introduction & schedule conference -...
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Introduction & ScheduleWelcome to the Northeast Shingo Prize Conference............2Welcome to Providence............3Schedule Day 1............4Schedule Day 2............5The Community of Lean Lounge............6Save the Date............7
ConferenceKeynotes............8-10Workshops............11-12Virtual Plant Tours............13Simulations............14-15Breakout Sessions............16-26
MoreExhibitors & Sponsors............27-32The 2010 Shingo Prize Award Recipients...........34.The 2010 Silver Toaster Award Nominees............35Dine Around Providence............36 Conference Evaluation............37
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Welcome to the 2010 Northeast Shingo Prize Conference; Easier, Better, Faster, Cheaper.
I personally want to welcome you to GBMP’s 6th Annual Northeast Shingo Prize Conference
in Providence, Rhode Island.
For 22 years The Shingo Prize has been blessed to associate with some of the premier leaders
in the implementation of operational excellence. Over the years, the improvement initiatives
upon which we have all focused have gone by many names and included an expanding set
of powerful tools, but all have been focused on a common set of guiding principles. It is the application of those
principles and the associated management systems that we strive to target in our education and training.
Many of our associates around the world have indicated that the Shingo model and assessment methodology is
assisting them to better understand where they are on their journey toward operational excellence and providing a
powerful outline of how to accelerate their efforts. We sincerely hope that this conference will enable you to become
more keenly aware of not only your strengths, but also your greatest opportunities for improvement.
Based on over two decades of experience searching for, evaluating and recognizing some of the world’s very best
companies, we have come to understand how truly difficult it is for even the best companies to create sustainable
transformation and build lasting cultures of operational excellence.
We invite each of you to open your minds to the many new insights that will come from listening to and learning from
each of the presenters you will hear at this conference.
It is this relationship between guiding principles, management systems and improvement tools that is the basis
for the Shingo model and our approach to organizational assessment. We invite you to ask the hardest questions
of the speakers and engage in critical dialogue with other conference attendees who come from many different
industries. We are confident that you will take home many critical new insights that will have a profound impact on
the operational excellence of your own organization.
Sincerely,
Robert. D. Miller
Executive Director
The Shingo Prize for Operational Excellence
Jon M. Huntsman School of Business
Utah State University
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Registration & Continental Breakfast (Ballroom Lobby — 5th Floor)
Keynote: Ritsuo Shingo Ballroom A Breakout: Jishuken (Sanders) — Room 552ABBreakout: Simple Kaizen Back to Basics (Wroblewski) Ballroom BCBreakout: Compression (Hall) — Room 551ABBreakout: Getting Paid for Getting Lean (Kunz) — Room 550ASimulation: Standardized Work — Room 553ABThe Community of Lean Lounge (Ballroom DE)
Coffee Break (Ballroom Lobby)
Breakout: Lean for Time Management (Fuchs) — Room 552ABBreakout: The Ruger Transformation (Maynard) Ballroom BCBreakout: The Road to Business Excellence (Hodlin) — Room 551AB Simulation: Respect for People — Room 553ABThe Community of Lean Lounge (Ballroom DE)
Shingo Prize Award Recognition Luncheon — Exhibit Hall C (3rd floor)
Breakout: Lean Professional Development (Pujalte) — Room 552ABBreakout: Lean at Federal Express Aviation (Crull) Ballroom BCBreakout: Journey to True North (Lee) — Room 551ABSimulation: Standardized Work — Room 553ABThe Community of Lean Lounge (Ballroom DE)
Workshop: A3 Development (Keyte) — Room 550A
Coffee Break (Ballroom Lobby)
Breakout: Engaging Employees (Marqusee) — Room 552ABBreakout: Kaizen Culture (Meier) Ballroom BCBreakout: Lean at Del Monte (Tamez) — Room 551ABSimulation: Respect for People — Room 553ABThe Community of Lean Lounge (Ballroom DE)
Virtual Plant Tour: Karl Storz Endovision Ballroom AThe Community of Lean Lounge (Ballroom DE)
Cocktail Reception (additional fee, preregistration required) — The Rotunda RoomDine Around Providence (additional fee, preregistration required)Meet in the lobby on the 1st floor
7:00-8:00
8:00-9:30
9:40-10:30
10:30-11:00
11:00-11:50
12:00-1:15
1:20-2:10
1:20-4:30
2:10-2:40
2:40-3:30
3:40-4:30
5:00-6:307:00-10:00
Registration & Continental Breakfast (Ballroom Lobby — 5th Floor)
Keynote: Governor Donald Carcieri Ballroom A Breakout: The Three M’s - Muri, Mura, Muda (Nichols) — Rooom 552ABBreakout: Lean Keeps Patients Safe (Peters) Ballroom BCBreakout: The 4P’s of Adult Learning (Yu/Luppold) — Room 551ABSimulation: Lean Innovation — Room 550AThe Community of Lean Lounge (Ballroom DE)
Workshop: The Kaizen Event Fieldbook (Hamel) — Room 550A
Coffee Break (Ballroom Lobby)
Breakout: A Tale of Two Worlds (Waterman) — Room 552ABBreakout: Howard County Public School System (Roey) Ballroom BCBreakout: Top Management’s Role in Lean Success (Watkins) — Room 551ABSimulation: Push vs Pull — Room 553ABThe Community of Lean Lounge (Ballroom DE)
Lunch: Silver Toaster Award Presentation — Exhibit Hall C (3rd floor)
Breakout: Leading the High Velocity Edge (Spear) — Room 552ABBreakout: The CI Journey to Shingo Recognition (Eckert) Ballroom BCBreakout: Hoshin Kanri (Miller) — Room 551ABSimulation: Lean Innovation — Room 553ABThe Community of Lean Lounge (Ballroom DE)
Ice Cream Social (Ballroom Lobby)
Virtual Plant Tour: Brookfield Engineering — Ballroom ASimulation: Push vs Pull — Room 553ABThe Community of Lean Lounge (Ballroom DE)
Keynote: Bruce Hamilton Ballroom A
7:00-8:00
8:00-9:00
9:10-10:00
10:00-10:30
10:30-11:20
11:30-12:45
12:50-1:40
1:40-2:10
2:10-3:00
3:10-4:15
9:00-11:20
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What is it? Your peers, sharing their Lean Journey experiences—including obstacles overcome and milestones achieved—not just the results, but how the results were attained.
