to download a PDF copy of the Conference Brochure

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
Glasgow Caledonian
Tina Rothrauff, PMP
Tina Rothrauff, PMP
Sr. IT Project Manager,
Vanderbilt University
Medical Center
David Meza
Program Manager,
NASA Johnson Space
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
Vice-President LSS
Patrick K. Phillips
Chief Information
Officer, DKI
Ofelia Hodgins
Project Manager &
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 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
1 (866) 500-9081
E-mail: [email protected]
Register online:
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
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
products and
services, and
ultimately sell them at
a “profit”! The ongoing
challenge of finding
David Edgar, Ph.D.
new customers for
such offerings in
current markets, as Glasgow Caledonian
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.
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: 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
13. Lean & Six Sigma and Social Media
14. Lean & Six Sigma in Manufacturing
15. Lean & Six Sigma in Military &
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
Designing for Lean & Six Sigma
Employee Engagement
Getting Started
Global Applications
Hoshin Planning
How Will Standardization
Impact the Future of Lean & Six
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
 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
 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 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
Industry: All
Level: All
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
Industry: Food, Drug &
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 Chair:
Ashley Stroud-LoVerde
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,
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
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
Designing for Lean & Six Sigma
Employee Engagement
Getting Started
Global Applications
Hoshin Planning
To register online: or visit
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 Chair:
Marco Luzzatti
Session #LSS-031
1:15 PM-1:50 PM
March 11, 2015
Keywords: Operations
Cost Reduction,
Adherence to Process
Details, Test Correlation,
Training, Variations in
High Volume
Electronics Design,
Industry: Service
Level: Intermediate
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
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
Level: Intermediate
Seamless Strategic Work
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 Chair:
Bonnie Stone Hauge
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
Improvement, Human
Factors, Prioritization
Industry: Financial
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,
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."
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: or visit
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.
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 Chair:
Kimberly Watson-Hemphill
Session #LSS-051
1:15 PM-1:50 PM
Keywords: Knowledge
Intellectual Capital, Lean
Industry: Service
Level: Basic
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.
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
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
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
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 Chair:
Tanya Pistawka
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,
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
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
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: or visit
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
Session #LSS-061
3:30 PM-4:05 PM
2015 Lean & Six Sigma World Conference
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,
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
Level: Intermediate
March 11, 2015
Keywords: Data
Envelopment Analysis,
Government Projects,
Industry: Government
Level: Basic
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:
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
Fee: For Conferees $95;
for non-Conferees $195
Page LSS-10
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 Chair:
Ashley Stroud-LoVerde
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,
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: or visit
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 Chair:
Russ Aikman
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
Keywords: DFSS, OEM,
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
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
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
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 Chair:
Joel Smith
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,
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
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
 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
9:50 AM-10:15 AM
Coffee Break
To register online: or visit
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 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
Level: Basic
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
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
Session #LSS-123
9:15 AM-9:50 AM
Keywords: Monte
Carlo, Project Benefits,
Valuation, Modeling
Level: Intermediate
New Valuation Model for Intangible Project Benefits
Bill Hathaway, President/CEO,, 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 Chair:
Bonnie Stone Hauge
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,
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,
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
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: or visit
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 Chair:
Kimberly Watson-Hemphill
Session #LSS-141
10:15 AM-10:50AM
Keywords: Lean, Six
Sigma, Africa,
Nonprofit, Poverty,
World Vision,
Industry: Service
Level: Intermediate
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
Level: Intermediate
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
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,
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 Chair:
Tanya Pistawka
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,
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
Project Selection
Soft Skills and Lean & Six Sigma
Statistics in Lean & Six Sigma
Sustainability and Lean & Six Sigma
To register online: or visit
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.
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 Chair:
Beth Galt
Session #LSS-161
1:15 PM-1:50 PM
Keywords: Lean Six
Sigma, Government,
Municipal Government,
Innovation, Continuous
Industry: Government
Level: Intermediate
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.
