LEAN SIX SIGMA IN
A TECHNOLOGICALLY
ADVANCING WORLD
FINAL PROGRAM
1 9 t h A N N U A L
LEAN SIX SIGMA WORLD CONFERENCE
March 25-26, 2020 Hilton Orlando Lake Buena Vista Disney Springs
Industry 4.0
Machine Learning
Big Data
AI
NEW! Conference
features
LSS TALKS
Dr. Adam Stoehr Keynote: How to Be
Happier at Work
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 2
LEAN SIX SIGMA YELLOW BELT CERTIFICATION WORKSHOP
Tuesday, March 24, 2020; 8 AM – 4 PM; 0.7 CEU Room: Lanai
Don Johnston, Vice President, Roxtar Consulting, Inc., Titusville, FL, USA Bonnie K. Stone, Process Improvement Consultant, TTEC, Merritt Island, FL, USA
Upon successful completion of this workshop, participants will be Lean Six Sigma Yellow Belt certified, and will receive 0.7 CEU for attendance.
Description: An ideal introduction to Lean & Six
Sigma for those not yet trained as a Belt. The interactive workshop combines instructions with hands-on application of Lean & Six Sigma concepts. With this workshop you will learn: The fundamental Lean principles, Six Sigma principles, and the overwhelming benefits of blending the two in a unified approach;
Project execution based on the DMAIC methodology
Project targeting criteria and what makes a great LSS project
Lean Six Sigma concepts and tools
and Key elements of successful Lean
Transformation
Note that this special workshop price is made possible by our sponsors Roxtar, Inc., and TTEC.
Who Should Attend: This is an outstanding workshop for beginners, practitioners, and executives wanting to better understand Lean Six Sigma and who are seeking a Yellow Belt Certification.
Faculty: Don Johnston has trained people at all
levels from small businesses to the Ford Motor Company and the Space Shuttle Program. Don received his B.S. Degree in Mechanical Engineering from MIT and his Masters in Engineering Management from the Florida Institute of Technology. He is a certified LSS Master Black Belt.
Bonnie Stone has over 20 years of experience in the aerospace and healthcare industries in Quality, Engineering, and Organizational Excellence. Bonnie received her undergraduate degrees from Memphis State University, an MBA from Florida Institute of Technology, and a Masters in Industrial Optimization from Embry Riddle Aeronautical University. She is a certified LSS Master Black Belt.
Fee: There is an additional fee for each workshop.
For further information, please see the conference site at www.leanandsixsigma.org/WS-yellow_belt
EXHIBITS
Palm Ballroom 2
Exhibitor Fee Early Bird price of $1,595 until January 31, 2020; after this date $1,695
Exhibit Schedule
Exhibitor Move-In Tuesday, March 24, 2020 4:00 PM – 6:00 PM
Show Days Wednesday, March 25, 2020 7:30 AM – 5:00 PM
Thursday, March 26, 2020 7:30 AM – 1:30 PM
Exhibitor Move-Out Thursday, March 26, 2020 1:30 PM – 3:00 PM
CONFERENCE CONTACT
LEAN SIX SIGMA WORLD CONFERENCE
Phone: (408) 800-2749 or 1 (800) 875-1960
Fax: 1 (866) 500-9081
Email: [email protected]
www.leanandsixsigma.org
Register online: https://cvent.me/ZQqqEw
CONFERENCE POLICY
© 2020 ISO/LSS Conference. All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying and microfilm, without permission in writing from the European Quality
Institute.
For full paying conferees only, if registered and paid by: January 31, 2020. Your early registration gives the Conference the ability to estimate the number of attendees in advance. This results in cost savings. We pass these savings on to you in the form of an Early Registration Gift. If you register for the LEAN SIX SIGMA WORLD CONFERENCE by the early registration deadline, you are entitled to receive one of the following:
YETI 30 oz. Stainless Steel Tumbler
Amazon Echo Dot
Tablet, 7" Display
Wireless Noise Cancelling Headphones
Please register early. Quantities are in limited supply. Selected gifts will be provided while quantities last, and are available on a first-come, first-served basis. Note that the Conference reserves the right to substitute other colors of the same product and reserves the right to substitute a
similar item of equal or greater value.
ON-SITE REGISTRATION
Palm Foyer 3
Badge Pick Up
Tuesday, March 24, 2020; 1:00 PM – 3:50 PM
Wednesday, March 25, 2020; 7:00 AM – 11:50 AM; 1:00 PM-3:50 PM
Thursday, March 26, 2020 7:00 AM – 11:50 AM; 1:00 PM – -2:00 PM
Workshop badges, materials, and certificates will be distributed in class
Gift Distribution Tuesday, March 24, 2020
1:00 PM – 3:50 PM
Wednesday, March 25, 2020 9:45 AM – 10:15 AM; 2:45 PM – 3:15 PM
Thursday, March 26, 2020 9:50 AM – 10:15 AM
EARLY
REGISTRATION
GIFTS
Speakers’ Orientation Meeting Tuesday, March 24, 2020
6:00 PM – 7:00 PM
Room: Lanai
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 3
Conference Chair’s Message We are witnessing
a time of
groundbreaking
technological
advances that are
moving at lightning
speeds, from
unmanned aerial
vehicles to
advances in
modern medicine.
To keep pace,
companies are
utilizing continuous
improvement tools and techniques to stay
competitive within their specific marketplace. As a
result, the Lean Six Sigma (LSS) community is
growing and evolving rapidly as processes are
adapted into various industries from
manufacturing to healthcare.
Lean Six Sigma is a methodical approach to
waste identification, elimination, and reduction in
process variation. As an LSS practitioner, it is
often hard to make changes alone; it requires a
strong team and an organizational culture that
supports such initiatives. The Lean Six Sigma
World Conference provides the platform that
maximizes the opportunity to network while
learning from industry experts.
During this year’s LSS Conference, participants
will have the ability to interact with exceptional
speakers, while attending learning focused
facilitated sessions. Topics covered will range
from big data, Lean in government, LSS in health
care, LSS deployments to the behavioral side of
change management.
This is an essential conference for LSS
practitioners, executives, executive sponsors, CI
leaders, and future CI facilitators. Listen, we all
had to start from somewhere; why try and do it
alone when you can join the LSS World
Conference family of practitioners.
As an LSS practitioner, I first attended the LSS
World Conference as a session speaker and
conference participant. Quickly I wanted to be
involved with this remarkable conference, and as
this year’s conference chair, you will not be
disappointed.
I look forward to meeting you and sharing ideas
while we enhance our continuous improvement
journey!
Korey Zawadzki
Chair,
2020 Lean Six Sigma World Conference
LSS TRACK 1
KEYNOTE - LEAN SIX SIGMA, TECHNOLOGY, AND HUMAN BEHAVIOR
Palm Ballroom 3-5; K. Zawadzki; J. Johnson
8:00 AM–8:10 AM
Opening Remarks Korey Zawadzki, Chair, 2020 Lean Six Sigma World Conference
8:10 AM–9:00 AM; #LSS–011
How to Be Happier at Work Dr. Adam Stoehr, VP, Education and Research, Excellence Canada,
Toronto, Canada
9:00 AM–9:45 AM; #LSS–012
Key Tactics of a Global Lean Six Sigma Deployment Leveraging
Industry 4.0, AI, and Big Data Analytics Chris Singleton, VP Operational Excellence, Benchmark Electronics, Inc.,
Tempe, AZ, USA Thomas J. Van Eimeren, Global Director, Lean Six Sigma,
Benchmark Electronics Inc., Tempe, AZ, USA
9:45 AM–10:15 AM; Refreshment Break
LSS TRACK 2
KEYNOTE - MAKE THE MOST OF LEAN SIX SIGMA AT THE MICRO AND MACRO LEVELS
Palm Ballroom 3-5; J. Johnson; B. Stone
10:15 AM–10:50 AM; #LSS–021
Lean Six Sigma in a Technologically
Advancing World Don Johnston, Vice President, Roxtar Consulting, Inc., Titusville, FL, USA
10:50 AM–11:25 AM; #LSS–022
Are You Flying Under the Radar? Korey Zawadzki, Sr. Partner, VP Operational Excellence and Business Development,
Competitive Solutions, Inc., Raleigh, NC, USA
11:25 AM–12:00 PM; #LSS–023
Purpleocity – Creating Sustainable Competitive Advantage Using a Lean Focus
Michael Ford, Sustainable Supply Chain Engineer, TQM Works Consulting, Port Crane, NY, USA
12:00 PM–1:00 PM; Lunch Break
Meeting Rooms
Hilton Orlando
Lake Buena
Vista
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 4
LSS TRACK 3
Palm Ballroom 3; M. Luzzatti; A. Gilley
LSS TRACK 4
Palm Ballroom 4; R. Aikman; J. Duarte
LSS TRACK 5
Palm Ballroom 5; B. Stone; K. Watson-Hemphill
1:00 PM–1:35 PM; #LSS–031
Continuously Innovate
Through Simplified Scientific
Problem Solving Using Lean
Six Sigma Principles Model Phaniendra Somraj, Staff Program Manager,
Teradata, San Diego, CA, USA
1:00 PM–1:35 PM; #LSS–041
Continually Improving Your Lean
Six Sigma Program – NASA Style Peggy Lynn Raines, Lean Six Sigma Program
Manager, NASA Glenn Research Center, Cleveland, OH, USA
Mark Adrian, President and Chief Executive Officer, Adrian Technologies, Inc.,
Tanner, Alabama, USA
1:00 PM–1:35 PM; #LSS–051
Innovate or Perish! You Can’t Be an
Island - How to Inspire Your Teams to
Embrace Design Thinking to Build
Innovation Cynthia Van Den Berge, Corporate Quality
Advisor, FedEx, Cordova, TN, USA
1:35 PM–2:10 PM; #LSS–032
Machine Learning: A Primer
and a Manufacturing Application Dr. Richard Titus Jr., Adjunct Faculty and
Principal, Lehigh University and Titus Consulting, Bethlehem, PA, USA
1:35 PM–2:10 PM; #LSS–042
How to Get Over 90% Lean & Six
Sigma Certification Rates! Angel Rivera, Director, Continuous Improvement,
Johnson & Johnson, Miami, FL, USA
1:35 PM–2:10 PM; #LSS–052
Integrating Design Thinking
and Lean Six Sigma: A Case Study Brandon Bieser, Strategic Initiatives
Leader-Operational Excellence, Edward Jones, Saint Louis, MO, USA
2:10 PM–2:45 PM; #LSS–033
How the Six Sigma Belts Improve
the Robotic Process Automation Constantin Stan, CEO, ENVISO,
Bucharest, Romania Alexandra Niculae, Training Director,
ENVISO, Bucharest, Romania
2:10 PM–2:45 PM; #LSS–043
Managing WIP Limits
With Objectives and Key Results Dr. Mariya Breyter, Enterprise Agile Coach,
Goldman Sachs, New York, NY, USA
2:10 PM–2:45 PM; #LSS–053
DOE: Why Does It Have to Be
So Complicated? Jim Leonard, Sr. Consultant, Quality Support
Group, Ave Maria, FL, USA
2:45 PM–3:15 PM; Refreshment Break
LSS TRACK 6
Palm Ballroom 3; A. Gilley; M. Luzzatti
LSS TRACK 7
Palm Ballroom 4; D. Johnston; M. Ford
LSS TRACK 8
Palm Ballroom 5; K. Bradley; K. Zawadzki
3:15 PM–3:50 PM; #LSS–061
Artificial Intelligence: Transforming
Human & Machine Collaboration Adam Gilley, Financial Consultant, Intuit,
Orlando, FL, USA
3:15 PM–3:50 PM; #LSS–071
Process Mining for a
Digitally Transformed World Dr. Steven Remsen, Manager, Intel
Corporation, Hillsboro, OR, USA
3:15 PM–3:50 PM; #LSS–081
Short Cutting
CI = Failure Mike Kelemen, CI System Manager, BAE
Systems, York, PA, USA
3:50 PM–4:25 PM; #LSS–062
Deploying Artificial Intelligence
to Revitalize Lean Six Sigma
Deployments Michael L. George Sr., CEO, AI Technologies,
The Colony, FL, USA
3:50 PM–4:25 PM; #LSS–072
Shark Tank - Taking
the "Bite" Out of
Project Idea Generation Dave Harry PMP CSSBB LBC, Black Belt Trainer, Process Whisperer Consultants,
LLC, Greeneville, TN, USA
3:50 PM–4:25 PM; #LSS–082
Effective and Efficient
Problem Solving and
Causal Attribution David Auda, Reliability/Safety Engineer, Volvo/Mack Truck, Greensboro, NC, USA
4:25 PM–5:00 PM; #LSS–063
Lean and AI Working
Hand in Hand in Manufacturing Patrick Durcinka, Director of Continuous
Improvement, Kessington Aerospace, Elkhart, IN, USA
“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.”