Why is it important? Yokoten translates to “knowledge sharing”—part of the universal fabric of the Toyota Production System. While each of you is at a different point along the journey, you are all part of a special group that we like to call The Community of Lean. There is no under-stating the value of Yokoten-sharing, benchmarking and networking—and the Community of Lean Lounge is the place to do it.
How can I get the most out of it? We recommend that you visit every company in the lounge at some point during the two days. (There’s even an incentive to do so. Have your COLL Card punched at every table and be entered into a raffle to win a prize.) Read the information they’ve presented, look at the visuals and talk to the company representatives about what they’re doing—you can bet they’ll be just as interested in hearing what your company is up to as well.
Participating Companies: BAE Systems Bemis Birchcraft/New England Art Carestream Health Electrochem Solutions Federal Express Ferraz Shawmut Greatbatch Green Leaf Plants Guardian Webster Madico Medtronic MersenNP Medical United Electric Controls
Woodmeister Master Builders
Wednesday & ThursdayOctober 5-6, 2011
The Mass Mutual CenterSpringfield MA
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CONFERENCE OPENING KEYNOTE PRESENTATION DAY 1
Mr. Ritsuo Shingo is the son of Japanese industrial
engineer Shigeo Shingo. The Prize is named
after Shigeo Shingo, who distinguished himself
as one of the world’s leading experts in improv-
ing manufacturing processes. Dr. Shingo has
been described as an “engineering genius” who
helped create and write about many aspects of
the revolutionary manufacturing practices which
comprise the renowned Toyota Production System.
Mr. Ritsuo Shingo has followed in his father’s
footsteps and has been very successful in the
automotive industry. Mr. Shingo started his career
with Toyota Motor Company in 1970 after earning
a law degree from Waseda University. He worked
in Toyota’s legal public relations and purchasing
departments for 13 years before transferring to its
purchasing department in Detroit, Michigan. Mr.
Shingo spent two years at Toyota Motor Kentucky
and then returned to the purchasing department
in Japan. For three years, he worked for Toyota
Motor UK and then returned to China, eventually
becoming president of Toyota China in 1998. After
34 years with Toyota, Mr. Shingo joined Hino Motors
China in 2004, and was appointed president and
board member in 2007. Mr. Shingo recently retired
as president from Hino Motors China in March 2009
but continues to serve as executive officer. Mr.
Shingo was inducted into the Shingo Academy in
May 2009.
Mr. Ritsuo Shingo
Mr. Ritsuo ShingoPresident of Toyota Motor Technical Research and Service Co., Ltd.Hino Motors China
CONFERENCE OPENING KEYNOTE PRESENTATION DAY 2
Donald Carcieri
Governor Donald L. Carcieri
What is Management? Governor Carcieri will discuss
actions Rhode Island and
other US states can undertake
to achieve economic
development and strengthen
its manufacturing, health
and life sciences sectors plus
the commitment all state
governments need to make
to strengthen the region’s
position as a national hub
for emerging growth sectors:
information technology,
advanced manufacturing and
green energy.
Governor Carcieri was born and raised in East
Greenwich Rhode Island. He graduated from Brown
University with a degree in International Relations
and started his career as a high school math
teacher in Newport Rhode Island and Concord
Massachusetts. Next he turned to business, where,
over the course of ten years, he built a career at Old
Stone Bank, reaching the position of Executive Vice
President. In 1981, Carcieri and his family moved to
Kingston, Jamaica, where Don worked for Catholic
Relief Services. In 1983, he returned to Rhode Island
and became Joint Managing Director for the major
manufacturing outfit Cookson Worldwide, as well as
CEO of the company’s Cookson America subsidiary
headquartered in Providence. During his tenure,
Cookson sales grew from $30 million to $3 billion
and employed 12,000 people worldwide.
In 2002 he became the Governor of Rhode Island
and in 2006 he was reelected.
KEYNOTE PRESENTATION: EASIER, BETTER, FASTER AND CHEAPER
Bruce Hamilton is President of GBMP, a Boston-
based non-profit provider of lean education and
support. Prior to joining GBMP, Mr. Hamilton
led efforts at United Electric Controls to revise
its manufacturing systems from traditional batch
production to one-piece part and information flow.
The firm was recognized as a 1990 recipient of the
Shingo Prize for Manufacturing Excellence. Mr.
Hamilton has been featured in the SME video,
Mistake-proofing and in AMA’s video Change
Management series, Winning Through Change.
He is the creator of the 2004 video, Toast Kaizen
(recipient of the 2005 Academic Shingo Prize
and translated into a dozen languages) which is
used world-wide to introduce the basics of lean
manufacturing. He is also the creator of Moments
of Truth, a how-to leadership video targeted
to management and supervision, and 5S – 5
Challenges, a behind-the-scenes look at workplace
organization. Bruce is Vice Chair of the Business
Board of Examiners for the Shingo Prize and also is
on the Shingo Prize Board of Governors. In May of
2000 he was inducted into the prestigious Shingo
Prize Academy. As an educator he has helped
some of America’s largest corporations — as well
as some of its smallest — on the road to world-class
practices. In addition to his 18 years in production,
Bruce has also held positions in marketing, IT,
materials management and general management.
He brings to his audiences a broad-based
understanding of manufacturing.
Bruce Hamilton
Bruce HamiltonPresidentGBMP
WORKSHOP: A3 DEVELOPMENT
Beau Keyte
Beau KeytePartner, Coach and Facilitator
Lean Transformation Group
Easier, Better, Faster and Cheaper:“There are four purposes of
improvement: easier, better, faster and
cheaper. These four goals appear in
the order of priority.” – Shigeo Shingo
This is just one of the many gems from
the master of improvement – one that
regrettably is largely ignored today by
lean implementers. Making the job
easier first: What an ingeniously simple
(if rarely used) tactic to muster buy-in
and enthusiasm. While Dr. Shingo is
most often remembered as the force
behind technical aspects of TPS like
SMED and Poka-Yoke, perhaps his
greatest contribution are in his lessons
to managers. Bruce Hamilton, long-
time admirer and student of Shigeo
Shingo presents the “people side” of
Dr. Shingo in this presentation, both a
reminiscence of Shingo’s lean legacy
and also a “how to” lesson for managers
that want to hear more of Shingo’s
secrets for energizing the workforce,
defending the principles and sustaining
the gains.
