNTIL FEB 5 AFTER FEB 5 EARLY REGISTRATION GIFTS Regular Attendee - Full Conference $995 $1,095 Early Registration Deadline: Government or Groups of 5 or More - Full Conference $945 $1045 Co-Speaker - Full Conference; only one Co-Speaker per presentation $445 $495 ISO-WS1: ISO 9001: 2015 Transition with Confidence $645 $695 ISO-WS2: Select a Registrar, Train the Auditors, and Prepare the Workforce $645 $695 ISO-WS3: Tools for Strategic Thinking and Envisioning $395 $495 ISO 9000 CONFERENCE REGISTRATION FEES ISO-WS4: ISO 9001: 2015 Revision - What is New? For Conferees $95; for non-Conferees $195 ISO 9000 Speed Networking; included in the conference registration fee N/A N/A LEAN & SIX SIGMA CONFERENCE REGISTRATION FEES Registration with “A2015” code only. Until Feb 5 After Feb 5 Regular Attendee - Full Conference $945 $995 Government or Groups of 5 or More - Full Conference $895 $945 Co-Speaker - Full Conference; only one Co-Speaker per presentation $445 $495 LSS-WS2: Lean & Six Sigma Yellow Belt Certification $495 $595 LSS-WS3: LSS BB Training Essentials Based on the LSS-6001 Draft Int’l Standard $495 $595 LSS Speed Networking; included in the conference registration fee N/A N/A LSS-WS1: Lean Project Management; For Conferees $95; for non-Conferees $195 There will be an additional $100 late registration fee for each item after March 5, 2015. REGISTRATION INFORMATION HOW TO REGISTER Please note that the Conferee rate applies if you are attending either the ISO 9000 World Conference and/or the Lean & Six Sigma World Conference using the “A2015” code. This code is printed on the Conference Registration Form. If you call to register, please mention this code. For either the ISO 9000 World Conference, or the Lean and Six Sigma World Conference, you may register as follows: What is included in the Conference Registration Fee: For both ISO 9000 World Conference and the Lean & Six Sigma World Conference, the fee includes admission to technical sessions, exhibits, electronic copy of the proceedings, continental breakfast, and lunch. Please see the workshop descriptions to learn what is included for each workshop. Group Registrations: If you are registering as a group of five or more individuals from the same organization for either the ISO 9000 and/or the Lean & Six Sigma World Conference, each registrant must complete a separate registration form. When requesting the group rate, you must submit the payment information for everyone in your group at the same time. Certificates, CEUs, and Proceedings: Attendees for either conference will receive an electronic copy of the proceedings, a certificate of attendance for 1.6 CEUs/RUs for the ISO 9000 World Conference, and/or 1.6 CEUs/RUs for the Lean & Six Sigma World Conference. There will be additional CEU/RU and certificates for pre-conference and post-conference workshops. Please note that you must pick up your conference or workshop certificate onsite. There will be $10 charge for shipping your certificate. A2015 February 5, 2015 The Conference provides an Early Registration Gift because your early registration gives us the ability to estimate the number of attendees in advance. This results in cost savings. We pass on these savings to you in the form of an Early Registration Gift. o If you register for the ISO 9000 World Conference and/or Lean & Six Sigma World Conference by the early registration deadline, using the registration code “A2015” you may receive one Early Registration Gift for each conference, or if you register for both conferences you may combine your gifts to receive an Apple TV. o To qualify for the Early Registration Gift, your conference registration fee must be paid in full at the time of your registration. o Please note that the Early Registration Gift is not available for “Co-Speaker,” “Speaker, “Exhibitor,” and “Workshop only” registrations, or with any other discounted registrations. o Early Registration Gifts are available only by phone, fax, or mail, but not available by online registration. o Early Registration Gifts will be available during onsite registration hours for the Conference you are attending. Your Early Registration Gift selection includes the following: ISO 9000 World Conference • iPod Shuffle • $50 ASQ Gift Certificate (to be used at the Phone: 1-412-782-3383 or 1-888-236-9940 Fax: 1-866-500-9081 E-mail: [email protected] (either conference) [email protected] [email protected] Online: www.regonline.com/aqi Websites: www.iso9000conference.com www.leanandsixsigma.org Mail: ISOLSS CONFERENCE Four Camden Drive Pittsburgh, PA 15215 USA ON-SITE REGISTRATION