REGISTER NOW | 1-888-927-0718x7372 | J.Keitner@AmericanConference.com Tweet about us using #AmLean February 24 – 25, 2015 | Marriott Northwest Galleria | Atlanta, GA Network and Benchmark with the Nation’s Thought Leaders in Operational Excellence! Wesley Farris Continuous Improvement Leader Power Partners Inc. (Georgia) Rick Foreman Vice President Lean Development Federal Heath Sign Co. (Texas) Amir Ghannad, Director – Campbell North America Operational Excellence and Global High Performance Organization, Campbell Soup Company (New Jersey) Norbert Majerus Master Black Belt, Lean and Six Sigma Goodyear (Ohio) Steve Moore General Manager (Retired) Barnes Aerospace Fabricators (Utah) Keith Price Vice President, Quality and EHS FEI Company (California) Jim Rink Manager, Strategic Manufacturing Engineering Caterpillar (Illinois) Wherever your organization is on its lean journey, our comprehensive program of practitioner-led case studies and panel discussions will help you: • Avoid common pitfalls and stumbling blocks that challenge OpEx programs • Launch and maintain lean Initiatives that bring about positive change • Master the soft skills of change management and manufacturing leadership • Develop a lean leadership team and an engaged workforce • Discover new ways to find efficiencies, reduce waste, and improve processes • Build towards a culture of Continuous Improvement • Bring lean thinking to bear beyond the plant floor Hear from Award-Winning Manufacturing Executives Including: American Lean Manufacturing 2015 Robert Miller President, Arches Leadership LLC (Utah) Former Executive Director The Shingo Prize for Operational Excellence Keynote Speaker: Enhance your experience with post-conference workshops on Thursday, February 26, 2015: A Lean Applied to Business Processes — “Your Constraint may not be on the Shop Floor” B Step-By-Step Exercises to Improve Changeover Times, Processes, and Outcomes Presented by: Sponsored by:
February 24 – 25, 2015 | Marriott Northwest Galleria | Atlanta, GA
Network and Benchmark with
the Nation’s Thought Leaders
in Operational Excellence!
Wesley Farris Continuous Improvement Leader Power Partners Inc. (Georgia)
Rick Foreman Vice President Lean Development Federal Heath Sign Co. (Texas)
Amir Ghannad, Director – Campbell North America Operational Excellence and Global High Performance Organization, Campbell Soup Company (New Jersey)
Norbert Majerus Master Black Belt, Lean and Six Sigma Goodyear (Ohio)
Steve MooreGeneral Manager (Retired) Barnes Aerospace Fabricators (Utah)
Keith Price Vice President, Quality and EHS FEI Company (California)
Jim Rink Manager, Strategic Manufacturing Engineering Caterpillar (Illinois)
Wherever your organization is on its lean journey, our
comprehensive program of practitioner-led case studies
and panel discussions will help you:
• Avoid common pitfalls and stumbling blocks that challenge OpEx programs
• Launch and maintain lean Initiatives that bring about positive change
• Master the soft skills of change management and manufacturing leadership
• Develop a lean leadership team and an engaged workforce
• Discover new ways to find efficiencies, reduce waste, and improve processes
• Build towards a culture of Continuous Improvement
• Bring lean thinking to bear beyond the plant floor
Hear from Award-Winning Manufacturing Executives Including:
American Lean Manufacturing 2015
Robert MillerPresident, Arches Leadership LLC (Utah) Former Executive Director The Shingo Prize for Operational Excellence
Keynote Speaker:
Enhance your experience with post-conference workshops on Thursday, February 26, 2015:
A Lean Applied to Business Processes — “Your Constraint may not be on the Shop Floor”
B Step-By-Step Exercises to Improve Changeover Times, Processes, and Outcomes
Presented by:
Sponsored by:
Don’t miss this opportunity to connect with your peers to share best practices and lessons learned about the universal challenges you all face on a daily basis. Register today by calling 1-888-224-0718x7372 or email
Tracy BatesDirector of Quality, General Microcircuits
Wesley FarrisContinuous Improvement Leader, Power Partners Inc.