–Winston S. Churchill
4:25 PM–5:00 PM; #LSS–083
The Kaizen Event
Is Over – Now What? Erin King, Corporate Continuous Improvement
Manager, Precision Partners Holding Co., Amherstburg, Ontario, Canada
6:00 PM – 7:00 PM; Reception
WEDNESDAY AFTERNOON, MARCH 25, 2020
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 5
LSS TALKS! Palm Ballroom 4; Track Chair: K. Hemphill; RC: K. Zawadzki
10:15 AM–10:40 AM; #LSS–141
Quantum Computing Will Blow Up the Operational Excellence World
Don C. Johnston, Vice President, Roxtar Consulting, Inc., Titusville, FL, USA
10:40 AM–11:00 AM; #LSS–142
Lean Six Sigma Strategies in Cyber Security
Scott M. Jauman, Master Black Belt, Lean Six Sigma, Target Corporation,
Brooklyn Park, MN, USA
11:00 AM–11:20 AM; #LSS–143
Quick Hit Projects for Fun and Profit Bonnie K. Stone, Process Improvement Consultant, TTEC, Merritt Island, FL, USA
11:20 AM–11:40 AM; #LSS–144
Data Visualization – The Power of Storytelling
Kimberly Watson-Hemphill, President, Firefly Consulting, Austin TX, USA
11:40 AM–12:00 PM; #LSS–145
Impact of Bias on Problem Solving and Improvement
Marco Luzzatti, Trainer, Greenville Technical College, Greenville, SC, USA
LSS TRACK 9
Palm Ballroom 3; R. Aikman; K. Bradley
LSS TRACK 10
Palm Ballroom 4; R. Darnell; J. Johnson
LSS TRACK 11
Palm Ballroom 5; M. Ford; M. Cichonski
8:00 AM–8:40 AM; #LSS–091
Fusion: Lean Six Sigma Meets
Customer Experience Perian Stavrum, Sr. Director Program/Project Manager, Wolters Kluwer, St. Cloud, MN, USA
Lisa Hagen, Customer Experience Program Manager, Wolters Kluwer, Saint Cloud, MN, USA
8:00 AM–8:40 AM; #LSS–101
Becoming a Coaching
Powerhouse! Ron Darnell, 8D Implementation Manager,
Siemens Gamesa Renewable Energy, Orlando, FL, USA
8:00 AM–8:40 AM; #LSS–111
I Brought Plenty of Pink Post-It
Notes: Lessons Learned From
Facilitating Kaizen Events Tom Lease, Staff Chief Engineer, Northrop
Grumman, Linthicum, MD, USA
8:40 AM–9:15 AM; #LSS–092
Impactful Voice of the Customer
Process For a Compelling
Business Case John Goodman, Vice Chairman, Customer Care Measurement & Consulting, Alexandria, VA, USA
8:40 AM–9:15 AM; #LSS–102
Coaching
the Lean Mindset
in Service Dieter Joseph Duarte, Owner & Founder,
Makoto Flow, Ltd., Lwakuni-shi, Japan
8:40 AM–9:15 AM; #LSS–112
Point of Cause:
The Step Before Root Cause Gregory Warren Robertson, Lean Strategy
and Implementation Manager, Hallmark Cards, Kansas City, MO, USA
Nikki Morrow, Lean Strategy and Implementation Manager, Hallmark Cards, Kansas City, MO, USA
9:15 AM–9:50 AM; #LSS–093
Combating Cyber Crime: Implementing a Successful Cyber Management System
Satya Kudapa, Business Management Consultant, LSS Master Black Belt,
TMAC University of Texas at Arlington, TX, USA
“Coaching is unlocking a person’s potential to maximize their own performance.
It’s helping them to learn rather than teaching them.”
–Tim Gallwey
9:15 AM–9:50 AM; #LSS–113
How One Marshmallow
Can Change the Way You
Think About Problem Solving Patrick Adams, CEO/Executive Lean Coach,
Patrick Adams Consulting Services, Allendale, MI, USA
9:50 AM–10:15 AM; Refreshment Break
LSS TRACK 12
Palm Ballroom 3; J. Duarte; A. Gilley
LSS TRACK 13
Palm Ballroom 5; M. Ford; M. Cichonski
10:15 AM–10:50 AM; #LSS–121
Integrating
Lean Six Sigma
With Data Science Devshree Golecha, Assistant Vice President,
EXL Service, Sugarland, TX, USA
10:15 AM–10:50 AM; #LSS–131
Keeping Children’s Hearts Precious:
Providing Exceptional Care
While Fighting Infections Jamie MacLaren, Continuous Improvement
Engineer, Michigan Medicine, Ann Arbor, MI, USA Mandy McKay, Project Manager, Michigan
Medicine, Ann Arbor, MI, USA
10:50 AM–11:25 AM; #LSS–122
Data Science for Six Sigma
Professionals James E. Duarte, Principal, LJDUARTE &
Associates, LLC, Clermont, FL, USA
10:50 AM–11:25 AM; #LSS–132
Bundles of CABG: Preparing Cardiac
Surgery for Value Based Pay Melina Darby, Senior Project Manager, Michigan
Medicine, Ann Arbor, MI, USA
Jamie MacLaren, Continuous Improvement Engineer, Michigan Medicine, Ann Arbor, MI, USA
11:25 AM–12:00 PM; #LSS–123
Easing into Big Data:
From Logistic Regression to Cart Kristine Nissen Bradley, Principal, Firefly Consulting, Austin, TX, USA
Artificial intelligence is here and being rapidly commercialized, with new
applications being created not just for manufacturing but also for energy,
healthcare, and oil and gas. This will change how we all do business.
– Joe Kaeser
12:00 PM–1:00 PM; Lunch Break
THURSDAY MORNING, MARCH 26, 2020
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 6
LSS TRACK 15
CASE STUDIES THAT WILL FLOOR YOU!
Palm Ballroom 3; Track Chair: J. Duarte; RC: R. Darnell
LSS TRACK 16
USING THE RIGHT LSS TOOLS FOR THE RIGHT PURPOSE
Palm Ballroom 4; Track Chair: R. Aikman; RC: J. Johnson
LSS TRACK 17
CULTIVATING A CULTURE OF LEAN SIX SIGMA
Palm Ballroom 5; Track Chair: B. Stone; RC: K. Watson-Hemphill
1:00 PM–1:35 PM; #LSS–151
Six Sigma for Operating Profit
Maximization in Ship Assist at the
West Coast of USA Dr. Ernesto Garcia, Director, Crowley
Maritime, Jacksonville, FL, USA
1:00 PM–1:35 PM; #LSS–161
The Importance of "DOE" When
Conducting a DOE Dr. Scott Kowalski, Advisory Technical Training,
Minitab, Sanford, FL, USA
1:00 PM–1:35 PM; #LSS–171
“The Winds of Change” Sailing Your
Project to Success Jennifer Hooks, Director Performance Improvement, Medical University of SC,
Charleston, SC, USA
1:35 PM–2:10 PM; #LSS–152
DMAIC at Armstrong - Results
That Will Floor You! David Hanan, 6 Sigma Development Manager,
MANTEC, Inc., Chambersburg, PA, USA
Sydney Tefft, Operations Leader, Armstrong Flooring Inc.,
Lancaster, PA, USA
1:35 PM–2:10 PM; #LSS–162
Improved Analysis
Technique for the
Solution Selection Matrix Robert Rhyder, Contractor, GuideWell,
Jacksonville, FL, USA
1:35 PM–2:10 PM; #LSS–172
Creating a Culture of Excellence
to Deliver Value and Achieve Peak
Performance Dr. Read G. Pierce, Vice President, Culture Transformation and Strategy, Institute for
Healthcare Excellence, Ponte Vedra Beach, FL, USA
Dr. William J. Maples, President and CEO, Institute for Healthcare Excellence,
Ponte Vedra Beach, FL, USA
2:10 PM–2:45 PM; #LSS–153
Using Lean Philosophy
To Reduce the Cycle Time of
Recruitment Process Dr. Yousuf Al Khamisi, Lean Practitioner, Sultan Qaboos University, Muscat, Oman
2:10 PM–2:45 PM; #LSS–163
Overcoming Bias – A Core
Skill for Effective
Data Collection Russ R. Aikman, LSS Program Manager,
TMAC University of Texas at Arlington, TX, USA
2:10 PM–2:45 PM; #LSS–173
Cultivating an
Improvement Mindset
in the Millennial Generation Benjamin Hoseus, Sr. Associate, Process Capability Partners, San Antonio, TX, USA
2:45 PM–3:15 PM; Refreshment Break
LSS TRACK 18
INCREASING SUCCESS WITH LEAN SIX SIGMA
Palm Ballroom 3; Track Chair: M. Cichonski; RC: J. Duarte
LSS TRACK 19
THE LEADERSHIP OF CHANGE FOR LEAN SIX SIGMA
Palm Ballroom 4; Track Chair: A. Gilley; RC: R. Darnell
LSS TRACK 20
DIVIDE & CONQUER WITH LEAN SIX SIGMA
Palm Ballroom 5; Track Chair: K. Zawadzki; RC: M. Luzzatti
3:15 PM–3:50 PM; #LSS–181
Hitting Your Target
With Kata Leigh Ann Schildmeier, Founder & President,
Park Avenue Solutions, Phoenix, AZ, USA
3:15 PM–3:50 PM; #LSS–191
Change Who? The Continuous
Improvement of Oneself Louie Anthony Edwin Hendon III,
Senior Continuous Improvement Specialist, Cleveland Clinic - Hillcrest Hospital,
Mayfield Heights, OH, USA
3:15 PM–3:50 PM; #LSS–201
Increasing Relevance
of Lean in
Technology Reuben Daniel, Senior Manager, Deloitte Consulting, LLP, North Brunswick, NJ, USA
3:50 PM–4:25 PM; #LSS–182
Are You in the 80% or 20%?