HOURS Saturday, March 7, 2015: 7 AM-1 PM; 5 PM-7 PM Sunday, March 8, 2015: 7 AM-1 PM; 2 PM-4 PM Monday, March 9, 2015: 7 AM-1 PM; 5 PM-7 PM Tuesday, March 10, 2015: 7 AM-1 PM; 2 PM-4 PM Wednesday, March 11, 2015: 7 AM-1 PM Thursday, March 12, 2015: 7 AM-1 PM Friday, March 13, 2015: 4 PM-6 PM ASQ Booth during the exhibit hours) • Tablet PC Lean & Six Sigma World Conference • iPod Shuffle • Tablet PC Two-Conference Combined Gift If you register to both the ISO 9000 World Conference and the Lean & Six Sigma World Conference, you may combine your gifts and receive: • Apple TV S&H: Add $10 for S&H, with the exception of the ASQ Gift Certificates. The fee is waived for Government attendees. CANCELLATION / SUBSTITUTION POLICY Cancellations: If your cancellation notice is received in writing, on or before February 5, 2015, there will be a $150 processing fee for each conference, and a $100 processing fee for each workshop. Any cancellation notice received after this date will result in forfeiture of the full registration fee. Substitutions may be made any time until February 5, 2015 without any additional fees. There is a $100 fee for each substitution. Refunds are not granted for failure to attend, “no shows”, late arrival, unattended events, or early departure. All refunds will be processed within 30 days after the Conference. To register online: regonline.com/aqi or visit www.aqi.org 23rd ANNUAL ISO 9000 WORLD CONFERENCE 2015 LEAN & SIX SIGMA WORLD CONFERENCE March 9-10, 2015 March 11-12, 2015 Registration Code: A2015 ATTENDEE INFORMATION ISO 9000 CONFERENCE Mr. Ms. Mrs. Dr. Other: .......................... Regular Attendee - Full Conference $995 until Feb. 5; $1095 after this date $ Name: ............................................................................................. Government or Groups of 5 or More $945 until Feb. 5; $1045 after this date $ Job Title: ........................................................................................ Co-Speaker; Presentation #: ........................... $445 until Feb. 5; $495 after this date $ Organization: .............................................................................. ISO-WS1: ISO 9001:2015 Transition with Confidence; Lorri Hunt; Sunday, March 8 $645 until Feb. 5; $695 after this date ........................................................................................................... Please include a street address. PO Box is not acceptable. Home address is preferred. Business Address Home Address Address: ........................................................................................ ........................................................................................................... PAYMENT INFORMATION ISO-WS2: Select a Registrar, Train the Auditors, and Prepare the Workforce; Susan Moore & J. Powell; Sunday, March 8 $645 until Feb. 5; $695 after this date AMEX VISA MC Discover Check Card No: .......................................................................................... Expiration: ............................... Verification #: ......................... Name on Card: .............................................................................. Signature: ........................................................................................ $ Street Address: ............................................................................. City: .......................................................... $ ISO-WS3: Tools for Strategic Thinking and Envisioning; David Edgar; Sunday, March 8; $395 until Feb. 5; $495 after this date $ Zip: ..................................... State: ........................ Country: ........................................ Tel: ................................................................. Ext: ........................ For either the ISO 9000 World Conference and/or the Lean & Six Sigma World Conference, make checks payable to: “ISOLSS CONFERENCE” City: .......................................................... State: ........................ ISO-WS4: ISO 9001: 2015 Revision-What is New? Jack West; Monday, March 9 For Conferees $95; for non-Conferees $195 $ Zip: ........................................ Country: .................................... ISO 9000 Speed Networking Monday, March 9 Yes / No ISO 9000 PARALLEL TRACKS Tel: ................................................................ Ext: ................... LEAN & SIX SIGMA CONFERENCE Cell: ................................................................................................. Regular Attendee - Full Conference $945 until Feb. 5; $995 after this date $ Track 3: What is New in ISO14001, ISO50001 … Track 4: Regulated Industry Perspective Track 5: ISO 9001:2015 and Risk Based Thinking E-mail 1: ........................................................................................ Government or Groups of 5 or More $895 until Feb. 5; $945 after this date ........................................................................................................... Co-Speaker; Presentation#: ............................ $445 until Feb. 5; $495 after this date $ E-mail 2: ........................................................................................ How did you hear about us? Check all that apply. Direct Mail E-mail Internet Magazine Ad Past Attendee Website Word-of-Mouth Other: ............................................ Where will you be staying? JW Marriott Houston Other: ................................................................................... CONTACT PERSON If you are completing this Registration Form on behalf of someone else, please provide the following: LSS-WS1: Lean Project Management WS Terra Stern, Wednesday, March 11, 2015 For Conferees $95; for non-Conferees $195 LSS-WS2: Lean & Six Sigma Yellow Belt Certification; Don Johnston, Friday, March 13; $495 if registered by Feb. 5, 2015; $595 after this date. Registration with “A2015” code only. $ $ $ LSS-WS3: LSS BB Training Essentials Based on the LSS-6001 Draft International Standard; Ken Feldman, Friday, March 13; $495 if registered by Feb. 5, 2015; $595 after this date. Registration with “A2015” code only. $ EARLY REGISTRATION GIFTS E-mail: ............................................................................................ For full-paying conferees only, if registered by February 5, 2015 REGISTRATION INFORMATION ISO 9000 Conference (please select one) iPod Shuffle $50 ASQ Gift Certificate Tablet PC 1-412-782-3383 or 1-888-236-9940 E-mail: [email protected] (for either conference) Online: https://www.regonline.com/aqi Websites: www.iso9000conference.com www.leanandsixsigma.org Mail: ISOLSS CONFERENCE Four Camden Drive Pittsburgh, PA 15215 USA TUESDAY EARLY MORNING Track 10: Organizational Transformation & Change Track 11: Quality/Process Improvement in Healthcare TUESDAY LATE MORNING Track 12: Audits, Documentation, and Innovation Track 13: Rapid Improvement with QMS in Healthcare Track 14: Building a Multi-Cultural Quality System Track 15: Innovative QMS Tools for Performance Track 16: Leadership through Employee Engagement Track 17: HC Workshop TUESDAY LATE AFTERNOON Track 18: Strategies for Leadership Track 19: Synergy between Lean & QMS LSS PARALLEL TRACKS WEDNESDAY EARLY AFTERNOON Tel: ....................................................................... Ext: .................. 1-866-500-9081 MONDAY LATE AFTERNOON Track 6: Sector Applications of QM Standards Track 7: Case Studies in ISO 9001 and QMS Track 8: Customer Satisfaction through Innovation TUESDAY EARLY AFTERNOON LSS Speed Networking Wednesday, March 11 Fax: track you are likely to attend. You are free to move from one track to another. Note that only the parallel tracks are listed below. MONDAY EARLY AFTERNOON Name: ………………………..………….....……......………................... Phone: To assure that the appropriate rooms are assigned, please indicate the parallel Yes / No Track L3: Lean & Six Sigma and the Bottom Line Track L4: Employee Engagement in LSS Projects Track L5: Reach Your Full Potential with LSS WEDNESDAY LATE AFTERNOON Track L6: Boost Your Lean & Six Sigma Track L7: Lean & Six Sigma in Defense & Military Track L8: Statistics without the Fear Factor THURSDAY EARLY MORNING Track L10: LSS Applications in Oil, Gas, and Energy Track L11: Deployment Strategies for LSS Track L12: How to Avoid Pitfalls in LSS Projects THURSDAY LATE MORNING LSS Conference (please select one) iPod Shuffle Tablet PC ISO 9000 & LSS Conference Combined Gift Apple TV: If you registered to both conferences S&H: Add $10 for S&H, with the exception of the ASQ Gift Certificates. The fee is waived for Government attendees. $ TOTAL $ Track L13: Lean Six Sigma Applications in Healthcare Track L14: Unique Applications of Lean & Six Sigma Track L15: Software Tools for Lean & Six Sigma THURSDAY EARLY AFTERNOON Track L16: LSS Applications in Government /Services Track L17: Linking Voice of the Customer to LSS Track L18: Measurement & Analysis Methods for LSS THURSDAY LATE AFTERNOON Track L19: Misconceptions & Pitfalls on DMAIC Track L20: Project Management + Stage Gate + Lean Track L21: Lean & Six Sigma Developmental Tools
© Copyright 2024