1.30 - 2.10 Ensuring Standards Of Lean Six Sigma Are Adopted Throughout The Organization Through Business-Wide Training Programs
This session will highlight some of the methods that Covance has employed to ensure Lean Six Sigma standardization, consistency and a common language throughout their businesses.
Take away:
- Top tips to standardizing training programs throughout the business
- Developing a standard yet flexible training program
- Creating a common language across different departments and global locations
- Handling training on a global level – the challenges and lessons learned
Joe Polywacz
MBB Global Six Sigma Training
Covance |
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1.30 - 2.10 Operational Excellence: Accelerating Change And Delivering Results Through Strategic Project Selection
Wyeth's Operational Excellence journey began with a clear and unifying vision for cycle time reduction. Two years later the results were dramatic: Reduced cycle times of 50%+, reduced variation, and a common language and approach. A leadership coalition (The Global OE Council) created common metrics, tools and accelerated replication kits that were able to respond flexibly to the needs of a diverse global network.
A key element of success was project selection and prioritization. Using Strategy Maps which align projects to key business objectives, and balance resources across the entire enterprise, Wyeth has achieved rapid results. As such OE has become the way Wyeth works and is part of every leader's performance objectives and expected behaviours.
Take away key insights on how to:
- Create cross-company metrics and tools that allow standardized procedures
- Align project selection to your core business strategy
- Move Lean Six Sigma out to your business on a global basis
Andy Crossman
Director, Global Operational Excellence
Wyeth Pharmaceuticals
Introduced by:
Dan Quinn
President and CEO
Rath & Strong
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1.30 - 2.10 From Doing To Becoming: How The U.S. Army’s Installation Management Command Is Changing Its Culture Using Lean Six Sigma
Discover how the Army’s Installation Management Command is using LSS to reduce operating costs whilst delivering better, more consistent services, through transforming to a cost-conscious culture in which all embrace Continuous Process Improvement.
- Creating a governance structure to drive accountability and align incentives and rewards with improved process performance
- A 3-pronged strategy to grow government capability in LSS Rosye will then provide a tactical example of how this is being deployed:
- Integrating Lean Six Sigma with other simultaneous, and potentially disruptive transformation initiatives
- Targeting the right practitioners for maximum return and minimum disruption
- Anchoring deployment to a maturity model and developing rational deployment goals
Introduced by: Novaces
Dr. Craig E. College
Deputy Assistant Chief of Staff
U.S. Army Installation Management Command |
Rosye B. Cloud
Lean Six Sigma Deputy Deployment Director
U.S. Army Installation Management Command |
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1.30 - 2.10
Make sure you are brought up to speed with technology that is generating high performance results, and aiding deployments across all sizes of business.
This brand new demo track will:
- Showcase the latest technology developments in 2008 which are generating great results for your peers
- Give you access to a live demonstration and chance to test the product before you make that all important purchase decision
Your one chance this year to test drive 4 amazing new products guaranteed to put your business in the forefront of business developments this year
Coupling Six Sigma DMAIC methodology with Digital Modeling/Simulation to Drive Improved Manufacturing Responsiveness: A Case Study
This demonstration will provide insight into how a Six Sigma DMAIC project was supported by Digital Modeling and Discrete-event Simulation to quantify and qualify manufacturing process improvements. The session will walk you through the elements of the Six Sigma DMAIC process that were established and executed to evaluate manufacturing stretch opportunities that would support major, new business goals of agility, responsiveness and market penetration.
Participants will learn how this combined team developed hypotheses to test manufacturing cause & effect relationships and leveraged Six Sigma Multiple Response Optimization techniques and Curve Fitting routines to provide a process improvement roadmap to success.
Richard Baxendell
Sr. Manager, Six Sigma Black Belt
Bayer Material Sciences
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Gregory L. Schlegel CPIM
CSP, Jonah, VP Business Development
Shertrack LLC
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SherTrack LLC is a leading solution provider offering process manufacturers rapid improvement in areas such as top-line revenue growth, increased production throughput, reduced operating costs and improved working capital with new Lean/Six Sigma services and Demand-driven Predictive Manufacturing solutions.