Project Success - Making
It Happen Mark Lawrence Cichonski, Executive Director,
Tactegra, Concord, NC, USA
3:50 PM–4:25 PM; #LSS–192
Leader Behaviors for Sustaining
Lean Methodologies in
Multi-National Companies Gary Vance, VP of Operations,
JBT Corporation, Orlando, FL, USA
3:50 PM–4:25 PM; #LSS–202
Saving Time and Money by
Adding Value Through Purposeful
Knowledge Management Dr. Cindy Young, Curriculum Developer/Instructor, Leidos,
Virginia Beach, VA, USA
4:25 PM–5:00 PM; #LSS–183
Using Social Responsibility To
Improve Your Project's Chance
for Success William O. Ingram III, Director of Lean Product Development, Interface, LaGrange, GA, USA
4:25 PM–5:00 PM; #LSS–193
The Leadership of Change - Three
Organizational Change
Management Lessons Learned Peter F. Gallagher, Global Head of People Solutions, Proudfoot, London, United Kingdom
4:25 PM–5:00 PM; #LSS–203
Splitting
the DMAIC Tom Quick, Senior Manager,
Ernst & Young, Powell, OH, USA
THURSDAY AFTERNOON, MARCH 26, 2020
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 7
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
WEDNESDAY MORNING, MARCH 25, 2020
Palm Ballroom 3-5; Korey Zawadzki; Jeff Johnson
8:00 AM–8:10 AM
Opening Remarks Korey Zawadzki, Chair, 2020 Lean Six Sigma World Conference 8:10 AM–9:00 AM; #LSS–011
How to Be Happier at Work
Dr. Adam Stoehr, VP, Education and Research, Excellence Canada,
Toronto, Canada
Keywords: Happiness, Excellence, Productivity
Industry: General Audience
Level: All
Description: This talk will change the way you
think about happiness at work. Employee
happiness at work is a function of satisfaction,
engagement, and morale. Explore how
improved employee happiness brings many
benefits, including better retention of talent,
higher productivity, increased creativity and
innovation, improvements in revenue potential,
enhanced customer experiences, and positive
customer responses, and outcomes. Each day,
the sun makes its way across the sky, bringing
light and life to the planet. This talk will shed sunlight on the topic of
employee happiness. Like sunshine, happiness can help our workplaces
be a much more productive place. This presentation will present the
following three major concepts:
1. What is happiness at work?
2. What are the tangible benefits of having happy employees?
3. How to increase happiness at work?
This session will shed light on the basic tenets of employee happiness
and provide strategies to make the workplace a happier and more
productive place. Participants will learn the definition of employee
happiness and how to identify the differences and similarities between
happiness, satisfaction, engagement, and morale. Participants will also
learn how to apply practical strategies to improve employee happiness
by dissecting original research on employee happiness and outlining the
tangible benefits of having happy people at work.
Biography: Dr. Adam Stoehr is a business excellence strategy expert
and employee happiness researcher. He is one of Excellence Canada's
primary facilitators and speakers. Adam has delivered talks for more
than 25,000 adults and has conducted more than 20 Canada Awards
for Excellence award verifications since 2000. He has a PhD in Business
Strategy from the University of the West of England, Bristol Business
School. His published thesis explores the relationship between a
strategic approach to quality and employee happiness. He also holds a
Master of Business Administration (MBA) from the Rotman School of
Management at the University of Toronto and a Bachelor of Business
Administration (BBA) and French degree from Wilfrid Laurier University.
9:00 AM–9:45 AM; #LSS–012
Key Tactics of a Global Lean Six Sigma Deployment Leveraging Industry 4.0, AI, and Big Data Analytics
Chris Singleton, VP Operational Excellence, Benchmark Electronics, Inc.,
Tempe, AZ, USA
Thomas J. Van Eimeren, Global Director, Lean Six Sigma, Benchmark
Electronics Inc., Tempe, AZ, USA
Keywords: Artificial Intelligence, Industry 4.0, Big Data
Industry: Manufacturing
Level: Advanced
Description: With today’s advances in
technology, Big Data is increasingly abundant
and the modernization of data visualization
enables users to quickly analyze and gain a
deeper understanding of business. When
innovating solutions, it is necessary to look
beyond Lean belt programs by merging Lean
methodologies with emerging Industry 4.0
technologies. Merging Lean with Industry 4.0
provides an abundance of opportunity using
precise data analytics and near real-time
information flow to root cause, proactively engage human/machine and
machine/machine interaction, and drive innovative solutions to increase
product velocity, quality, and cash cycles. Limited resources require that
projects are selected based on overall value versus the latest
technology.
Projects must combine the future vision of “True North” while providing
immediate value, and promoting innovation. I am excited to share a
sample of successful projects when leveraging Industry 4.0, Artificial
Intelligence, Big Data Analytics, and Visualization in a Continuous
Improvement Framework and Deployment Roadmap achieved at
Benchmark. The combination of Industry 4.0 and Lean methodologies
increases the ability to engage our organization which has been pivotal
to the success of our Benchmark Enterprise Excellence strategy.
Biography: Chris Singleton is the VP of Operational Excellence with
Benchmark Electronics in Tempe, Arizona. Chris is an accomplished
Operations leader with over 25 years of strategic leadership
experience within fortune 500 manufacturing and technology-based
companies. Chris holds an undergraduate degree in Business
Administration from the University of Phoenix and advanced studies in
Manufacturing Engineering at Stanford University. Chris also attended
Harvard University, Executive Management continuing education. He has
earned Lean Six Sigma Belt certifications during his career.
9:45 AM–10:15 AM; Refreshment Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 8
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
WEDNESDAY MORNING, MARCH 25, 2020
Palm Ballroom 3-5; Jeff Johnson; Bonnie Stone
10:15 AM–10:50 AM; #LSS–021
Lean Six Sigma in a Technologically Advancing World
Don Johnston, Vice President, Roxtar
Consulting, Inc., Titusville, FL, USA
Keywords: Technology, Transformation
Industry: General
Level: All
As Lean Six Sigma
professionals, we've
mastered a toolset
that is powerful
enough to transform
our organizations.
However, the ground
is shifting beneath us
as we speak:
technology is
advancing at an
accelerating rate. Do the LSS tools developed
decades ago still apply, or is the very playing
field we are on advancing so rapidly that we
are becoming irrelevant? The truth is that LSS
and its underlying concepts are needed more
than ever, but we must grow and adapt our
methods in this dynamic technological world.
To keep pace, LSS professionals must grow in
three areas: understand the technologies
affecting our organization's processes, master
the technologies that affect the LSS
methodology itself, and effectively adapt
what we’ve learned for the benefit of our
organizations. This talk will close by presenting
ways for you to find low-risk approaches to
learning and experimentation that will keep
you in front of this technological wave.
Biography: Don Johnston has over 30 years
experience leading major projects, advising
CEO’s executive teams, and has trained, and
mentored professionals who are changing the
world. Don holds multiple degrees, including
an MS in Engineering Management from the
Florida Institute of Technology and a BS in
Mechanical Engineering from MIT. He is a
certified LSS MBB and a Scrum Master.
10:50 AM–11:25 AM; #LSS–022
Are You Flying Under the Radar?
Korey Zawadzki, Sr Partner, VP Operational
Excellence and Business Development,
Competitive Solutions, Inc., Raleigh, NC, USA
Keywords: Leadership, Lean Implementation
Industry: Manufacturing
Level: All
Description: During
this dynamic and
interactive session,
the facilitator will
demonstrate how
“flying under the
radar” directly
impacts a Continuous
Improvement work
environment. What
does it look like to be
flying under the radar? Have you ever worked
in an area where you think change isn’t
possible or is too difficult, where there is a lack
of clarity on what is important? Are you
currently operating in firefighting mode? Do
you avoid engaging in difficult conversations?
Do you struggle with holding self or others
accountable? Have you ever heard “it has
always been done this way”? In some
instances, individuals hide under the cover of
mediocre performance. This, in many cases, is
the comfort zone where tasks are completed,
but just meet the standard. How and when do
you increase efficiency in this type of
environment? Do you have colleagues that are
a member of your team that display some of
these characteristics? How do you move from
good to great? These are all symptoms of
flying under the radar.
Biography: Korey Zawadzki is a Master
Facilitator utilizing a dynamic and motivational
approach to participant engagement. He is a
seasoned coach for executive level, middle
management, and front-line leaders; facilitates
executive, middle-management, and front-line
employee sessions focused on both process
improvement and behavioral transformation.
Currently, Korey serving in the US Army as a
Logistics Officer.
11:25 AM–12:00 PM; #LSS–023
Purpleocity – Creating Sustainable Competitive Advantage Using Using a Lean Focus
Michael Ford, Sustainable Supply Chain
Engineer, TQM Works Consulting,
Port Crane, NY, USA
Keywords: Core Competency, Creativity,
Critical Success Factors
Industry: General Audience
Level: Basic
Description: “No two
species can coexist
that make their living
in identical way”, an
observation by
Professor G.F.
Gause. This may be
an analogy to
dinosaurs becoming
extinct because they
didn’t adapt. We
sometimes forget to apply this important
concept to our professional and personal lives.
Purpleocity, which is loosely based on Seth
Godin’s Purple Cow theories, takes a light
hearted look at the art of leveraging your
core competencies and creating a sustainable
competitive advantage. This high energy
session promises to get your creative juices
flowing and send you home with dozens of
ideas on how to become PURPLE and stand out
from the competition!!! The audience will be
engaged in two exercises:
1. Identifying an example of a leader who
motivated people to produce result
2. What competitive factor will they compete
on, i.e. how will they be PURPLE.
Biography: Michael Ford is widely recognized
as a premier provider of corporate training.
He provides innovative solutions based on 30
years of experience in retail, distribution, and
manufacturing. He has presented at 370+
industry events throughout the U.S., Canada,
Japan, Nigeria, S. Africa, and Australia.
12:00 PM–1:00 PM; Lunch Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 9
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
WEDNESDAY AFTERNOON, MARCH 25, 2020
INDUSTRY 4.0 MEETS LEAN SIX SIGMA
Palm Ballroom 3; Track Chair: Marco Luzzatti; RC: Adam Gilley
1:00 PM–1:35 PM; #LSS–031
Continuously Innovate Through Simplified Scientific Problem Solving Using Lean Six Sigma Principles Model
Phaniendra Somraj, Staff Program Manager,
Teradata, San Diego, CA, USA
Keywords: System Driven Premium Quality,
Innovation, Scientific Problem Solving Using
Lean Sigma Principles
Industry: Software/IT
Level: Intermediate
Description:
"Continuously
Improve to
Continuously Innovate
through simplified
scientific problem
solving using Lean Six
Sigma Principles"
model. With my
varied experience in
ISO 13485 Quality
Management System, Lean Six Sigma, CMMI,
and continuous improvement project
experience, devised a Simplified Scientific
Problem Solving Approach for using Lean Six
Sigma toolkit to solve today's Software
enterprise challenges.