Workshop: Introduction to A3 ThinkingThis workshop uses the lessons
and insights of Managing to
Lean , authored by partner
John Shook, to introduce the
A3 management process
and the way of thinking,
representing the A3 format
that captures the heart of lean
management. Participants
will be provided an overview
of various forms and uses
of the A3 format. Working
in small groups, they will be
able to read, discuss, and
evaluate A3s and the concepts
of engaging in A3 problem
solving within organizations.
Beau began his lean career in the mid-80’s on
the shop floor at the Ford Motor Company. He
then pioneered the use of lean concepts in office,
service, and healthcare settings, beginning in
1993. Since then, he has applied lean throughout
enterprises and supply chains and assisted
companies in defining and realizing financial- and
market-related successes. He is the coauthor of The
Complete Lean Enterprise: Value-stream mapping
for administrative and office processes, a recipient
of the Shingo Research Prize. Beau currently
coaches and facilitates lean journeys as a partner
in the Lean Transformations Group.
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WORKSHOP: THE KAIZEN EVENT FIELDBOOK
Mark R. Hamel is an award-winning author and
blogger (www.gembatales.com). He has played a
transformative role in lean implementations across a
broad range of industries including aerospace and
defense, automotive, building products, business
services, chemical, durable goods, electronics,
insurance, healthcare and transportation services.
Mark has successfully coached lean leaders and
associates at both the strategic and tactical level.
He has facilitated hundreds of kaizen events
and conducted numerous training sessions and
workshops. Mark’s 19 year pre-coaching career
encompassed executive and senior positions
within operations, strategic planning, business
development and finance. His lean education
and experience began in the early 1990’s when
he helped launch what resulted in a Shingo Prize
winning effort at the Ensign-Bickford Company.
He is dual APICS certified in production and
inventory management (CPIM) and integrated
resource management (CIRM). Mark is a national
Shingo Prize examiner, has helped develop exam
questions for the AME/SME/Shingo /ASQ Lean
Certification, and is Juran certified as a Six Sigma
Black Belt. Mark is the author the 2010 Shingo
Research and Professional Publication Award-
winning book, Kaizen Event Fieldbook: Foundation,
Framework, and Standard Work for Effective Events.
Mark Hamel
Mark HamelAward Winning AuthorBlogger
VIRTUAL PLANT TOURS: KSE & BROOKFIELD ENGINEERING
Virtual Plant Tours
Virtual Plant ToursKarl Storz Endovision
Brookfield Engineering
The Kaizen Event Fieldbook:Based upon the Shingo
Research and Professional
Publications award-winning
book, Kaizen Event Fieldbook,
and real-life experience,
this workshop is tailored for
lean leaders and kaizen
promotion office members. It
will address the root causes
of the malpractice symptoms,
while also exploring areas
such as how to transition your
organization from system-
driven kaizen to principle-
driven kaizen and how to
apply leader standard work to
sustain the gains.
Virtual Plant Tour:Karl Storz Endovision
Virtual Plant Tour: Brookfield Engineering
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NEW! LEAN BEST PRACTICE SIMULATIONS
Standardized Work + Respect for People
NEW! LEAN BEST PRACTICE SIMULATIONS
Standardized Work
Standardizing a process insures repeatability and predictability—in time, cost and level of quality, and makes training new employees (or cross training existing ones) easier. With that said, if you aren’t using Standardized Work as a part of your lean implementation, you are definitely missing something important.
Join us for a couple of fun games that will help you understand the implications of NOT standardizing the way we work and how this oversight adversely impacts time, quality and cost. Participants and audience members alike will see how people think and act differently given the same task, how people can work together to define new “standards” for processes that decrease the time, cost and confusion to perform a task while increasing the quality, repeatability and predictability.
Respect for People
Join us for a game that demonstrates the power of organizational dynamics to energize orsquelch lean efforts, illustrating a most important tenet of the Toyota Production System—Respect for People—all while being a little silly and having a great time.
The Hat Game points out the danger of relying on preconceptions, stereotypes or prior biaseswhen dealing with co-workers. When identifying and solving problems, lean philosophy suggests it’s best to be inclusive and draw as many ideas from as many sources as possible in order to arrive at the best possible solution. If we can not overcome internal biases and therefore always respond to people based on these preconceived notions about what we think they bring to the table or are capable of or can contribute, then we run the risk of cutting off a valuable source of ideas and sub-optimizing our continuous improvement efforts.
Innovation + Push vs. Pull
Innovation
Coming up with good ideas is called creativity. Turning those ideas into new revenue or increased profit is called innovation. Like anything else, there needs to be a structured approach with assigned accountability because innovation without execution is futile. Whether you are creating incremental, new, evolutionary or revolutionary innovations, this simulation will provide you with a structured approach to create a culture of innovation that will drive top line growth and sustain increases in bottom line results by accelerating the innovation cycle and limiting the risks of commercializing new products or services. During the simulation, participants will be immersed in experiential learning that engages them to leverage individual thinking styles and develop high performing teams to solve a customer’s tough problem. In doing so, people tend to shift their paradigm of understanding about innovation and learn practical tools & techniques they can use in the real world.
Push vs. Pull
When was the last time you saw someone successfully “push” on a rope? “Pulling” onthat rope seems to make a lot more sense, right? But in our businesses “pushing” is still a common method by which work is moved through our processes. And it creates a myriad of issues and wastes. In this simulation you will see first-hand how “pushing” affects the overall flow of products or services in a business and then you will also see how the simple concept of “pulling” work through a process effectively links and synchronizes process steps to better meet customer needs and reduce waste. Attend this session to learn how chips and dice can quickly help people to see the pros and cons of pushing and pulling!