Rick ForemanVice President Lean Development, Federal Heath Sign Co.
Amir GhannadDirector - Campbell North America Operational Excellence and Global High Performance Organization, CampbellSoup Company
Keith A. LeitnerFaculty, Graduate and Executive Education, College of Business Administration, University of Tennessee, Knoxville
Norbert MajerusMaster Black Belt, Lean and Six Sigma, Goodyear
Robert MillerPresident, Arches Leadership LLC & Former Executive Director, The Shingo Prize for Operational Excellence
Gina MixonLearning and Development Manager, Power Partners Inc.
Steve MooreGeneral Manager (Retired), Barnes Aerospace Fabricators
Thomas MortCOO, Mission Point Energy and Former Global Energy Director, Archer Daniels Midland Company
William (Bill) PetersonFaculty, Practitioner, and Consultant, University of Tennessee
Mark Preston President / CEO, Lean Applications, LLC
Keith PriceVice President Quality and EHS, FEI Company
Rick ReedPrincipal, Master Black Belt/Continuous Improvement Master Trainer, LeadWithReed
Jim RinkManager, Strategic Manufacturing Engineering, Caterpillar
Andrew SauberOperations Business Unit Manager, Cooper Standard
Shane YountPrincipal and Author, Competitive Solutions Inc.
Speaker Faculty:
Lean thinking is more than just a
good idea. It is a way of life and a
way of doing business that rewards
innovation, critical thinking,
communication, cooperation, and
organized common sense.
Lean manufacturing seeks a better way to do things, to save time and
money by eliminating waste and getting the most out of your people
and equipment. Lean manufacturing celebrates successes and learns from
failures. It’s about a journey from simple beginnings towards a culture
of Continuous Improvement, with all the highs and lows along the way.
The people who get it are passionate about it. Join us this February in
Atlanta and hear from some of the best and brightest lean manufacturing
executives in this field today.
Our program includes:
• Seventeen lean executives sharing their experiences and expertise from both process and discrete manufacturing companies of all shapes and sizes from across North America
• Nine practitioner-led lean manufacturing case studies that will offer real-world examples of working solutions you can bring back and apply to your own operations
• A keynote address from the former executive director of The Shingo Prize for Operational Excellence, followed by a presentation by the 2014 Shingo Prize Winner
• Two panel discussions on how lean thinking will continue to evolve and the changing role of the lean leader to help you prepare for the future
• Two optional half-day workshops to offer a deeper dive into contentto improve your business processes
8:00 Registration Opens and Refreshments are Served
9:00 Opening Remarks from Conference Chair
Rick ReedPrincipal, Master Black Belt/Continuous Improvement Master Trainer, LeadWithReed
9:15 Why Do Lean Programs Fail, and What CanWe Do About It?
Keith PriceVice President Quality and EHSFEI Company
• Seeking the root causes behind why Operational Excellence programs often fail to meet their objectives
• Proving that lean thinking only works if it starts fromthe top while building from the bottom
• Demonstrating that progress is made through evolution,not revolution
• Incorporating these truths into project planning and workforce development thinking
9:45 CASE STUDY: The Lean Leader’s Role in Cultivating an Engaged Workforce
Amir GhannadDirector - Campbell North America Operational Excellence and Global High Performance OrganizationCampbell Soup Company
• Examining the unique role and responsibilities of leadersin transforming the culture and results of an organization
• Demonstrating the power of Servant Leadership - Putting people first and expecting them to be extraordinary
• Introducing practical leadership approaches that compel and empower the participants to move their organization beyond the constraints of the past and go to the next level of performance
• Winning support through early successes, ongoing training, and a clear path forward for your workforce
• Illustrating the value of soft skills of change management and effective communications to leaders of OpEx programs
• Discussing different ways to bridge the cultural divide between lean thinkers and the rest of the company
10:30 Networking Refreshment Break
10:50 CASE STUDY: Getting the Fundamentals Right and Moving Your Lean Programming Forward to the Next Step
Rick ReedPrincipal, Master Black Belt/Continuous Improvement Master Trainer, LeadWithReed
• Talking about the role of leadership in launching and sustaining new initiatives
• Walking through real-world examples of establishing and maintaining successful performance measurement systems
• Embracing Plan-Do-Check-Act as both a mantra anda tool to constantly seek opportunities to evolve
• Monitoring progress and learning from both successand failure to shape your processes
• When is the right time for your lean journey to take the next step? What are the critical questions you need to askof your people and processes?