Biography: Phaniendra Somraj has 2 Master
degrees in the field of Mechanical
Engineering, Advanced Manufacturing
Technology and Management, Certified Lean
Six Sigma Black Belt, Lead Auditor in ISO
13485 2016, CMMI 2.0 Associate certified
with 15 years of experience Championing
strategy execution, Driving Initiatives, Leading
diverse teams, Executing quality management
system, Leading Lean Transformations, and
Continuous improvements. Worked in
Automotive, Micro Irrigation, Aerospace,
Nuclear, Medical Devices, and Software
Engineering enterprises.
1:35 PM–2:10 PM; #LSS–032
Machine Learning: A Primer and a Manufacturing Application
Dr. Richard Titus Jr., Adjunct Faculty and
Principal, Lehigh University and Titus
Consulting, Bethlehem, PA, USA
Keywords: Machine Learning, Productivity
Industry: Manufacturing
Level: Intermediate
Description: Crayola
manufactures more
than 3 billion crayons
and 500 million
markers per year at
their Easton, PA
facility. Crayola
began the Lean Six
Sigma journey in
2000 focusing on the
application of Lean.
In 2007 Crayola launched their first wave of
Green Belts. Since then over 100 Green Belts
and Black Belts have been trained and
certified and over 150+ projects have been
completed — delivering improved processes
and business results. Crayola with the help of
Minitab’s Salford Predictive Modeling (SPM)
experts, is applying machine learning to
improve productivity on equipment with
hundreds of sensors and real-time feedback
and monitoring. The fundamentals of the
machine learning regression methods, key
steps, pitfalls, and interpretation of output will
be reviewed with the focus of providing a
primer for organizations starting the machine
learning journey.
Biography: Dr. Richard Titus started his Lean
Six Sigma journey in 1998 as a Master Black
Belt at Ingersoll-Rand. Since then he has led or
participated on seven successful large-scale
deployments around the world and worked at
more than 50 companies supporting Lean Six
Sigma projects. Rich recently earned his Ph.D.
at Penn State University in Industrial and
Manufacturing Engineering.
2:10 PM–2:45 PM; #LSS–033
How the Six Sigma Belts Improve the Robotic Process Automation
Constantin Stan, CEO, ENVISO,
Bucharest, Romania
Alexandra Niculae, Training Director,
ENVISO, Bucharest, Romania
Keywords: Robotic Process Automation, Six
Sigma
Industry: Financial Services
Level: Advanced
Description: Robotic
process automation
(RPA) is the
methodology used to
implement software
that partially or fully
automate different
manual, rule-based,
and repetitive human
activities. The
software works by
replicating the actions of an employee,
interacting with one or more applications to
perform different tasks such as data entry,
build reports, make payments, make data
analysis or answer to customer service queries.
Many companies figured out, after the
implementation, that the outcome was not the
expected one. What happened? In our
presentation we would like to underline how
an improved process is more suitable for
automation, how a preliminary Lean Six Sigma
project will bring even more results than the
automation itself. The presentation includes
examples from two banks.
Biography: Constantin Stan is the CEO of
Enviso, having over 20 years experience in
process improvement within different
organizations. He runs Lean Management, Six
Sigma and business process management
projects with impact on both business processes
and people skills for continuous improvement
development. He is a certified Lean Six Sigma
Master Black Belt.
2:45 PM–3:15 PM; Refreshment Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 10
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
WEDNESDAY AFTERNOON, MARCH 25, 2020
CONTINUALLY IMPROVING YOUR LEAN SIX SIGMA PROGRAM
Palm Ballroom 4; Track Chair: Russ Aikman; RC: Jim Duarte
1:00 PM–1:35 PM; #LSS–041
Continually Improving Your Lean Six Sigma Program – NASA Style
Peggy Lynn Raines, Lean Six Sigma Program
Manager, NASA Glenn Research Center,
Cleveland, OH, USA
Mark Adrian, President and Chief Executive
Officer, Adrian Technologies, Inc.,
Tanner, AL, USA
Keywords: Management, Lean Six Sigma
Program, Continuous Improvement
Industry: Government
Level: Basic
Description: NASA has
been using Lean Six
Sigma since 2005 with
great success in
improving a variety of
processes. We are
complex organization
and began our journey
as a grass roots effort
at Marshall Space
Flight Center. During
that time, we focused primarily on Kaizen
events using our NASA trained Belts as
facilitators for those events. Since then we
have gotten more senior leader support and
have also opened up our LSS toolkit to include
DMAIC projects, 6S events, workout sessions,
and Design for Six Sigma. One of our unique
aspects of our program is the application of
Lean Six Sigma to continually improve the
effectiveness and efficiency of our Lean Six
Sigma Program. Our presentation will focus on
the history of NASA LSS, our approach to
continually improving our program, project
successes, lessons learned, and where we are
headed in the future.
Biography: Peggy Raines is the Program
Manager for NASA’s Lean Six Sigma
program. As a Master Black Belt, she oversees
the day to day operations of an LSS program
that spans all ten of NASA’s centers.
1:35 PM–2:10 PM; #LSS–042
How to Get Over 90% Lean & Six Sigma Certification Rates!
Angel Rivera, Director Continuous
Improvement, Johnson & Johnson,
Miami, FL, USA
Keywords: Lean Six Sigma Certification Rates,
Lean Communities of Practices, Six Sigma
Knowledge Centers
Industry: Healthcare
Level: Intermediate
Description: Johnson & Johnson has had a
good history of Continuous Improvement since
1999 but the programs needed to evolve to
meet our Supply Chain and changing
landscape for our customers. Due to low
certification rates (~40-50%); company
restructuring, and belts leaving the company,
the Continuous Improvement Corporate team
was disbanded in 2008. Then in 2015, The
Johnson & Johnson Supply Chain Academy was
formed to re-energize the organization and to
provide foundational training, tools, and best
practices to drive World Class Continuous
Improvement Skills to our associates. But our
educational programs had to be realigned
with the new way of working within Supply
Chain. This presentation will explore our
journey and share lessons learned that you can
apply to your business.
Biography: Angel Rivera is currently the
Director of Supply Chain Academy Continuous
Improvement (CI). He is responsible for
Enterprise Continuous Improvement
Methodologies Capabilities across the end-to-
end supply chain - over 60,000 associates. He
started Johnson & Johnson in 1999 in various
roles such as Manufacturing, Engineering,
PMO, Process Excellence & Project
Management within J&J Medical Devices
Sector. He is also Johnson & Johnson’s 1st
Certified Master Black Belt in history (year
2000).
2:10 PM–2:45 PM; #LSS–043
Managing WIP Limits With Objectives and Key Results
Dr. Mariya Breyter, Enterprise Agile Coach,
Goldman Sachs, New York, NY, USA
Keywords: Lean Kanban OKRs
Industry: Software/IT
Level: Intermediate
Description:
Objectives and Key
Results (OKRs) have
been well known for
decades now.
However, while OKRs
as a concept seems
logical and
straightforward, many
companies struggle
with implementing this
concept in an aligned and inspirational way.
We will analyze cascading OKRs based on a
four-dimensional OKR-setting framework and
discuss alignment principles as well as OKR
anti-patterns. In this interactive presentation,
participants will review impact OKR-setting
framework on sources of variability and
identify practical implementation of OKRs in
Lean Six Sigma, such as managing WIP limits,
removing waste, and improving performance.
Using OKRs as part of continuous performance
management progress aligns activities with
company’s top priorities, and increases cross-
functional coordination. We will play OKR
Jeopardy so that participants can test their
understanding of the introduced OKR
framework.
Biography: Mariya Breyter brings over 20
years of leadership experience to the Agile
and Lean community. Her passion for creating
high-performance teams to clients through
Lean processes has produced success after
success in companies ranging from Big 4
consulting and Fortune 100 firms to mid-sized
educational and media businesses. Mariya has
a Ph.D. in Computational Linguistics followed
by a Post-Doctorate at Stanford University.
2:45 PM–3:15 PM; Refreshment Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 11
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
WEDNESDAY AFTERNOON, MARCH 25, 2020
LEAN SIX SIGMA EMBRACES DESIGN THINKING
Palm Ballroom 5; Track Chair: Bonnie Stone; RC: Kimberly Watson-Hemphill
1:00 PM–1:35 PM; #LSS–051
Innovate or Perish! You Can’t Be an Island: How to Inspire Your Teams to Embrace Design Thinking to Build Innovation
Cynthia Van Den Berge, Corporate Quality
Advisor, FedEx, Cordova, TN, USA
Keywords: Innovation, Design Thinking, Lean
Industry: Service
Level: Basic
Description: Innovate or Perish! Sounds scary,
right? It should be! Think of the number of
companies that fail due to a lack of Innovation.
We all know the "biggies", but consider, for a
moment, the smaller, less well known businesses
that fail each year. Often this failure is
because of a lack of Design Thinking and
Innovation. Companies will fail if they don’t
understand what their customers want…it goes
beyond fulfilling a current need. It means
challenging your assumptions as a business
owner, engaging your team to think differently
and to be customer-centric. Building a
company culture of design thinking and
innovation requires the courage to try new
things, reward ideation, and to explore ways
to build understanding within your team. You
must lead by example. Now, more than ever,
there is an expectation to utilize your team's
diverse ideas, skill-sets, and talents.
Biography: Ms. Cynthia Van Den Berge is an
award winning quality management and
process improvement professional with over 25
years’ experience. She has worked with
Fortune 20 companies and her quality
initiatives have booked over $50M in
validated savings. She is a national speaker
and have co- lectured on quality at the
University of Memphis. Cynthia is an
experienced Quality Advisor, Six Sigma Black
Belt, Lean Sensei, Quality Manager, ASQ
Quality Auditor, and ASQ QDM Expert.
1:35 PM–2:10 PM; #LSS–052
Integrating Design Thinking and Lean Six Sigma: A Case Study
Brandon Bieser, Strategic Initiatives Leader-
Operational Excellence, Edward Jones, Saint
Louis, MO, USA
Keywords: Design Thinking, Design for Six
Sigma, Integration, Systems Thinking, Strategic
Roadmap, PMMS
Industry: Financial Services
Level: Intermediate
Description: Edward Jones understands the
importance of defining and planning projects
to ensure effective long term results. To that
end, using the Project Life Cycle (PLC) as the
base, Design Thinking methodology has been
applied to all major projects. The major
question is: How does Lean Six Sigma play a
significant role in working with and integration
with Design Thinking?
This presentation will walk through a case
study on how that is being done and the results
of that effort. The basic tools and process of
design thinking follows the "Observe, Reflect,
and Make" cycle. Being able to understand the
present and envisioning the future in a
continuous cycle that fails fast will be
demonstrated through the case study. The
major tools of a Design Sprint will be
reviewed and how they relate to Lean Six
Sigma tools.
Biography: Brandon Bieser is a Design
Thinking Strategic Consultant with Edward
Jones. In addition, he is a CSSBB and has the
PMP certification. He has been with Jones for
16 years and has a passion for enabling
business leader's ability to identify and solve
key strategic opportunities. He is a member of
the initial LSS team at Jones, led the first Jones
LSS project to utilize DOE – resulting in
$300K+ benefit, started the LSS organization
for the Jones Product division in 2015 - $2M+
benefit during leadership, aand is a member
of the initial Design Thinking cohort at Jones in
2019.