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Simple Kaizen — Back to Basics:Learn in 50 minutes all of the lean lessons Mike gleaned during his entire
career. Ok, maybe not. But you will get great tips that can enable your
company to achieve year-over-year success on its lean journey towards
operational excellence. Kaizen goes beyond just conducting an event and
mastering the lean toolkit. Learn how to get back to the lean basics and a
focus on total employee involvement.
BREAKOUT: J ISHUKEN
Bryant Sanders
Jishuken — Connecting Results and People Development:The Toyota Production System (TPS) is a set of philosophies, management methods, and tools/techniques used to meet business needs, lead times and efficiencies with safety and quality as absolute preconditions. Continuous improvement and mutual respect are two pillars of TPS and Jishuken demonstrates these two pillars. At Toyota, Jishuken is defined as the self study of TPS and is used to achieve results and to develop people - to strengthen the company. The key to Jishuken is setting kaizen direction, confirming targets and strategies, committing key cross functional resources, going to “gemba” and coaching on the shop floor – in order to create the right environment for TPS study and learning.
Bryant Sanders is Project General Manager of Operations & Management
Development at Toyota Motor Engineering & Manufacturing which supports Toyota’s
manufacturing and R&D operations in North America. Bryant gained breadth and
depth in manufacturing from a wide range of experiences with Toyota over the
past 18 years. Previously Bryant served as assembly manager at Toyota Motor
Manufacturing, Kentucky, Inc., and held the role as manager of the Toyota Supplier
Support Center where he worked with external company leaders to develop and
execute kaizen strategies. He serves on the Board for iSPACE, a program for
students and educators to promote science, technology, engineering & mathematics.
BREAKOUT: SIMPLE KAIZEN — BACK TO BASICS
Mike Wroblewski has over 25 years of manufacturing management experience and
a passion for teaching Lean and Six Sigma. Mike was the Lean Sensei for Batesville
Casket Company which won four Industry Week Top 10 Plant Awards in the last six
years. Mike’s journey into Lean began in 1985 at the Hill-Rom Company. Under the
watchful eye of Shigeo Shingo, Mike learned the techniques of the SMED system,
successfully improving a die changeover from 45 minutes to less then 5 minutes.
On the web, Mike is the creator and author of “Got Boondoggle?” a blog featuring
insights and articles on lean and six sigma methodologies.
Mike Wroblewski
BREAKOUT: COMPRESSION
Robert W. “Doc” Hall
From Lean Thinking to Compression Thinking:The theme of Compression is that challenges of the past pale in comparison with those of the near
future. The concepts of work, work organization, efficiency and success need rethinking and the lean
movement needs to take on bigger challenges. Five hundred years of conventional economic expansion
is ending rapidly compared with the slow pace at which humans adapt to change. We have to learn how
to do much more while using much less in many arenas of human activity and how to see what we do in
physical terms as more important than financial ones.
Doc Hall is Professor Emeritus of Operations Management at the Kelley School of
Business, Indiana University, is a founding member of AME, and editor emeritus of
the association’s publication, Target. He was the first recipient of AME’s lifetime
achievement award and received the Gold Medal for lifetime achievement from
SME. Dr. Hall is a judge for the Pace Award and for Industry Week America’s 10
Best Plants Awards. He is the author or coauthor of six books, beginning with Zero
Inventories (McGraw-Hill/Irwin, 1983). His newest book, Compression, is about the
operational and economic changes necessary to cope with resource shortages,
ecological fragility and overconsumption.
SPONSOR SESSION: TAX CREDIT ADVISORS
Otto Kunz founded Tax Credit Advisors, LLC in 2000. He is a technologist with over
twenty years of experience in manufacturing and software development. Since 1994
he has worked with companies throughout the US and Canada to secure funding
for technical development, supporting efforts to improve competitiveness in North
America. His technical background coupled with his experience in accounting and
tax consulting, have placed him in high demand. He has spoken before a wide
range of industry and government groups.
Otto Kunz
Getting Paid for Getting Lean:Have you every wondered about whether lean manufacturing efforts are actually worth the cost in
terms of labor time invested and shop floor changes? Sometimes the transition cost can be difficult to
calculate. However, there are a number of important funding sources available to reduce your costs,
including both grants and tax credits. This session will provide a brief overview of the various programs
and requirements, and will include a Q&A session to answer your specific questions. Many companies
receive many thousands—even millions of dollars in benefits each year under these programs. Shouldn’t
your company be one of them?
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BREAKOUT: LEAN PERSONAL TIME MANAGEMENT
Jeff Fuchs
Ruger Panel
Lean Personal Time Management:What happens when a lean practitioner turns to lean principles and methods for
personal purposes? Managing all the tasks of our job responsibilities, personal
growth, community involvement and family obligations is a process – and where a
process exists, improvement methods can be applied. Jeff will describe his personal
lean journey and the methods used to get the most out of his time each day. Whether
you are a sole proprietor trying to juggle everything yourself or a business leader
struggling to find time to get to your leader standard work, Jeff’s discussion will
highlight tools and methods everyone can use.
Jeff’s lean journey began 17 years ago, as the plant manager of a small aerospace
firm. Today he is Director of the Maryland World Class Consortia, a non-profit
focused on helping its member companies understand lean principles, achieve
performance excellence, and strengthen the regional economy. He is president
of Neovista Consulting, working with organizations on lean, leadership, and
organizational change. Jeff has helped in the development and expansion of
SME/AME/Shingo Prize Lean Certification and is Silver Certified. He is a veteran, a
member of the Shingo Prize Board of Examiners, and will soon begin his tenure on
the Certification Oversight Committee
BREAKOUT: THE RUGER TRANSFORMATION
The Lean Transformation at Ruger:Sturm, Ruger & Co, Inc. is a 60 year old manufacturer of firearms. Ruger
produces revolvers, pistols, rifles and shotguns for the commercial and law
enforcement marketplace in the United States. For many years, it operated
as a batch manufacturer with literally tons of inventory, piecework incentive
and traditional functional silos – which made it a true challenge for a lean
implementation. A new management team with a lean business strategy
embarked on a journey to transform the company by removing the waste in
its operations and redeploying the freed-up space and resources towards
an aggressive growth trajectory. This presentation will give you an overview
on the methodologies employed and the results to date. Bring your
questions about the lean processes being used at Ruger.