11:35 CASE STUDY: Building Lean Muscle at General Microcircuits…One Improvement at a Time
Tracy BatesDirector of QualityGeneral Microcircuits
• Listening to your customers: How a client’s supplier assessment inspired us to do better
• Collaborating with experts: How an E3 grant from NCSU IES helped jumpstart our lean journey
• Using a multifaceted approach to fill your lean toolboxwith what will work for you
• Taking baby steps, holding on to success, and building on what is working
• Leveraging learnings across facilities and functions to share good ideas
• Showcasing progress so far both in the United Statesand in our Costa Rican operations
12:20 Networking Luncheon for Delegates and Speakers
1:35 CASE STUDY: Improved Performance by Investing in your Performers – Workforce Development Programs as an Engine for Positive Change
Wesley FarrisContinuous Improvement LeaderPower Partners Inc.
Gina MixonLearning and Development ManagerPower Partners Inc.
• Building and operating a hands-on training systemof use to every facet of your organization
• Creating opportunities for your workforce to learn and grow as individuals, as leaders, and as part of a team
• Educating your team to identify waste and impedimentsto productivity and generate value
• Learning from your team to find the real KPIs that determine productivity, environmental performance, and cost savings
• Building capabilities that drive integrated improvements across quality, service, and cost outcomes
• Demonstrating the ROI of investing in training
2:20 CASE STUDY: Recruiting and Inspiring the Leaders You Need to Take the Next Step in Your Lean Journey
Rick ForemanVice President Lean DevelopmentFederal Heath Sign Co.
• When is the right time to start building a Lean Leadership Team?
• Who should strategically be the earliest members? Offering best practices and working examples to identify and influence engagement
• Creating a learning and sharing environment that inspires lean thinking individually and as a team
• Building a training and working culture that encourages cross-functionality, job shadowing, and mentoring as tools to cultivate holistic thinkers
• Taking the next step: Working with the Lean Leadership Team to launch their own lean initiatives and teach others
• Discussing lessons learned so far in the journey towards a truly team-led, self-managing Continuous Improvement workforce
3:05 Networking Refreshment Break
3:25 CASE STUDY: Working With Internal and External Partners to Exceed Expectations from the Factory Floor to the Customer’s Door
Jim RinkManager, Strategic Manufacturing EngineeringCaterpillar
• Demonstrating the impact business collaborationin a value chain makes towards customer satisfactionand the bottom line
• Coordinating throughout the supply chain to align processes, clarify objectives, coordinate metrics, divide responsibilities, and communicate progress
• Cultivating a culture of shared success – Lean principles work best in win-win scenarios
• Improving performance without disrupting the successful delivery of your business partners’ needs
• Offering best practices to build and maintaining end-to-end supply chain communication between lean professionals
4:10 PANEL: How Does the Role of a Lean Professional Evolve in the Journey Towards a Continuous Improvement Culture?
Rick ForemanVice President Lean DevelopmentFederal Heath Sign Co.