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
 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
 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 Chair:
Darren Flynn
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
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
Industry: Customer
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
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: or visit
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
 Making the company proactive and preventive by addressing the full range of causes including
2015 Lean & Six Sigma World Conference
Track Chair:
Joel Smith
Session #LSS-181
1:15 PM-1:50 PM
March 12, 2015
Keywords: Monte Carlo
simulation, DOE, DMAIC
Level: Basic
Crayola: Connecting the DMAIC Dots with Monte Carlo
Richard J. Titus, Master Black Belt, Principal, Titus Consulting, and Adjunct Faculty Lehigh University, Bethlehem,
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
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
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 Chair:
Bonnie Stone Hauge
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,
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.
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: or visit
March 12, 2015
Page LSS-21
2015 Lean & Six Sigma World Conference
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+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.
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
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 Chair:
Tanya Pistawka
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
Conference Co-founders
 Sermin Vanderbilt, Ph.D., American Quality
 Marco Luzzatti, MBB, Greenville Technical
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
Registration Committee
 Jane Christensen, American Quality Institute
 San West, American Quality Institute
To register online: or visit
Page LSS-23
March 12, 2015
End Keynote: 3 Steps Ahead - Managing the Law of
Unintended Consequences
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
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
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
Visual Tools
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
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
 Lean & Six Sigma Deployment
 Typical LSS Roles and
 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.
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
 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
 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
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
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
Registration Code:
Regular Attendee - Full Conference
Early Registration Deadline:
Government or Groups of 5 or More - Full Conference
Co-Speaker - Full Conference; only one Co-Speaker per presentation
ISO-WS1: ISO 9001: 2015 Transition with Confidence
ISO-WS2: Select a Registrar, Train the Auditors, and Prepare the Workforce
ISO-WS3: Tools for Strategic Thinking and Envisioning
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
Registration with “A2015” code only.
Feb 5
Feb 5
Regular Attendee - Full Conference
Government or Groups of 5 or More - Full Conference
Co-Speaker - Full Conference; only one Co-Speaker per presentation
LSS-WS2: Lean & Six Sigma Yellow Belt Certification
LSS-WS3: LSS BB Training Essentials Based on the LSS-6001 Draft Int’l Standard
LSS Speed Networking; included in the conference registration fee
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.
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.
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
o Early Registration Gifts will be available during
onsite registration hours for the Conference you
are attending.
Your Early Registration Gift selection includes the
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
[email protected]
[email protected]
Four Camden Drive
Pittsburgh, PA 15215 USA
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.
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: or visit
23rd ANNUAL ISO 9000
March 9-10, 2015
March 11-12, 2015
Registration Code:
 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: ........................................................................................
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
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
Tel: ................................................................ Ext: ...................
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: ...................................................................................
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
E-mail: ............................................................................................
For full-paying conferees only, if registered by
February 5, 2015
ISO 9000 Conference (please select one)
 iPod Shuffle
 $50 ASQ Gift Certificate
 Tablet PC
1-412-782-3383 or 1-888-236-9940
[email protected] (for either conference)
Four Camden Drive
Pittsburgh, PA 15215 USA
 Track 10: Organizational Transformation & Change
 Track 11: Quality/Process Improvement in Healthcare
 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
 Track 18: Strategies for Leadership
 Track 19: Synergy between Lean & QMS
Tel: ....................................................................... Ext: ..................
 Track 6: Sector Applications of QM Standards
 Track 7: Case Studies in ISO 9001 and QMS
 Track 8: Customer Satisfaction through Innovation
LSS Speed Networking
Wednesday, March 11
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.
Name: ………………………..………….....……......………...................
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
 Track L6: Boost Your Lean & Six Sigma
 Track L7: Lean & Six Sigma in Defense & Military
 Track L8: Statistics without the Fear Factor
 Track L10: LSS Applications in Oil, Gas, and Energy
 Track L11: Deployment Strategies for LSS
 Track L12: How to Avoid Pitfalls in LSS Projects
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.
 Track L13: Lean Six Sigma Applications in Healthcare
 Track L14: Unique Applications of Lean & Six Sigma
 Track L15: Software Tools for Lean & Six Sigma
 Track L16: LSS Applications in Government /Services
 Track L17: Linking Voice of the Customer to LSS
 Track L18: Measurement & Analysis Methods for LSS
 Track L19: Misconceptions & Pitfalls on DMAIC
 Track L20: Project Management + Stage Gate + Lean
 Track L21: Lean & Six Sigma Developmental Tools