2:10 PM–2:45 PM; #LSS–053
DOE: Why Does It Have to Be So Complicated?
Jim Leonard, Sr. Consultant, Quality Support
Group, Ave Maria, FL, USA
Keywords: Quality, Design of Experiments,
DOE
Industry: Manufacturing
Level: Intermediate
Description: In R. J.
Del Vecchio’s text,
Understanding Design
of Experiments, he
wrote, "Eventually, I
did acquire
reasonable
competence in the
understanding of
basic Design of
Experiments
methodology. But the learning had proved to
be difficult…“ This session introduces a much
less complicated methodology for designing
and analyzing experiments than ANOVA and
other traditional approaches. It presents DOE
as a logical extension of intermediate and SPC
tools, rather than a highly complex technique
that's piled on top of past and current
practices. Learn a simplified, step-by-step
sequence you can use to analyze factor effects
on both performance and consistency - without
the need for another statistical software
package. Better manage future experiments
and gain a renewed appreciation for DOE
and why it is such a critical skill set for all. But
it doesn't have to be so complicated!
Biography: Jim Leonard is a consultant who
specializes in teaching the principles of W.
Edwards Deming. Jim is a Senior Consultant for
Quality Support Group and for 29 years
taught courses for Corporate and Professional
Education at the Worcester Polytechnic
Institute. Jim’s clients come from a wide variety
of manufacturing and service organizations.
He is also an instructor for the China Institute
for Innovation in Shanghai and an alumnus of
the U.S. Naval Academy.
2:45 PM–3:15 PM; Refreshment Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 12
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
WEDNESDAY AFTERNOON, MARCH 25, 2020
DEPLOYING ARTIFICIAL INTELLIGENCE WITHIN LEAN SIX SIGMA
Palm Ballroom 3; Track Chair: Adam Gilley; RC: Marco Luzzatti
3:15 PM–3:50 PM; #LSS–061
Artificial Intelligence: Transforming Human & Machine Collaboration
Adam Gilley, Financial Consultant, Intuit,
Orlando, FL, USA
Keywords: Artificial Intelligence, Machine
Learning, Change
Industry: High Tech
Level: Intermediate
Description: Artificial
Intelligence is
disrupting the world
of work at a fast
rate. In simple terms,
artificial intelligence
is technology that
replicates activities
that would normally
require human
involvement, such as
speech or facial recognition.
This session will focus on the impact that AI will
have on Lean Six Sigma, how to prepare for
the changes that lie ahead, and how to
harness the power of AI to work smarter.
Explore the major changes driving AI adoption
and evolving work trends. Learn how to
prepare for the disruption that AI will cause,
hone the skills that AI cannot replace, and
leverage AI to be more efficient and effective.
Biography: Adam Gilley works as a Financial
Consultant for Intuit, a Fortune 500 company.
Adam has worked at Orlando Health Inc. and
the Bank of New York Mellon, a Fortune 200
company. Adam earned his MBA from Rollins
College and earned his MS in Accounting from
the University of Central Florida. He earned
his BS in Business Administration-Finance from
the University of Florida. He is a Lean Six
Sigma Black Belt certified by the Lean
Methods.
3:50 PM–4:25 PM; #LSS–062
Deploying Artificial Intelligence to Revitalize Lean Six Sigma Deployments
Michael L. George Sr, CEO, AI Technologies,
The Colony, FL, USA
Keywords: Artificial Intelligence, Lean Six
Sigma, Transformation
Industry: Manufacturing
Level: Intermediate
Description: LSS practitioners have long been
taught to focus on the “Vital Few” per se
leveraging the Pareto Principle to identify the
20% of activities and processes creating 80%
of the value. Through the years, LSS projects
have been chartered with the goal of
improving these highest value processes and
have largely achieved admirable results.
However, and as time has passed, diminishing
returns have been realized through this
consistent, continued focus on only the “Vital
Few.” Because of this, and unfortunately in too
many instances, Continuous Process
Improvement (CPI) and LSS initiatives have
become less relevant in many organizations,
dare say even burdensome.
Learn how the combination of AI and LSS can
revitalize and perhaps even relegitimize your
organization’s CPI/LSS initiatives.
Biography: In 2002 Mike George wrote the
book “Lean Six Sigma”, which for the first time
fully integrated Lean with Six Sigma. Lean Six
Sigma (LSS) quickly became the most
extensively used waste reduction process
worldwide. The emergence of Artificial
Intelligence (AI) now offers an even more
powerful dimension in waste reduction which
builds on a foundation of LSS. Mike received a
B.A. in Physics from the University of
California, and an M.S. in Physics from the
University of Illinois. Mike has authored eight
books on process improvement which have
been translated into 14 different languages.
4:25 PM–5:00 PM; #LSS–063
Lean and AI Working Hand in Hand in Manufacturing
Patrick Durcinka, Director of Continuous
Improvement, Kessington Aerospace, Elkhart,
IN, USA
Keywords: Lean, Artificial Intelligence,
Manufacturing
Industry: Aviation/Space
Level: Basic
Description:
Kessington
Aerospace has
incorporated the
capabilities of AI
technology to
enhance its highly
complex scheduling
process. Relying on
AI’s ability to
manipulate and learn
from vast amounts of data, Kessington has
made use of an AI Pull System that schedules
jobs through the jungle of machinery enabling
on-time delivery to the customer.
The content of this presentation is to exhibit
how basic Lean improvements have worked
hand-in-hand with AI to provide Kessington
with an effective scheduling process that
eliminates non-productive meetings, frequent
schedule changes, huge WIP inventories and
ineffective wasteful expediting.
Biography: Patrick Durcinka has worked in a
broad range of industries. He has held
positions from project engineer to VP of
manufacturing along with 14 years as a Lean
consulting. Companies worked for, or with,
include American Lock, Harley Davidson,
Holiday Rambler, Patrick Industries,
Falconbridge Mining, Malinkrodt
Pharmaceutical, US Pipe, Honeywell
Aerospace, and Sargent Lock. Patrick holds an
Industrial Technology BS degree from Purdue
University, an MBA from Wesleyan University,
and two associate degrees. He is APICS
certified and a Lean Expert.
6:00 PM – 7:00 PM; Reception
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 13
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
WEDNESDAY AFTERNOON, MARCH 25, 2020
UNCOVERING HIDDEN LEAN SIX SIGMA OPPORTUNITIES
Palm Ballroom 4; Track Chair: Don Johnston; RC: Michael Ford
3:15 PM–3:50 PM; #LSS–071
Process Mining for a Digitally Transformed World Dr. Steven Remsen, Manager, Intel Corporation, Hillsboro, OR, USA
Keywords: Process Mining, Digital Transformation, Process Mapping,
Big Data, Automated Process Discovery, BPM
Industry: Manufacturing
Level: Basic
Description: As most mature continuous improvement programs will
attest, deploying manual process mapping methodologies can be time-
consuming activities that are prone to gross inaccuracies due to
stakeholders’ and subject matter experts’ subjectivity, limited scope, or
poor visibility within a given process. Process mining is an emerging
discipline that seeks to correct these critical flaws in traditional process
mapping by using computational algorithms that can quickly and
objectively create process models solely from event logs without using
any other a priori information. These process models can be further
enriched with attribute data to enable advanced data exploratory,
data mining, and modeling methods. Essentially, process mining helps
breathe life into reality-based, process models for digitally transformed
organizations. This session will give an overview of the core concepts
and methods of process mining as well as recommendations on how to
quickly integrate process mining into your continuous improvement
program.
Biography: Steve Remsen is passionate about leading continuous
improvement, advocating first principles thinking, and understanding
how to translate data-driven solutions into business results. As the
Global Manger of Enterprise Process Excellence at Intel and Lean Six
Sigma Master Black Belt, he has successfully led numerous continuous
improvement projects across the Intel enterprise. He holds a Ph.D. in
Experimental Solid State Physics from Northern Illinois University.
3:50 PM–4:25 PM; #LSS–072
Shark Tank - Taking the "Bite" Out of Project Idea Generation
Dave Harry PMP CSSBB LBC, Black Belt Trainer, Process Whisperer
Consultants, LLC, Greeneville, TN, USA
Keywords: Six Sigma, Project Idea, Suggestions, Ideas, Green Belt,
Engaging Employees
Industry: Manufacturing
Level: Basic
Description: All organizations need to evolve
and change to survive and grow. Within the
conference focus areas, "Deployment of Lean
Six Sigma" and "Employee Engagement,"
improving organizational cultural change is
key. Change management and focusing on the
people and processes engaged employees
and leads to sustainable cultural change. A
true measure of sustaining is an organization’s
continuous process improvement (CPI) initiatives
and gaining a constant stream of new ideas
from employees doing the work. Developing an engaged cadre of
problem-solving employees is vital and necessary for improving the
organizational culture. When management says, "We have a problem,"
we all want to see our employees raise their hands and say, "Put me in
Coach!"
Biography: As "The Process Whisperer®,” Dave Harry is an
experienced independent Lean Six Sigma Black Belt consultant and
Toyota Kata expert, He has presented around the world and taught
hundreds of LSS Green Belt classes over the past 15 years. Dave is a
retired U.S. Navy pilot and the CEO of Process Whisperer® Consultants
LLC.
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 14
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
WEDNESDAY AFTERNOON, MARCH 25, 2020
JUST DO LSS BETTER!
Palm Ballroom 5; Track Chair: Kristine Bradley; RC: Korey Zawadzki
3:15 PM–3:50 PM; #LSS–081
Short Cutting CI = Failure
Mike Kelemen, CI System Manager, BAE
Systems, York, PA, USA
Keywords: Continuous Improvement, DMAIC,
Lean Six Sigma
Industry: Defense/Military
Level: Intermediate
Description: Many
companies today that
claim to have
established
Continuous
Improvement (CI)
programs short-cut
the steps to achieving
effective process
improvements, and
subsequently and
continually “Band-Aid” the same problems
again and again. This session will examine
some common short-cuts that organizations
employ and the excuses presented for short
cutting effective CI methodologies. Participants
will explore: How to recognize those short cuts;
how to make the case that improvement short
cuts (e.g. identification of unconfirmed and
invalid causes) can be detrimental business
objectives; and how to counteract short cuts
with valid CI practices. Participants in this
session will walk away with assurances that
adherence to historically proven CI
methodologies is still critical for successful
advancement of increased organizational
process efficiency and in turn greater business
profitability.
Biography: Mike Kelemen has over twenty
years of experience implementing, revitalizing
and directing Continuous Improvement (CI)
programs, and leading senior executives in
operational and quality performance
improvement. He led improvement projects
resulting in reductions in operating cost with
verified savings of over $220 million. Mike is a
certified Lean Six Sigma Black Belt, PMP and
Experienced Change Agent – experienced in
A3, PDCA, MDI, RCCM, DMAIC, 5S, Kaizen,
DFLSS, and multi-site Continuous Improvement.