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2.15 – 2.55 Developing Key Financials, Customer Satisfaction and OPEX Metrics in a Goal Deployment Process (GDP) Environment
- Linking Lean Six Sigma and Business Performance as key team metrics
- Knowing which metrics are most important to your business
- Balancing internal and external performance metrics to ensure the objectives line-up
- Mission statements: Knowing who you are as an organization and where you want to go in the future
Paul Docherty
Chief Executive Officer
I-nexus |
Jose A. Solero
Manager Operational Excellence (OPEX)
Dresser
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2.15 – 2.55 Strategic Health Check: Prioritizing Lean Six Sigma Initiatives In Line With Your Business Objectives
In this session Mike will provide insight into the Baxter Business Excellence Model and how it links Process Improvement directly to strategic business objectives. Take a look at the practical steps of the model and how they work together to ensure you too can deliver on your business needs:
- Creating an organizational profile and using VOC to create strategic plans
- Using Value Stream Mapping in all key business processes to determine value adding projects
- Aligning opportunities with strategic goals and prioritizing projects accordingly
- Strategic assessment using both the Baldrige and Shingo criteria
- Ensuring a Continuous Improvement loop to feed strategic planning
Mike Whisman
Director Business Excellence
Baxter Healthcare
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2.15 – 2.55 Creating Repeatable Innovation By Uniting Lean Six Sigma, Process Maturity And Performance Management
- Learn how to create and build business discipline in innovation
- Discover how to systemize and process-orient innovation in your company
- Showcase how tools and technology can codify the innovation process
- Utilize Lean Six Sigma tools and methodologies to integrate “creative” innovation with process discipline, enabling process rigor, repeatability, low variation and high reuse
- Manage innovation with downstream techniques to create visibility through project prioritization and management, dashboards, ROI models and other tools
David Neely
Senior Executive
George Group (Now a part of Accenture)
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Tony Gardner
Partner
George Group (Now a part of Accenture)
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2.15 – 2.55 Demo 1
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3.00 – 4.10 Leveraging Lean Six Sigma And Innovation As A Competitive Business Unique Selling Point (USP)
Take away:
- Practical strategies for how you can compete in a global market place through increased service and product differentiation
- Ways to involve all your key stakeholders to define, measure and drive business value through all your working practices
- A design process that integrates innovation and Lean Six Sigma with your business needs
- Methods for combining innovation into day-to-day operations to really drive value to the customer
Joe Ficolora
Vice President of technology
SBTI |
Chuck Gillis
Master Black Belt
Tyco Electronics |
Dana Crowe
Director of Operational Excellence
Tyco Electronics |
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3.00 – 4.10 Unleashing And Engaging The Thought-Power Of Those Who Make Your Strategy Live
In this session Steve will share with you the power of tapping into front-line employees for Lean Six Sigma project ideas, giving an alternative bottom-up approach to project selection. He will look at how to balance both the strategic objectives with day-to-day business challenges.
- What to do when strategic project selection fails to generate enough work or energy in your organization
- Simple tools for tapping into the ideas and motivations of the people who get the work done each day
- Weighing up demand vs organic Six Sigma programs and the voice of the employee
- Striking a balance between strategic and tactical projects
Steve Degnan Schmidt
Director Six Sigma Enablement
Allstate
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3.00 – 4.10 Blending Lean Six Sigma And Innovation Methodologies To Tailor Improvements To Your Business Needs
Blending Lean methodologies that identify and eliminate waste with the rigor of Six Sigma statistical tools that identify and reduce variability is a powerful strategy for improving efficiency in healthcare. This session will describe a program that leverages the synergism created when Lean and Six Sigma tools are integrated into one DMAIC framework for improvement, and tailored to your specific organizational needs.
- Planning for new service lines and new clinical buildings through a Design for Lean Six Sigma (DFLSS) blended approach
- Using Lean to streamline your operations and improve efficiency
- Creating a true synergy between Lean and Six Sigma for complete Performance Excellence
Laura Winner
Lean Sigma Deployment Leader
John Hopkins Medicine
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3.00 – 4.10 An Introduction to the INSTANTIS EnterpriseTrack™ Market-Leading Project Portfolio Management Solution for Operational Excellence
Dan de Grazia
Director of Field Operations
Instantis Inc.
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4.15 – 4.55 Accelerating Personnel Development Through Blended Learning
In this session David will explain how Schneider Electric is linking training and applied learning with Performance Management to increase project closures and reduce cycle time. By launching projects and training simultaneously through incorporating multiple learning modalities, ensure belts experience need-driven learning tailored to each project.
- Providing a Performance Management framework for distributed belts to accelerate and align their development
- Reduce project cycle time and speed-up business benefits by deploying blended learning
- Achieve consistent employee performance through effectively accommodating differing levels of employee experience
David Graham
Business Process Manager, Master Black Belt, North American Operating Division
Schneider Electric
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4.15– 4.55 Enhance Revenue And Customer Experience By Selecting Customer-Focused Process Improvement Strategies
This session will demonstrate the impact of customer-focused projects and strategies on corporate performance for Capital One.
- Improving online account conversion through process redesign and customer contact strategies
- Meeting your customer needs by redesigning critical business processes: A loan origination case study
- Improving customer retention and loyalty through total customer and complaint management
Aravind Immaneni
VP Process Improvement (Deployment Champion)
Capital One Bank |
Gus Cheatham
Director Process Improvement
Capital One Bank |
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4.15 – 4.55 The Lean Way: Delivering Hard Hitting, Quick Results For Your Business
Using Lean Six Sigma and ‘just-do-it’ events for quick results in new operational areas of your business
- Gaining the support from the top with quick wins and effective communication strategies
- Selecting big-hitting and business-critical projects to ensure you deliver on business objectives from day one
- Going for the low hanging fruit to show clear cost benefit for Lean Six Sigma investment
Anil Nair
Mater Black Belt.
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4.15 – 4.55 Demo 3
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5.00 – 5.50 Move From An Internal To External Focus To Ensure Lasting Customer Satisfaction And Loyalty
This session will discuss how you can use the customer, as your core performance benchmark
- Moving from internal cost cutting and quality initiatives to customer growth and innovation
- Keeping the customer in mind at all times for ultimate satisfaction
- What is it that is of real value to your customer?
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5.00 – 5.50 Balancing Quick Wins With Long-Term Strategic Projects Getting The Balance Right Between Tactical And Strategic Projects Is No Easy Task. This Discussion Will Focus Around:
- What do you measure? What metrics are most important?
- Assessing the relative importance of financial, customer satisfaction and variability objectives
- How to allocate and measure results to specific improvements in complex operational environments
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5.00 – 5.50 How To Apply Innovation To Your Organization And Business Processes
Innovation is driving business forward in 2009. Discover the possibilities for integrating innovation into:
- Front-end product design and R&D processes
- Internal transactional processes
- The Lean Six Sigma toolset itself for a more flexible approach to problem solving
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5.00 – 5.50 Demo 4
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