Today’s panel consists of Steve Maynard, Vice President, Lean Business
Development, Tom Sullivan, Vice President, Newport Operations, Bob Hoefer,
Director, Lean Enterprise, Tim Lowney, Business Unit Director, Rifles and Mickey
Wilson, Business Unit Director, Revolvers.
BREAKOUT: THE ROAD TO OPERATIONAL EXCELLENCE
Steve Hodlin
The Road to Operational Excellence:Steve will discuss how to deploy a business excellence system using the “lead with lean; follow with six sigma” improvement engine and ISO 9001 as the standardization tool. Alignment is achieved through the deployment of strategic objectives through a balanced scorecard metric system. Steve will share stories of successfully utilizing this approach, discuss lessons learned, and results achieved. Be sure to attend this passionate and energetic discussion to learn how to create synergy in your quality system.
Steve Hodlin is principal of Steven Hodlin & Associates. Previously he was VP of
Business Excellence at DST Output which received Industry Week’s Top Ten Best
Plants in North America three times. Prior to DST, Steve was VP of Performance
Excellence at Boston Financial Data Services and led process improvements in the
semiconductor, datacomm and defense industries. He has served as an examiner
for the Massachusetts Quality Award, the Malcolm Baldrige National Quality Award
and the U.S. Senate Productivity Award. He is active assisting school systems,
health care institutions, and government organizations to apply the Baldrige Award
performance excellence criteria. Steve is a certified Six Sigma Black Belt.
BREAKOUT: LEAN PERSONAL AND PROFESSIONAL DEVELOPMENT
Lean Personal and Professional Development:Learn two unique ways to expand your personal continuous improvement
credentials. First Ron will cover the framework and requirements for the Shingo/
AME/SME internationally recognized Lean Certification Program, how this
professional credential differs from many others, the steps to attain bronze, silver
and gold certification and how the program models the Shingo criteria to establish
a roadmap for people who want lean to be a significant part of their career path.
You will also learn about the benefits of becoming a Shingo Prize Examiner and
what it takes to be able to serve as an examiner.
Ron Pujalte joined GBMP as a Continuous Improvement and Six Sigma Manager
in 2006. Prior to joining GBMP he spent twenty years in manufacturing, beginning
as a cymbal smith at Avedis Zildjian and moving up the ranks to Director of
Manufacturing. He subsequently served as Director of Operations for Warerite, a
high volume countertop manufacturer. Ron received his Master Black Belt from
6Sigma U and is Lean Bronze Certified.
Ron Pujalte
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BREAKOUT: A HEALTHCARE ORGANIZATION’S JOURNEY TOWARD TRUE NORTH
Larry Crull
Lean at Fed Ex Aviation:
BREAKOUT: LEAN AT FED EX AVIATION
BREAKOUT: GETTING HEALTHCARE WORKERS ENGAGED IN LEAN
Joanne Marqusee
Getting Workers Engaged in Lean:
Compared to many industries, healthcare is late to the adoption of Lean. But in
recent years, increasing numbers of hospitals are embracing the approach. Ms.
Marqusee will describe how Hallmark Health, a community hospital system, started
its Lean journey, what components of the Lean philosophy and which tools seem to
“spark” buy-in and excitement, how much references to manufacturing support or
create barriers to learning and adopting lean, and what physicians think. She will
also discuss balancing didactic training and projects to determine what creates
momentum and excitement among staff.
Joanne is the Executive VP and System COO of Hallmark Health System. Before
Hallmark Health, Joanne held management and leadership positions in her 16 years
at Beth Israel Deaconess Medical Center, where she began her Lean journey. At
Hallmark, Joanne is responsible for the day-to-day functioning of two hospitals and
multiple ambulatory care sites. She launched and has overseen the lean training of
over 100 administrators and physicians. A number of projects have been completed
and dedicated staff has been hired to continue the organization’s capacity to
improve processes, patient satisfaction, employee engagement, and to assure the
safety/quality of care.
BREAKOUT: DEVELOPING A KAIZEN CULTURE
Developing a Kaizen Culture:Very few people or organizations know how to develop a culture where kaizen
thinking is a part of everyday life. Developing this mind-set is the responsibility of
leadership. It is not as much about the “doing” but rather the “thinking”. Kaizen is
the art of solving problems with creativity and it must be taught to every employee
and practiced every day. But there are challenges and obstacles leaders must first
address. In this session David will reveal the secrets to handling these challenges to
create a culture of total employee involvement—a must to achieve your goals.
David Meier is an international authority on Lean Manufacturing and The Toyota
Production System. He is the coauthor of the best selling books, The Toyota Way
Fieldbook, (McGraw-Hill, 2005), and Toyota Talent, (2007) with Jeffrey Liker. David
had the opportunity to learn TPS over a 10 year period both in Japan and at Toyota’s
Georgetown, Kentucky. plant. He has been a trainer and speaker since 2001 and
has presented workshops all over the world. He supports companies in all industries
in manufacturing and non-manufacturing work areas to develop TPS expertise so
that they become capable of achieving a lean transformation.
David Meier
Alice Lee
Journey Toward True North—The difference between being there and getting there:In Boston’s competitive healthcare environment, the successful application
of Lean is a market differentiator. BIDMC’s Lean success stems from a
commitment to empowering employees to be change agents, allowing them
to provide patients with the right services, in the right quantity, at the right
time by rooting out waste at every level and doing the right value-added
activities. A focus on the internal development of Lean leaders, who are
charged with teaching Lean principles to others, has allowed BIDMC to take
full advantage of the talent within the organization. Ms. Lee will illustrate
BIDMC’s journey throughout its Lean transformation.
Alice Lee is VP of Business Transformation at Beth Israel Deaconess Medical Center,
a teaching affiliate of Harvard Medical School. She introduced TPS to BIDMC in
2004 and has quickly obtained measurable and significant results. Currently Alice
balances a variety of roles as facilitator, teacher, coach, and leader to get BIDMC
closer to its true north - a state where work is less burdensome for staff, patients
have better experiences while being seen faster, and care is provided in a safer
and more cost effective way.