3:50 PM–4:25 PM; #LSS–082
Effective and Efficient Problem Solving and Causal Attribution
David Auda, Reliability/Safety Engineer,
Volvo/Mack Truck, Greensboro, NC, USA
Description: As in all
Lean Six Sigma
implementations,
efficiency and
effectiveness are
essential elements of
the process and the
final solution. In this
case the process is
problem solving and
root cause analysis
and the final solution needs to be a cure of the
issue so that it does not reoccur or spawn other
issues as a consequence to actions taken. This
workshop details how to structure a strategic
plan for implementing such and provides a
methodology for step wise, prescriptive, agile,
efficient and effective evidence based
analysis. Too often activity is mistaken for
progress and leads not only to inefficient
consumption of resources but results in an
ineffective conclusion. The attendee will learn
how to structure a workable strategic plan,
understand and deploy a prescriptive problem
solving tool using evidence based analysis and
understand the potential reasons why poor
performance had been persisting. Regardless
of whether you are a novice or a seasoned
practitioner there is something of value for all
attendees.
Biography: David Auda is a Reliability
Engineer with experience in a wide variety of
disciplines, which include but is not limited to
aerospace, sensitized goods manufacture,
instrument development, medical device design
and manufacture, heavy equipment design,
energy generation and currently complex
systems reliability and safety. David is an ASQ
validated trainer and a frequent workshop
facilitator and presenter at international
conferences and symposia.
4:25 PM–5:00 PM; #LSS–083
The Kaizen Event Is Over – Now What?
Erin King, Corporate Continuous Improvement
Manager, Precision Partners Holding Co.,
Amherstburg, Ontario, Canada
Keywords: Tracking, Kaizen, Sustainability
Industry: Manufacturing
Level: Advanced
Description: The
Kaizen Event has
been successfully
completed with
anticipated financial
impact. Everyone
goes back to their
day jobs and… Now
What? When asked
by the company
president how the
actual results were performing three months
later, the team had no idea. This talk will share
best practices developed over the years that
you can implement to track improvements,
verify financials and results and sustain efforts.
Learn about the “Productivity Tracker”
workbook built to track improvements and
financials monthly for a year. The bonus has
been how monthly measurement and
monitoring helps drive accountability and
shows what was done, what worked, and what
has been sustained.
Biography: Erin King is the Corporate
Continuous Improvement Manager for Precision
Partners Holding Company, a division of AK
Steel. In her role, Erin helps all divisional Lean
Coordinators work together to drive change
across her organization. She has more than 20
years of automotive manufacturing experience
and is a Lean Manufacturing expert, certified
by the University of Michigan, College of
Engineering. She has helped the company
grow and expand as a Tier-1 automotive
manufacturing organization, and her tenacity
and “outside the box” approach for excellence
has led to more than $3.5M hard dollar
savings in 2019 alone.
6:00 PM – 7:00 PM; Reception
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 15
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY MORNING, MARCH 26, 2020
LEAN SIX SIGMA FOR BETTER DATA SECURITY & CUSTOMER EXPERIENCE
Palm Ballroom 3; Track Chair: Russ Aikman; RC: Kristine Bradley
8:00 AM–8:40 AM; #LSS–091
Fusion: Lean Six Sigma Meets Customer Experience
Perian Stavrum, Sr. Director Program/Project
Manager, Wolters Kluwer, St. Cloud, MN, USA
Lisa Hagen, Customer Experience Program
Manager, Wolters Kluwer, St. Cloud, MN, USA
Keywords: Process-Centric, Customer-Centric,
Innovation
Industry: Education/Training
Level: Intermediate
Description: Fusion is
the integration of
Lean Six Sigma
practices combined
with Customer
Experience (CX)
concepts, methods
and tools to create a
holistic approach to
process improvement.
Fusion can be used in
all areas where an improvement to the internal
process is needed which impacts the customer.
Lean Six Sigma is an excellent process
improvement methodology, but it is missing key
elements that help employees understand how
business processes impact customer
experience. A significant number of CX
practitioners are also Lean Six Sigma Black
Belts and Green Belts. We hope to inspire the
entire CX and Lean Six Sigma community to
further advance the fusion of these practices
into a holistic methodology that elevates the
effectiveness of all disciplines.
Biography: Perian Stavrum has been a senior
leader with a large multi-national organization
in the financial services industry for the last 35
years with leadership experience in finance,
customer support, sales, business integration,
program management, and operational
excellence. She has an MBA, and is a certified
Lean Six Sigma Master Black Belt.
8:40 AM–9:15 AM; #LSS–092
Impactful Voice of the Customer Process For a Compelling Business Case
John Goodman, Vice Chairman, Customer
Care Measurement & Consulting,
Alexandria, VA, USA
Keywords: Business Case, Voice of the
Customer, Customer Experience
Industry: Service
Level: Intermediate
Description: Quality
executives are
dependent upon
Voice of the
Customer processes
to assist in setting
priorities and create
business cases for
investment. CCMC
has completed a new
benchmarking study
of over 100 corporations, which found that
those VOC systems that are most impactful are
jointly run by customer experience (CX),
Quality, and Customer Insights.
This presentation will outline eight factors
leading to an impactful VOC process and
illustrate how to build a business case that
focuses not just on cost savings but also on
revenue and margin enhancement as well as
opportunities to foster positive word of mouth
(WOM). The audience will be involved via
three short practical exercises that will leave
them with a starting place when they return
home.
Biography: John Goodman has written three
books on service and customer experience,
and spoken at several AQI conferences in the
past as well as two score ASQ events. He has
eight articles in Quality Progress with a 9th in
work about Mazda's application of his book,
Customer Experience 3.0.
9:15 AM–9:50 AM; #LSS–093
Combating Cyber Crime: Implementing a Successful Cyber Management System Satya Kudapa, Business Management Consultant,
LSS Master Black Belt, TMAC University of
Texas at Arlington, TX, USA
Keywords: Cyber Security, Cybercrimes
Industry: Service
Level: Intermediate
Description: Cyber
security is no longer
an unknown
commodity and
cybercrimes are a
global problem that
affect many spheres
of human life. Almost
everything we see in
our daily life may
need some form of
cyber security. With the adoption of new
technologies and digitization of manufacturing,
the amount of data generated, handled, and
transmitted is also growing exponentially,
which in turn increases the risk of data
breaches leading to cyber security incidents.
While some organizations feel that they may
not be a target of cybercrime, every new
product and technology is at risk of being a
target for cyber criminals. In light of this
uncertain environment, manufacturers must do
everything that is possible to be one-step
ahead. Do you have a management system to
monitor systems and respond in order to
prevent and report cybercrimes? The presenter
will share experiences and lessons learned
implementing a Security Management System
at a local manufacturing company.
Biography: Satya Kudapa currently leads the
statewide Smart Manufacturing Center of
Excellence (COE) that is critical to the
development of TMAC’s I4.0 related products
and services. He also leads the Cyber Security
team at TMAC that is responsible for the
development of cyber security capabilities.
9:50 AM–10:15 AM; Refreshment Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 16
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY MORNING, MARCH 26, 2020
POWERHOUSE COACHING TIPS FOR LEAN SIX SIGMA
Palm Ballroom 4; Track Chair: Ron Darnell; RC: Jeff Johnson
8:00 AM–8:40 AM; #LSS–101
Becoming a Coaching Powerhouse!
Ron Darnell, 8D Implementation Manager, Siemens Gamesa
Renewable Energy, Orlando, FL, USA
Description: Think back to the best coach or
leader you ever had. Were they assertive, yet
strong? Were they driven and full of energy?
Did they know how to improve yours or the
team’s performance? Chances are you can
answer each question affirmatively. The
problem is the basics of coaching: how to
instruct, how to give feedback, how to ask
questions, and how to listen, are not taught in
school. Often formal corporate coaching and
mentoring initiatives are not in place. So how
does one become a coach? How does one improve as a coach?
This presentation is based on a combination of adult education,
personal observation and experimentation, all in the continuous
improvement arena. This experience gives us a unique perspective on
what makes a great coach. This session provides practical applications
of coaching.
Biography: Many companies solve the same problem over and over
again. Ron Darnell helps individuals and teams understand and apply
proven methods and tools in their daily work, so they deliver
impactful, permanent, solutions. Ron started his career in the US Navy
and before retiring, he taught the Navy’s leadership and total quality
courses. Ron is with Siemens Gamesa Renewable Energy. He is a
Certified Six Sigma Black Belt, Advanced Lean Practitioner, and
Master Trainer. Ron holds a BA in Business Administration from
Columbia College. His book, “Conquer Your Project! 100 Tips,
Strategies, and Insights to Defeat Project Problems” is set to be
published in April 2020.
8:40 AM–9:15 AM; #LSS–102
Coaching the Lean Mindset in Service
Dieter Joseph Duarte, Owner & Founder, Makoto Flow, Ltd.,
Wakuni-shi, Japan
Keywords: Lean Thinking, Systems Approach
Industry: Service
Level: Intermediate
Description: Companies in the service sector
are constantly under pressure to deliver
excellent customer service, faster response
times, and valuable support for their
customers. Lean optimizes all service delivery
processes by targeting wasteful and non-value
added activities that support the customer
experience. Lean addresses a wide range of
problems facing service organizations, such as
complexity reduction, sales force productivity
enhancement, operations risk control, cost
leadership, combining scale with flexibility, service excellence, and
improving employee morale and involvement. Service organizations
worldwide are beginning to realize that only those organizations that
are efficient and able to meet the changing needs of customers will
survive the fierce competition of the marketplace. This is truly a mindset
change. The challenge is in seeing this waste, so that you can then
eliminate it. When done right, teams literally change the way work is
done.
Biography: D. J. Duarte has 34 years as a Global Optimization Expert
& Leadership Coach. He has worked in manufacturing, service,
healthcare, and logistics. His expertise spans seven continents, 40
different cultures, 17 different industries, and several leading global
consulting firms. D. J. holds a BS from the University of Arkansas, AS
from the University of Maryland, and completed an Executive
Leadership Development Program from the Department of Defense.
9:50 AM–10:15 AM; Refreshment Break
Group Room Rate Single/Double: $199+$20 Discounted resort fee+applicable taxes. Room rates are valid 3 days before and 3 days after the event dates.
Resort fee covers the following Guestroom High Speed Internet Access
Disney Bus transportation
Local/1-800 Calls up to 60 minutes
DVDNow Movie Rentals
Two (2) 16 oz. Starbucks Coffees daily at Mainstreet Market
Two (2) 16.9 oz bottled water (Nestle Pure Life) daily, redeemable at Mainstreet Market
$5.00 discount on one attraction ticket sold at the concierge desk (coupons cannot be combined)
10% off coupon to Accents Gift Shop with $30.00 purchase
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 17
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY MORNING, MARCH 26, 2020
A NEW ANGLE FOR PROBLEM SOLVING IN LEAN SIX SIGMA
Palm Ballroom 5; Track Chair: Michael Ford; RC: Mark Cichonski
8:00 AM–8:40 AM; #LSS–111
I Brought Plenty of Pink Post-It Notes: Lessons Learned From Facilitating Kaizen Events
Tom Lease, Staff Chief Engineer, Northrop
Grumman, Linthicum, MD, USA
Keywords: Kaizen, Facilitation, Waste
Industry: Defense/Military
Level: Basic
Description: Kaizen is a Lean-management
method for analyzing the current state and
designing a future state for the series of events
that take a product or service from its
beginning through to the customer. When
mapping the current state, it is common to have
a series of ideas, comments, and suggestions
about “problems” with the current state; that is,
the Kaizen Bursts or the “Aha!” moments.