Andrew SauberOperations Business Unit ManagerCooper Standard
Mark PrestonPresident / CEOLean Applications, LLC
Keith A. LeitnerFaculty, Graduate and Executive Education, College of Business AdministrationUniversity of Tennessee, Knoxville
• Outlining the lean executive’s role in the planning and early decision-making stages behind performance management initiatives
• Debating how important a leader is as the catalyst for change at different stages of the lean journey
• Offering ideas and experiences to grow and mature the lean professional’s skillset and practical knowledge over time
• Understanding the role of lean education in developinga learning organization
• Identifying the tipping point where an organization transforms from management-drive lean programminginto a continuous improvement culture
• What does a lean executive do when senior management declares “Mission Accomplished”?
5:10 Closing Remarks from Conference Chair, Conference Adjourns
Day 2
Wednesday, February 25, 2015
8:30 Registration Opens and Refreshments are Served
9:00 Opening Announcements from Conference Chair
Rick ReedPrincipal, Master Black Belt/Continuous Improvement Master Trainer, LeadWithReed
9:15 KEYNOTE: Building Sustainable Culturesof Excellence Based on the Shingo Model
Robert MillerPresidentArches Leadership LLC Former Executive DirectorThe Shingo Prize for Operational Excellence
• Offering an overview of the past, present, and futureof The Shingo Prize for Operational Excellence
• What differentiates ‘good’ from ‘great’ when we talk about lean programming and lean culture?
• Identifying the key systems and behaviors that cultures of sustainable continuous improvement all have in common. How are these qualities developed and maintained over time?
• Demonstrating the impact strong leadership, clear goals, and open communication have in producing long-term positive results
• Showcasing case studies of the Shingo Model in action. What can lean executives take away from these examples?
9:45 CASE STUDY: Leadership, Lean Thinking, and the Journey to Winning a Shingo Prize
Steve MooreGeneral Manager (Retired)Barnes Aerospace Fabricators
• Sharing the story of how Barnes Aerospace Fabricators’ lean journey contributed to:- More than 950,000 hours worked without a lost time
incident- A 53% reduction in scrap and rework and a 55%
reduction in lead-time- A 28% increase in on-time delivery- Utah Manufacturers Association’s Manufacturer of the
Year award and the Quality Management System Award in 2013
- A Shingo Silver Medallion in 2011 and the Shingo Prize in 2014
• Talking about the importance of leadership on both the shop floor and in the head office
• How does the role of the leader evolve as a culture of Continuous Improvement matures within an organization?
10:30 Networking Refreshment Break
10:50 Transformation Simplified: Creating a Sustainable Culture of Connectivity, Clarity, and Consistency
Shane YountPrincipal and AuthorCompetitive Solutions Inc.
• Embracing a sensible and business-focused leadership methodology that promotes employee involvement and empowerment
• Understanding the roles process and personality havein powering your organization’s performance
• Making collective accountability visible and personalto transform and inspire workforce engagement
• Creating a communication cadence that drives focus, urgency, and accountability
• Discussing working leadership tools to promote ongoing improvement in communication, productivity, employee satisfaction, and bottom-line business results
• How do you plan to build a leadership legacy of accountability rather than dependency?
11:35 PANEL: Encouraging Ambition: What Doesthe Future of Lean Look Like?
William (Bill) PetersonFaculty, Practitioner, and ConsultantUniversity of Tennessee
Keith A. Leitner Faculty, Graduate and Executive Education, College of Business Administration University of Tennessee, Knoxville
Mark Preston President / CEOLean Applications, LLC
• What is the next “Big Idea” for lean manufacturers?Where should we go from here?
• Setting far-reaching goals beyond the plant floor that scare you: People, sustainability, innovation, marketshare
• Building bridges between manufacturing operationsand larger business plans
• Incorporating the needs and wants of your suppliersand your customers into your lean journey
• Positioning lean as a critical component of your organization’s growth strategy
• Linking theory of constraints with lean thinking
12:35 Networking Luncheon for Delegates and Speakers
1:50 CASE STUDY: Applying Lean Principles to Energy Usage to Reduce Costs, Increase Performance, and Improve Productivity
Thomas MortCOOMission Point EnergyFormer Global Energy DirectorArcher Daniels Midland Company
• Showcasing examples of easy wins and quick victories that eliminate waste and improve efficiencies in energy usage that convince people positive changes can be achieved
• Encouraging input from all levels of the workforce and translating local successes into global best practices
• Creating a system where success is reinvested into further efficiencies and improvements
• Demonstrating how incremental improvements and ongoing changes in workforce culture can produce an enormous return over time
• Offering ways to take these examples and lessons learned and apply it to your own operations
2:25 Lean Product Development: How Should Lean Thinking Inform and Foster R&D Innovation and New Product Design?