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BREAKOUT: LEAN IN THE FOOD INDUSTRY — DEL MONTE
Lesa Nichols
The 3 M’s: Muri, Muda and Mura:The concept of waste (Muda or non-value added) is well established in the lean
lexicon. But two other forms of waste are often overlooked to the detriment of Lean
success. Overburden (Muri) refers to work that is pointlessly stressful, physically or
mentally. Unevenness (Mura) describes feast/famine cycles that impede flow. Each
is insidious in its ability to exist in plain sight without detection or remedy. They
undermine productivity, quality, and employee morale. This session will address the
relationship between the 3M’s, tips and techniques for rooting out these obstacles
“hiding in plain sight” and simple means to positively impact morale and the
bottom-line. Come with examples of your biggest headaches at your organization
for discussion.
BREAKOUT: THE 3 M’S —MURI, MUDA AND MURA
BREAKOUT: HOW LEAN APPLICATIONS ARE KEEPING OUR PATIENTS SAFE
Joy Peters
The Bug Stops Here! How Lean Applications Are Keeping Our Patients Safe: Process Standardization & Continuous Training Leads to
the Elimination of Catheter Related Bloodstream Infections (CR-BSI)
CR-BSI is an oft-thought inevitable complication of critical care. Mortality varies between 30%
and 50%. In 2003, the MICU and CCU had an infection rate of 4.3/1000 line days. Through
chart review, real-time procedural observation and root cause analysis observers discerned
variation in line insertion and maintenance. Processes were standardized and continuous
improvement methodologies were initiated – at first verbally at staff meetings and later using
an internet-based teaching module. As a result, CR-BSI was eliminated in one unit for 14
consecutive months, an unheard of outcome. Online training facilitated the extension of the
program to other departments with similar dramatic results. The lessons learned and the
methods used are viable in any setting.
Joy Peters is VP of Patient Care Services at Ohio Valley General Hospital in
Pittsburgh PA, before which she was Nursing Director, Coronary Care Unit,
Allegheny General Hospital. Mrs. Peters has collaborated on several published
articles and with the Pittsburgh Regional Healthcare Initiative utilizing the
principles of TPS to eliminate central line-associated bloodstream infections. She
has delivered many presentations on the subject nationally. In 2007, she received
the prestigious Cameos of Caring Award Advanced Practice Nurse and her unit was
the recipient of the Baxter AACN Circle of Excellence Award for Patient Safety.
BREAKOUT: THE 4P ’S OF ADULT LEARNING
The 4 P’s of Adult Learning:When developing your lean training curriculum it helps to know the unique needs
of the adult learner. If you are not attentive to their needs, they can become
disengaged observers rather than active participants. This session will introduce
you to the principles of the adult learning model and how the 4Ps methodology can
be applied in your training program. Annie and Ashley will share the Hologic lean
training system and how you can create and deliver training that engages and
involves your employees in the learning process.
Annie Yu is Director of Learning & Development at Hologic. She has been in
corporate training for over 20 years, developing curriculums in lean, leadership, and
employee involvement. Annie embeds adult learning principles in all her training
programs to engage students and sustain their learning to improve performance.
Ashley Luppold is a Learning Specialist at Hologic. She develops eLearning and
classroom curriculum and facilitates the CI Steering Team. Ashley created a Book
Study Format to encourage on-going informal learning and formed the CI Book
Club. Participants discover, discuss, and apply new concepts and Hologic uses it to
train lean trainers at their facility in Costa Rica via the internet.
Annie Yu & Ashley Luppold
Eusebio (E.J.) Tamez
Lean in the Food Industry:This presentation features a case study on Del Monte’s utilization of lean concepts
to enhance employee involvement in a continuous improvement culture. Mr. Tamez
will focus on how lean brings overall value into a seasonal industry; where the key is
to engage people at the lowest possible level and across multiple functions. He will
share all of the challenges, lessons learned and accomplishments Del Monte has
experienced throughout their Lean Journey.
E.J. Tamez is Plant Superintendent at Del Monte’s Crystal City vegetable canning
operation where he is responsible for plant operations, meeting budgetary/cost
objectives, adherence to Del Monte’s Quality System and compliance with food
industry regulations. Previously, as DMPS manager, he was responsible to lead,
manage and coordinate Del Monte’s Lean deployment initiatives within various
operations in Texas and Mexico. He holds an MBA degree and is Lean Bronze
Certified. He was first introduced to Continuous Improvement 11 years ago as
production supervisor. Most recently he has been involved in the Lean and Green
deployment at Del Monte.
Lesa joined GBMP as a Continuous Improvement Manager after 20 years with
Toyota North America where she created new and modified methods for effective
implementation of TPS at Toyota North American plants and their suppliers.
Lesa identified operational issues, recommended corrective strategy and led
implementation teams. She specializes in at-the-worksite support and coaching,
utilizing her experience gained as a production manager in Toyota’s Kentucky
power train plant.
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BREAKOUT: LEAN — A TALE OF TWO WORLDS
Ken Roey
Deploying Lean in the Howard County Public School System:Schools have a unique culture which often resists mainstream management improvementtechniques and implementing lean required acknowledging that culture plus serious leadershipdetermination. In 2009, management led a 4—day Kaizen event in one department (Comm Svcs) with phenomenal results. Customer satisfaction and revenue increased while cycle time decreased. Most importantly enthusiasm for the workplace is higher than ever. Since then, the Lean Team has overseen six other projects: HVAC comfort standardization, computer repair timeline, vehicle repair and the FMLA process, school bus transportation routing and the local assessment process.
BREAKOUT: DEPLOYING LEAN IN THE HOWARD COUNTY PUBLIC SCHOOL SYSTEM
BREAKOUT: TOP MANAGEMENT’S ROLE FOR LEAN SUCCESS
Bruce Watkins
Top Management’s Role for Lean Success:
Are you a business leader trying to get lean started in your company or your
department? Are you a continuous improvement leader trying to engage your
business’s leadership in a lean journey? In this presentation Bruce will explore
leading change, how to sustain long term improvement, and will provide some
practical next steps for success.