Having facilitated more than a dozen Kaizen
events since 2017, there are many lessons
learned that can be used to help facilitate
future events. The Kaizen events covered
different areas from manufacturing to the
proposal submission process to health &
safety. This presentation will share the lessons
learned from facilitating these Kaizen events
as well as other useful information about this
Lean-management method to help fix “Aha”
moments and how to better facilitate future
Kaizen events.
Biography: Tom Lease is a Staff Chief
Engineer for Northrop Grumman Corporation
in the Mission Systems Continuous Improvement
Group. His previous work experience includes
working as an engineer and project manager
in nuclear power, healthcare, and training
systems & integration. Tom has a BS in
Mechanical Engineering and MS in Industrial &
Systems Engineering. He is a licensed
Professional Engineer in Maryland and
Virginia, a Certified Project Management
Professional (PMP), and a Certified Systems
Engineering Professional (CSEP).
8:40 AM–9:15 AM; #LSS–112
Point of Cause: The Step Before Root Cause
Gregory Warren Robertson, Lean Strategy
and Implementation Manager, Hallmark
Cards, Kansas City, MO, USA
Nikki Morrow, Lean Strategy and
Implementation Manager, Hallmark Cards,
Kansas City, MO, USA
Keywords: Root Cause, Point of Cause,
Problem Solving
Industry: Manufacturing
Level: Intermediate
Description: While
virtually all Lean Six
Sigma practitioners
understand the
importance of
identifying the root
cause or causes for
their problem, many
overlook the
important initial step
of establishing the
‘point of cause’. Often confused with the actual
problem, point of cause defines the conditions
that created or contributed to the problem
(what) as well as the physical time (when) and
location or step in the process (where) the
problem is occurring. If you can determine the
“what,” “when,” and “where” for your
problem, you have a much better chance at
determining the true root cause then potential
solutions that are impactful, feasible and
sustainable. This session helps clarify the
mystery of point of cause through examples as
well as a simple framework for structuring a
point of cause statement. The session also
includes an interactive group exercise to help
cement the concept.
Biography: Greg Robertson is a certified
Innovation leader, Lean expert, and Six Sigma
Master Black Belt who created and led Black
& Veatch Corporation’s award winning
business excellence program until 2010. He is
currently a Lean Strategy and Implementation
leader with Hallmark Cards Inc. in Kansas City,
Missouri.
9:15 AM–9:50 AM; #LSS–113
How One Marshmallow Can Change the Way You Think About Problem Solving
Patrick Adams, CEO/Executive Lean Coach,
Patrick Adams Consulting Services,
Allendale, MI, USA
Keywords: PDCA, Marshmallow, ollaboration
Industry: Manufacturing
Level: Intermediate
Description: Did you
know one
marshmallow can
change the way you
solve problems?
During this session,
participants will
engage in the famous
Marshmallow
Challenge and
understand the power of becoming a 'Learning
Organization.'
Participants will learn how to facilitate this
activity in a way that helps give an
introduction to Plan-Do-Check-Act. This session
includes an introduction to PDCA and
structured problem solving to include learned
benefits such as teamwork, collaboration, team
diversity, communication, and so much more!
Biography: Patrick Adams has been delivering
bottom-line results through specialized process
improvement solutions for over 20 years. He's
worked with all types of businesses from
private, non-profit, government, and
manufacturing ranging from small businesses to
billion dollar corporations. Patrick is a proven
leader, coach, and highly experienced
consultant that is niche focused on
organizational strategy and leadership
development. Through his work as a Six Sigma
Black Belt and Executive Lean Coach, Patrick
has trained thousands change agents, and has
been actively involved with 60+ organizations.
9:50 AM–10:15 AM; Refreshment Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 18
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY MORNING, MARCH 26, 2020
INTEGRATING LEAN SIX SIGMA WITH BIG DATA
Palm Ballroom 3; Track Chair: James Duarte; RC: Adam Gilley
10:15 AM–10:50 AM; #LSS–121
Integrating Lean Six Sigma With Data Science
Devshree Golecha, Assistant Vice President,
EXL Service, Sugarland, TX, USA
Keywords: Data Science, Artificial
Intelligence, Machine Learning
Industry: Healthcare
Level: Intermediate
Description:
Technology is
advancing
exponentially, and, in
the next few years,
we expect to see
tremendous leaps in
the realm of
possibility. In this era
of Artificial
Intelligence, do the
principles of Lean Six Sigma still apply? What
role does Lean Six Sigma play, how can it aid
AI, and Machine Learning?
The elimination of process waste using Lean Six
Sigma turbocharged with AI provides a huge
potential profit increase and creates a
defensible business model against all
competitors. This presentation will focus on the
use of Lean Six Sigma methodology in
conjunction with Machine Learning techniques
to handle the large volumes of datasets to
improve business processes and to identify
automation opportunities through the use of
LSS tools and principles.
Biography: Devshree Golecha was featured in
P.O.W.E.R, an international magazine for
women. She is a seasoned Quality Professional
and Technology Leader with ten years of
experience leading enterprise-wide Six Sigma
Process Improvement, and Optimization
projects. She is an Adjunct Professor of Quality
Improvement & Statistics at the University of
Houston. She has an MBA in Finance, is a
certified Lean Six Sigma Master Black Belt,
and attended Executive Programs at Harvard
Business School and MIT Sloan.
10:50 AM–11:25 AM; #LSS–122
Data Science for Six Sigma Professionals
James E. Duarte, Principal, LJDUARTE &
Associates, LLC, Clermont, FL, USA
Keywords: Data Science, Disruption,
Six Sigma Analytics
Industry: Manufacturing
Level: Intermediate
Description: Data science is the process of
asking meaningful questions, and getting
answers from data. By that definition Six
Sigma professionals are, and always have
been, data scientists throughout the DMAIC
process. This presentation examines the
breadth of skills and requirements for data
scientists from the perspective of the Six Sigma
professional. As Six Sigma projects have the
opportunity to mine data bases and data
warehouses, the types of data scientists can be
better defined. Management seems to have
the impression that “everything data” belongs
to IT. This “myth” will be dispelled with a
collaborative model that makes much more
sense than putting all the responsibility on IT.
This presentation will describe four types of
data scientists. First, is the technology
professional who needs to provide access to
data for those who need to perform analytics.
Second is the advanced analytics specialist
who can perform machine learning and
predictive modeling. Third is the analytics
application expert who understands the
products and processes. Fourth works closely
with the DS3 to validate reports, and obtain
answers to additional management questions.
Biography: Jim Duarte is a Fellow of the
American Society for Quality (ASQ) as well as
being certified as a Quality Engineer (CQE),
Six Sigma Black Belt (CSSBB), and Lean Six
Sigma Master Black Belt (LSSMBB). He worked
as Corporate Director of Quality Technology
and Strategic Business Analytics at two Fortune
100 companies. He has numerous publications
in the areas of data science. He possesses
seven patents for analytical methods which
include two in the U.S. and five international.
11:25 AM–12:00 PM; #LSS–123
Easing into Big Data: From Logistic Regression to Cart
Kristine Nissen Bradley, Principal, Firefly
Consulting, Austin, TX, USA
Keywords: Big Data, Logistic Regression,
Data Analysis
Industry: Career Development
Level: Advanced
Description:
Companies in all
industries are
discovering that their
data can be used to
better understand
their customers,
improve quality, and
build more efficient
internal processes.
Those of us in the
process improvement world have a long
history with data, process, and business
understanding. This presentation will build
upon that foundation by exploring machine
learning approaches that have become
prevalent as larger data sets have become
available. We’ll look at the basics of logistic
regression, then we will set up and run the
machine learning tool, Classification and
Regression Tree (CART) analysis using the same
data set so we can compare the methods. Both
methods have strengths and weaknesses which
we will cover, but the focus of the presentation
is to demonstrate how to use the tools using an
anonymized, publicly available set of data.
Biography: Kristine Bradley is a Principal with
Firefly Consulting and an accomplished
authority in deploying process improvement
initiatives and delivering innovation tools to
clients around the world. Kristine’s resume
details many years of experience delivering
high value consulting projects and mentoring.
Kristine is the co-author of Innovating Lean Six
Sigma. She holds an MBA from Duke University
– Fuqua School of Business and earned the
distinction of Fuqua Scholar.
12:00 PM–1:00 PM; Lunch Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 19
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY MORNING, MARCH 26, 2020
LEAN SIX SIGMA FOR HEALTHCARE
Palm Ballroom 5; Track Chair: Michael Ford; RC: Mark Cichonski
10:15 AM–10:50 AM; #LSS–131
Keeping Children’s Hearts Precious: Providing Exceptional Care While Fighting Infections
Jamie MacLaren, Continuous Improvement Engineer, Michigan
Medicine, Ann Arbor, MI, USA
Mandy McKay, Project Manager, Michigan Medicine, Ann Arbor, MI, USA
Keywords: Healthcare, Infection Rate, Mapping, Root Cause
Analysis, Sustainment
Industry: Healthcare
Level: Basic
Description: C. S. Mott Children’s Hospital
Congenital Heart Center (CHC) is one of the
largest and top-performing pediatric heart
programs in the U.S. The CHC surgical site
infection (SSI) rate in 2018 was 2.3%, which
was 15% higher than other ‘like’ institutions
nationally. See how CHC partnered with others
to understand the current process, identify root
causes, implement counter measures to close the
gap, and sustain improvements. As a result, the
CHC has seen a reduction in their SSI rate from
2.3% in fiscal year 2018 to 1.5% in fiscal year 2019.
Biography: Jamie MacLaren is an Industrial Engineer in the
Continuous Improvement division supporting Clinical Design and
Innovation (CDI) at Michigan Medicine. She has a BS in Industrial and
Operations Engineering from The University of Michigan and is
working towards her Masters in Interdisciplinary Engineering at
Purdue University. She is a certified Six Sigma Black Belt. Jamie
started her career working for the United States Postal Service.
10:50 AM–11:25 AM; #LSS–132
Bundles of CABG: Preparing Cardiac Surgery for Value Based Pay
Melina Darby, Senior Project Manager, Michigan Medicine,
Ann Arbor, MI, USA
Jamie MacLaren, Continuous Improvement Engineer, Michigan
Medicine, Ann Arbor, MI, USA
Keywords: Healthcare, Root Cause Analysis, Implementation
Industry: Healthcare
Level: Basic
Description: The Michigan Medicine Samuel and Jean Frankel
Cardiovascular Center (CVC) is located in Ann Arbor at the University
of Michigan. It is nationally recognized in the diagnosis and treatment
of heart and vascular diseases. The division of Cardiac Surgery
performs approximately 2,000 heart surgeries each year. In this
session we will walk through a case study of two cardiac surgery
bundled payment episodes as part of the Bundled Payments for Care
Improvement (BPCI) advanced program. Looking at the patient’s
continuum of care until 90-days post-discharge and includes all
healthcare resource cost utilization into one payment. The Clinical
Design and Innovation (CDI) team was tasked to work on process
improvement within Cardiac Surgery. The overall goal of this work
was to increase patient days at home post-procedure.
Biography: Melina Darby is a Senior Project Manager in the Clinical
Design and Innovation (CDI) division of the Quality Department at
Michigan Medicine. She received her Master of Public Health in
Health Policy and Management from Emory University in Atlanta,
Georgia and BS in Economics from the University of Michigan. When
Melina was obtaining her MPH, she became more interested in
quality improvement, especially within academic health systems.