Norbert MajerusMaster Black Belt, Lean and Six SigmaGoodyear
• How should R&D and Lean Thinking align to improve the profitability of the company’s new product development?
• Defining what Lean Thinking can and cannot do as companies seek new products and markets
• Encouraging collaboration and input from manufacturers to design lean processes into the earliest stages of new product development
• Illustrating successful collaborations in action basedon real-world examples
3:10 Closing Remarks from Conference Chair, Conference Concludes
Lean Applied to Business Processes —“Your Constraint may not be on the Shop Floor”
William (Bill) PetersonFaculty, Practitioner, and ConsultantUniversity of Tennessee
Even though your organization works long and hard to get results, does it seem like you’re just running in place? Do one or more of these scenarios sound familiar?
• Sales and Marketing — Are proposals being issued late? Are they delivered incomplete—and being rejected? Do you have to reinvent the wheel for every sale?
• Purchasing — Do you have a large investment tied up in inventory, yet you’re always running out of items and expediting buys because of poor planning?
• Engineering — Are your engineers multitasking like crazy, but your product development and engineering change orders still can’t seem to keep up?
• Human Resources — Are you having trouble replacing employees until long after they’re gone, and are you always starting at square one because they took their corporate knowledge with them? Is the learning curve long for new employees because everything depends on tribal knowledge — and the tribe is usually busy?
• Legal — Are legal reviews holding up key areas of your business? And does every document look different even though each one covers the same territory over and over again?
• Accounting — Is closing the books a heroic effort every month? Is there a lot of rework afterwards?
• Finance — Are you paralyzed because finance takes forever to authorize your next move? And when you complain, does finance rightly argue that they need the time because there are so many irregularities involved?
• Invoicing/Accounts Receivable — Do you have a long or unwieldy process to get back money you’ve invested? Are there typically lots of invoices in the system?
• Strategic Planning — Does it take months to create a strategic plan, thereby guaranteeing it will be obsolete before it even gets off the ground? Spend more time tracking objectives than executing them?
• Inspection — Has the number of necessary inspections grown disproportionately over the past ten years? Do the delays actually cost more than correcting potential errors would?
• Audit — Do your internal auditors for external governmental organizations enforce policies and regulations far beyond the spirit of the law, slowing down your operation?
• Management — Does decision-making bog down because the same issues are discussed in staff meeting after staff meeting, yet no one walks out the door with a single assignment to take constructive action or a clear method for measuring results?
• Operations — Are your employees less productive than they could be because they’re waiting on any of the above?
Join us for this half-day workshop while we explore how lean thinking can go beyond the shop floor to identify and seek solutions to the true constraints impacting your organization’s performance.
A light lunch is provided to delegates participating in both Workshops A & B.
#AmLean
Step-By-Step Exercises to Improve Changeover Times, Processes, and Outcomes
Keith A. LeitnerFaculty, Graduate and Executive Education, College of Business Administration University of Tennessee, Knoxville
This hands-on four-stage simulation will make delegates think differently about how they plan, document, execute, and review their Clean-Up, Set-up, Start-Up processes. Based on interactive group activities, this workshop will teach attendees how to better…
• Simplify and remove non-essential operations
• Clarify the external and internal set-ups
• Think critically about each step of the process
• Communicate the plan effectively to the team
• Document progress as you go based on quantifiable metrics
• Review the finished process with a critical eye for further efficiencies
Participants can look forward to gathering new ideas and insights into changeover performance that will help to improve output quality, reduce inventory costs, enhance production flexibility, and drive on-time delivery goals.