Bruce has over 25 years experience leading businesses including high volume
consumer goods, high precision machining, fine chemicals, pharmaceutical-
food grade operations and medical device companies, including 10 years of
lean leadership and implementation experience. He integrates a leadership
approach combining the entrepreneurial mind-set of a small company with the
discipline of a large organization to deliver high impact results. As GM of Karl
Storz Endovision, Bruce was recruited to lead a business turnaround, delivering
unprecedented levels of customer service, quality, and cash flow. A seven-time
Boston Marathon runner, Bruce understands the discipline required to deliver a
long term plan, while executing day-to-day operational excellence.
BREAKOUT: LEADING THE HIGH VELOCITY ORGANIZATION
Leading the High Velocity Organization:Breakthrough performance is possible when organizations learn to manage
the creation and delivery of value. Some organizations can generate far more
value with far fewer resources than their rivals—securing market leadership
despite competition. These ‘high velocity organizations’ consistently win with
their capacity to sustain relentless improvement and innovation. This talk will
introduce the capabilities that underpin these organizations with an emphasis
on what leaders can do to generate “high velocity” and is aimed at senior
leaders, experts in operational excellence, and those currently engaged actively
in improving business critical processes.
Steven, author of Leading the High Velocity Edge and Chasing the Rabbit, is a Sr.
Lecturer at MIT and a Sr. Fellow at the Institute for Healthcare Improvement. An
expert about how ‘high velocity organizations’ generate and sustain advantage,
Steven has worked with clients in high tech, heavy industry, software and
healthcare. He helped develop and deploy the Alcoa Business System, which
recorded hundreds of millions of dollars in operating savings, and was integral
in developing the ‘Perfecting Patient Care’ system for the Pittsburgh Regional
Healthcare Initiative. Four of his articles have won the Shingo Research Prize.
Steven Spear
Paul Waterman
Lean – A Tale of Two Worlds:A Lean transformation can take many forms. Some companies focus on
management training while others focus on shop floor engagement - both
in an attempt to shift the paradigm from the “old way” to a “better way”. A
focus on management training is often thought of as the “cure,” however
this can alienate the shop floor. Typically the focus is on the numbers:
kaizens, standard work, audits and people trained, rather than on “true
north” – people engagement at all levels. On the other hand, a focus
on shop floor engagement without including management can result in
sabotage! This presentation will examine the good, the bad, and the ugly
of both ways. Lean is all about people, from the shop floor to the highest
level, and all people need to be part of the process.
Paul has over 25 years experience in manufacturing, engineering, quality and
operations. Recently he worked for Callaway as Plant Manager for golf ball
manufacturing in the US. Under his leadership, the plant won the Shingo Prize
Bronze Medallion. Recently Paul became Site Manager for Avery Dennison
in Chicopee, MA. Paul is a Master Black Belt and is certified by ASQ in Quality
Engineering, Auditor and Six Sigma.
Since 2006, Ken has been responsible for planning and executing the capital
budget, operations and maintenance of all facilities for 50,000 students in the
Howard County Public School System. Prior to this, Ken was VP and COO of PMM
Companies where he led a successful restructuring and process re-engineering
effort. Ken retired as a Captain in the Navy in 2004 after serving as the Director of
the Shipbuilding Management Group at Naval Sea Systems Command, responsible
for the contract administration of the Navy’s $7 billion annual shipbuilding and
repair budget.
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BREAKOUT: THE CONTINUOUS IMPROVEMENT JOURNEY TO SHINGO RECOGNITION
Edward B. Miller
Hoshin KanriHow do you frame your company strategy into something that is actionable and
then deploy it across the organization? Hoshin Kanri brings critical Lean thinking
and behaviors to leadership practices aligning the entire organization on the most
important “Must-Do, Can’t-Fail” priorities. How do you handle conflicting priorities
and make the tough choices to de-select less important priorities? Emphasis will
be on leadership team behaviors to drive accountability and focus with a sense of
urgency. Also learn how adopting Policy Deployment can engage all members of
the senior leadership team in the company’s Lean transformation.
BREAKOUT: HOSHIN KANRI
Carestream Health Rochester Finishing Panel
The Continuous Improvement Journey to Shingo Recognition:Learn about Carestream Health Rochester’s 5-year journey from introducing the
lean tools in 2005 to being awarded the Shingo Silver Medallion in 2009. Specifically
hear how they used the lean tools to realize the following: 100% improvement in the
number of OSHA incidents, 95% improvement in Defective Parts per Million, 52%
reduction in internal process waste, 9% improvement in Customer Order Fulfillment,
8% improvement in Equipment Efficiency, and a 36% reduction in unit manufacturing
costs. At the heart of these improvements are empowered, focused associates.
Carestream Health, Inc. is an international manufacturer of medical and dental
products, technology solutions, molecular imaging systems and testing products.
Since earning the Silver Medallion in 2009, Carestream Dental Health Finishing
became the Lean Center of Excellence for Carestream Health, Rochester and they
are working with the Greater Rochester Quality Council to develop a local lean
community. The panel includes: Steven Eckert, Tom Mykins, Gary Comardo, Mike
Zornow, Lang Ha, John Grabar, Muktar Fazal and Pat Lilley
Ed has been executing successful business strategies including enterprise-wide
lean transformations for over 34 years. He has coauthored several articles and
case studies on Lean strategies in marketing and sales. During 10 years as VP of
Marketing & Sales at The Wiremold Company, Ed was a part of the leadership team
which leveraged its lean capabilities to expand its markets and realize significant
and sustainable double digit growth. Results were dramatic; during 1993 to 2000,
sales grew 4.5X while operating profits increased 14 fold.
Northeast Shingo Prize Conference would like to thank its sponsors:
AME
Brady Corp
Fuss & O’Neil
Select Strategy Inc.
SME
Tax Credit Advisors
The 5S Store
Visual Workplace
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Select Strategy Inc. Management Consultants with Heart What are your greatest business needs?
We Research and Solve Business Problems We Help to Implement Practical Solutions We Provide Classroom & Online Training and Executive Coaching
Our online suite of business tools is customized to meet your needs.
Online Surveys (Understand your Customers/Employees Needs) Online Selection Assessments (Improve Hiring Processes) Online Performance Appraisals /Reviews (Fairly Set, Measure and Reward Employee Performance Tied to Business Objectives) Online Goal Management (Set Clear Goals and Aid Achievement) Online Training including video, quizzes and games to add a new & exciting dynamic to your customized training programs)
Official Online Training Partner of GBMP
Contact: David Meyerovitz at (617) 739-7473; 877 HR ASSET (877 472 7738) [email protected] www.selectstrategy.com
Upgrade Your KNOWLEDGE.Be Recognized as a LEADER.Earn Your Career Credential with SME.Our Technical and Lean Certification programs are the industry standards for ManufacturingTechnologists, Manufacturing Engineers and those looking to validate their Lean experience.And, by joining SME, you enjoy substantial discounts on the exam and reading materials.
Learn more today about our Certification programs: www.sme.org/certificationDiscover the benefits of being an SME member: www.sme.org/join
TM
www.ameconference.orgNOVEMBER15–19
100%MONEY BACKGUARANTEE
AME feels so strongly that this learning opportunity is so extraordinary that we offer to you, a 100 percent money back guarantee. If you don’t learn at least one new idea that you can bring back to your business, let us know and we will see to it that you get your registration refunded.
Tax Credit Advisors LLC www.taxcreditadvisors.com Helping You Keep More of What You Make!
Get the Rewards You Deserve for Manufacturing in North America
Free Evaluations! Discounts for GBMP Members!
Research Credit Studies Funding for Technical Development State and Federal Tax Credits
Otto Kunz, President www.TaxCreditAdvisors.com
Call 508-842-3232
Serving New England Manufacturers Since 1994
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The Shingo Prize RecipientsAAM, Guanajuato ManufacturingComplex North PlantSilao, Mexico
Gulfstream Aerospace, InterioresAereo S.A. De C.V.Mexicali, Mexico
Shingo Silver MedallionGoodyear Tire & Rubber CompanyLawton, OK
HID Global, North Haven, CT
Hi-Tech Gears LimitedManesar, Gurgaon, Haryana, India
Vale Sylvania IluminacionQueretaro, Mexico
Shingo Bronze MedallionBAE Systems—SamlesburyBlackburn, Lancashire, UK
Baxter Healthcare, Los Angeles, CA
Fleet Readiness Center Southeast—TSRS Shop, Jacksonville, FL
Letterkenny Army Depot, Patriot MissileChambersburg, PA
Red River Army Depot,Up-Armored HMMWV/HEAT, Texarkana, TX
Ultraframe UK Ltd.Clitheroe, Lancashire, UK
Visteon Interamerican PlantApodaca, N.L. Mexico
Research & ProfessionalBreaking Through to FlowIan Glenday
Creating Lean DealersDavid Brunt and John Kiff
Kaizen Event FieldbookMark Hamel
Kathy BibaudChannel Process Specialist
Mersen USA, Newburyport MA
Henry CruzSr. Associate Scheduler
Amgen, Inc., W. Greenwich RI
Monica DeanAdministrative Officer
Letterkenny Army Depot, Chambersburg PA
David KommFields Applications EngineerMersen USA, Newburyport MA
Michael LegerTeam Lead, Order Picking & Print Production
The Gem Group Inc., Lawrence MA
Patrick McKilloppElectro/Mech Assembler
Elbit Systems of America, Merrimack NH
Steve PatinoAssembly Lead/ManagerOphir Optics, N. Andover
Susan PolleysAssembler/Group Leader
Raytheon Company, Andover MA
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Tuesday NightOctober 19, 2010 7:00 PM
Network & socialize with other conference attendees at a casual dinner afterTuesday evening’s Shingo Award Recognition Cocktail Reception.
Visit the registration table to sign up if you have not done so already. You donot have to attend the reception to participate in the Dine Around.Reservations for groups of twenty have been prearranged at a variety oflocal restaurants. Each attendee is responsible for his or her own bill andgratuity.
Meet in the convention center lobby at 7:00 PM. All restaurants are lessthan a 10 minute walk from the convention center, directions will be provided,and reservations are for 7:15 PM.
Restaurants include: McCormick & Schmicks, Ri Ra Irish Pub, Pot Au Feu,Local 121, Union Station Brewery, Aspire, Temple Downtown, DownCity@ 50 Weybosset, Gracies & Shula’s Grill 347 and more.
Please rate the following using this scale: 1 = below average 3= above average 2= good 4= excellent
Overall Conference 1 2 3 4 Keynote speakers 1 2 3 4 Breakout sessions 1 2 3 4 Exhibitors 1 2 3 4 Workshops 1 2 3 4 Seminars 1 2 3 4 Tours 1 2 3 4 Shingo Prize Staff 1 2 3 4 Meals/Food 1 2 3 4 Conference Dates 1 2 3 4
What is your primary reason for attending this conference?______________________________ ______________________________ ______________________________
How many conferences do you attend per year? _____________
Which most accurately describes your relationship with The Shingo Prize? (mark as many as apply)
( ) Current Shingo Prize Recipient ( ) Past Shingo Prize Recipient ( ) Future challenger for The Prize ( ) Shop Floor personnel ( ) Management personnel ( ) Speaker ( ) Board of Governors ( ) Shingo Academy ( ) Exhibitor ( ) Other
22nd Annual Shingo Prize ConferenceExcellence Elevated
Who were your top three favorite speakers or presenters?1. ________________________________________________________ 2. ________________________________________________________ 3. ________________________________________________________
What were your top three topics/sessions?1. ________________________________________________________ 2. ________________________________________________________ 3. ________________________________________________________
What did you like the best? __________________________________ _________________________________________________________
What did you like the least? __________________________________ __________________________________________________________
How can we improve? _______________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ ______________________________________________________
Name (optional) _________________________________________________________________________________
Organization ____________________________________________________________________________________
Address
Conference Evaluation
Enhance Your Lean Learning Program with the award-winning Lean Training Video Series from GBMP. GBMP is a non-profit organization dedicated to helping manufacturers become more competitive
through lean manufacturing and six-sigma education and implementation. Each year GBMP trains
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