Please note: Workshop participation numbers will be capped to maximize the delegate experience.Registration is available on a first-come, first-served basis.
Workshop B
Post-Conference Workshops Thursday, February 26, 2015
9:00 a.m. – 12:00 p.m. (Registration Opens at 8:30 a.m.)
1:00 p.m. – 5:00 p.m. (Registration Opens at 12:30 p.m.)
YES! Register the following delegate for American Lean Manufacturing 2015 | Feb. 24 – 25, 2015
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FEE PER DELEGATEEARLY BIRD PRICING:
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STANDARD PRICING:
Register & Pay by January 20, 2015
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Program (on site) $1695 USD $1895 USD $2095 USD
Program + 1 Workshop A or B $2195 USD $2395 USD $2595 USD
ELITEPASS*: Program + Both Workshops $2595 USD $2795 USD $2995 USD
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*ELITEPASS is recommended for maximum learning and networking value.
ADMINISTRATIVE DETAILS
VENUE: Marriott Northwest at the GalleriaADDRESS: 200 Interstate North Parkway SE Atlanta, GeorgiaTEL.: 1-770-952-7900
Hotel Reservations
Reserve your room by February 6th and SAVE!!!
A limited number of rooms have been set aside for conference participants until February 6th OR until the room block is SOLD OUT. Please note that rooms are available on a first come, first served basis so make reservations early. Rates start at $149.00 per night. For reservations please go to http://bit.ly/ZLyCts or contact the Marriott at 1-800-228-9290 and advise the reservations agent that you are with the “American Lean Manufacturing Conference” and that there is a group rate available.
Registration FeeThe fee includes the program, all program materials, coffee breaks and lunches.
Payment PolicyPayment must be received in full by the program date to ensure admittance. All discounts will be applied to the Program Only fee (excluding add-ons), cannot be combined with any other offer, and must be paid in full at time of order. Group discounts available to 4 or more individuals employed by the same organization, who register at the same time. For more information on group rates, please call 1-888-927-0718x7372.
Cancellation and Refund PolicyYou must notify us by email at least 48 hrs in advance if you wish to send a substitute participant. Delegates may not “share” a pass between multiple attendees without prior authorization. If you are unable to find a substitute, please notify American Conference Institute in writing no later than 10 days prior to the program date and a credit voucher will be issued to you for the full amount paid. Credit Vouchers are valid for 1 year and are redeemable against any other program by American Conference Institute. If you prefer, you may request a refund of fees paid less a 25% service charge. No credits or refunds will be given for cancellations received after 10 days prior to the program date. American Conference Institute reserves the right to cancel any program it deems necessary and will, in such event, make a full refund of any registration fee, but will not be responsible for airfare, hotel or other costs incurred by registrants. No liability is assumed by American Conference Institute for changes in program date, content, speakers or venue.
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Sponsorship & Exhibition OpportunitiesMaximize your organization’s visibility in front of key decision-makers in
your target market. For more information, contact Director of Business
Development Daniel Gellman at 1-877-927-0718 ext. 7389 or by email
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Our Andon system notification not only signals an Andon stack light but also provides the reason why the notification was initiated. This notification reason is displayed on scoreboards, on smart devices and can be emailed or texted. This is also done for downtime events as well. Not only do you know instantly the cell/line is down or needs assistance but you also know why by operator inputted reason codes. All data is conveniently logged to produce various reports and graphs instantly. System utilizes Power Over Ethernet, MP3 as well as many other features. http://www.andonmobile.com
Top Reasons to Attend
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NETWORK and BENCHMARK with a room full of lean professionals
GATHER innovations and ideas from other lean programs
DEVELOP new tools and tactics to cultivate a Continuous Improvement culture
DISCUSS methods to get the most out of your team and inspire new leaders
BUILD stronger performance management systems using real-world working examples