12:00 PM–1:00 PM; Lunch Break
LSS ORGANIZING COMMITTEE CONFERENCE POLICY
Admission: The Conference admits attendees of any race, color, and national or ethnic origin to all the rights, privileges, programs, and activities generally accorded or made available to its attendees and does not discriminate in administration of its education policies, admission policies in any of the Conference administered programs. Cancellations: If your cancellation notice is received in writing, on or before January 31, 2020, there will be a $150 processing fee for each conference, and a $100 processing fee for each workshop. Any cancellation notice received after this date will result in forfeiture of the full registration fee Early Registration Gifts: The Conference reserves the right to substitute the early registration gifts, with another item with a list price of $50, if an item becomes unavailable. Actual early registration items may look different in color and size from those in this brochure or the website. Refunds: Refunds are not granted for failure to attend, “no shows,” late arrival, unattended events, or early departure. All refunds will be processed within 30 days after the Conference. Substitutions: Substitutions may be made any time until January 31, 2020, for fee of $150 per conference, and $100 per workshop. There will be no substitutions after January 31, 2020. Tape Recordings: The Conference prohibits tape recording of any session, the use of its logo, copying information from either its website, or from presentations without express written consent. Travel Plans: The Conference cannot assume responsibility for penalties, loss arising from cancelled travel plans, tickets, and any other type of arrangements, for loss of any articles during the Conference, the exhibits, or any associated program. Typographical Errors: The Conference is not responsible for any typographical errors. Workshops: The Conference reserves the right to rearrange workshop content/instructors. Workshops may be cancelled, or instructors may be changed at the discretion of the Conference organizers. Corrections: We reserve the right to adjust the rate if the attendee is not able to provide the required email format and if the number falls below 5 due to cancellations for the groups. Conference reserves the right to charge the correct amount if different from the total payment listed above.
Executive Committee
Sermin Vanderbilt, Ph.D., Conference Co-Founder & President, American Quality Institute Korey Zawadzki, Conference Chair, Competitive Solutions, Inc. Joel Smith, Conference Immediate Past Chair, Keurig Dr Pepper, Inc. Marco Luzzatti, Conference Co-Founder, Greenville Technical College Pauline Vanderbilt, Co-Founder, American Quality Institute Bonnie Stone, Conference Past Chair Kimberly Watson-Hemphill, Firefly Consulting
Technical Committee Mark Cichonski, Tactegra Ron Darnell, Siemens Gamesa Renewable Energy, Inc. James Duarte, L. J, Duarte & Associates, LLC Einas Batarseh, Vanderbilt University Medical Center Michael Ford, TQM Works Consulting Adam Gilley, Intuit, Inc. Jeffrey Johnson, AQI
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 20
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY MORNING, MARCH 26, 2020
Palm Ballroom 4; Track Chair: Kimberly Watson-Hemphill; RC: Korey Zawadzki
Quantum
Computing Will
Blow Up the
Operational
Excellence
World
10:15 AM–10:40 AM; #LSS–141 Don C. Johnston, Vice President, Roxtar Consulting, Inc., Titusville, FL, USA
Optimizing complex processes is a daunting challenge even with the
latest software tools, but there’s a new kid down the street that could
change the game dramatically. Quantum Computing is a radical
approach to solving tough analytical problems. Quantum computers work
not with binary bits, but with ‘qubits’. A qubit can take on the value of ‘1’
or ‘0’ or both values at the same time! The implications are mind-
boggling: a quantum computer can represent all the possible states of a
process simultaneously.
Lean
Six Sigma
Strategies
in Cyber
Security
10:40 AM–11:00 AM; #LSS–142 Scott M. Jauman, Master Black Belt, Lean Six Sigma, Target Corp., Brooklyn Park, MN, USA
The criticality of keeping Enterprise data secure is difficult to overstate.
Simply reading the headlines in the news is sufficient to drive this point
home. But are you fully applying your Lean Six Sigma program to this
area of critical need? Are you accurately describing the various
motivations of attackers and addressing all of the roadmap that they
use when attempting to steal your data? This talk will describe various
motivations behind a cyber-attack and the lifecycle that many attacks
follow.
Quick Hit
Projects
For Fun
and Profit
11:00 AM–11:20 AM; #LSS–143 Bonnie K. Stone, Process Improvement Consultant, TTEC, Merritt Island, FL, USA
Quick Hit Projects for Fun and Profit! Sounds like the perfect Lean Six
Sigma Project, eh? Or perhaps it’s a pipe-dream? Is it really possible to
run a quick hit project that is profitable for the business and also fun for
the participants? Much has been written about the absolute necessity for
a strong ROI. Equally important is the project duration. However, there is
a third element that is often neglected and yet can have a profound
effect on the success of the project and the entire organization. That
third element is FUN.
Data
Visualization:
The Power of
Storytelling
11:20 AM–11:40 AM; #LSS–144 Kimberly Watson-Hemphill, President, Firefly Consulting, Austin TX, USA
In this new era of big data and powerful analytical tools, the
possibilities are endless. But are your key points resonating with your
audience? Whether we are persuading investors, challenging executives,
or negotiating with difficult sponsors, the ability to tell a compelling story
with data is a valuable skill. This talk will highlight some new
visualization tools and help you become a better storyteller.
Impact
of Bias
on Problem
Solving and
Improvement
11:40 AM–12:00 PM; #LSS–145 Marco Luzzatti, Trainer, Greenville Technical College, Greenville, SC, USA
Bias is all around us. Individuals, teams and organizations are all
susceptible to bias in decision-making, problem-solving, and process
improvement - with real negative consequences. It is human nature to be
biased. Using a couple of short exercises, Marco will show how easy it is
even for experts to fall prey to bias. Understand the significant impact
of bias on deployments and individual projects. Through increased
awareness, participants will be able to minimize bias and improve their
problem solving.
12:00 PM–1:00 PM; Lunch Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 21
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY AFTERNOON, MARCH 26, 2020
Palm Ballroom 3; Track Chair: Jim Duarte; RC: Ron Darnell
1:00 PM–1:35 PM; #LSS–151
Six Sigma for Operating Profit Maximization in Ship Assist at the West Coast of USA
Dr. Ernesto Garcia, Director, Crowley
Maritime, Jacksonville, FL, USA
Keywords: Profit Optimization, Simulation,
Scenario Analysis
Industry: Service
Level: Intermediate
Description: Crowley
is a US-owned and
operated marine
solutions,
transportation, and
logistics company
providing ship assist
services in the West
coast of the USA. This
session presents the
definition,
measurement, analysis, improvement model,
and control mechanism used to generate a
working process that improves customer
configurations for the Ship Assist line of
business.
Examples of how different configurations of
clients, in a saturated market affect the
operating income and efficiency are
described. The study shows before and after
profitability and efficiency results for the
Southern California market.
Biography: Dr. Ernesto Garcia is the Director
of Process Engineering for Crowley Maritime.
He leads a team of talented people that
delivers change, innovation, analytics solutions,
and value for all the business units of the
corporation. Ernesto graduated from Instituto
Tecnologico y de Estudios Superiores de
Monterrey with a BSc in Mechanical and
Electrical Engineering. He also holds an MBA
from ITESM. As a Fulbright Scholar, he
received a Ph.D. in Industrial Engineering from
the University of Missouri-Columbia.
1:35 PM–2:10 PM; #LSS–152
DMAIC at Armstrong- Results That Will Floor You!
David Hanan, 6 Sigma Development
Manager, MANTEC, Inc., Chambersburg, PA,
USA
Sydney Tefft, Operations Leader, Armstrong
Flooring, Inc., Lancaster, PA, USA
Keywords: Lean Thinking, Lean in Service,
Systems Approach
Industry: Service
Level: Intermediate
Description: Armstrong Flooring, with over
150 years of experience, is North America’s
largest producer of resilient residential and
commercial flooring products, with
manufacturing plants in five states, Australia,
and China. Operational Excellence is alive and
well at Armstrong, as Green and Black Belts
focus on yield and product cost-reduction using
DMAIC, an example of recent project success
focused on improving yield on the commercial
tile product line. Commercial Tile was selected
following a Pareto analysis, which identified
products and associated defect types. Defects
including field issues were examined insuring
Voice of the external Customer was included in
the problem statement. A measurement system
analysis (MSA) uncovered opportunities to
improve the repeatability and reproducibility
for a main defect measurement. After several
prove/disprove t-tests on hypothesized causes,
the problem area was identified and a split
plot DOE was utilized to examine the critical
response and factors. Finally, Response
Surface Modelling was employed determining
process settings based on model interactions.
Biography: David Hanan is a 6 Sigma Master
Black Belt focused on process improvement
consultation. He has 15 years as a Professional
Business Advisor and 25+ years of experience
as an engineer, project manager, and plant
manager. Mr. Hanan holds a BS in Industrial
Engineering and MS in Manufacturing Systems
Engineering, both from Lehigh University.
2:10 PM–2:45 PM; #LSS–153
Using Lean Philosophy To Reduce the Cycle Time of Recruitment Process
Dr. Yousuf Al Khamisi, Lean Practitioner,
Sultan Qaboos University, Muscat, Oman
Keywords: Cycle Time (CT), Recruitment
Process (RP), Value Stream Mapping (VSM)
Industry: Healthcare
Level: Intermediate
Description: At Sultan Qaboos University
Hospital (SQUH) in Muscat, the current
Recruitment Process (RP) is taking up to nine
months starting from receiving the request till
the new employee starts working in the
concern department. The available statistics at
recruitment section estimated the Cycle Time
(CT) of RP from 176 - 261 Working Days
(WDs). This presentation aims to decrease this
CT and to create a Standard Operating
Procedure (SOP) for it. There was an
agreement to reduce the RP’s CT by 30% (52
– 78 WDs) by June 2019. In this session you
will understand the methods and tools the
project team used to drastically decrease the
RP Cycle Time (CT), including value stream
mapping and root cause analysis.
Hear about the 16 countermeasures identified,
prioritized, and implemented to achieve a
40% reduction in working days (WD) for the
Recruitment Process Cycle Time. In the end, the
CT was reduced from 372 WDs to 224 WDs
and from 146 WDs to 88 WDs.
Biography: Dr. Yousuf Al Khamisi obtained his
Ph.D. in Lean Six Sigma implementation from
the University of Bradford, UK. He has been
trained by the Petroleum Development Oman
(PDO) as a Lean Practitioner, and is a Lean Six
Sigma Green Belt. He has published original
studies in journals and conferences. Currently,
he is working in Quality Management and
lecturing partially at Sultan Qaboos University.
2:45 PM–3:15 PM; Refreshment Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 22
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY AFTERNOON, MARCH 26, 2020
Palm Ballroom 4; Track Chair: Russ Aikman; RC: Jeff Johnson
1:00 PM–1:35 PM; #LSS–161
The Importance of "DOE" When Conducting a DOE
Dr. Scott Kowalski, Advisory Technical
Training, Minitab, Sanford, FL, USA
Keywords: Design of Experiments, DOE,
Quality, Blocking
Industry: Manufacturing
Level: Intermediate
Description: Design of Experiments (DOE) is a
powerful tool for understanding
products/processes as well as an important
component of Design for Six Sigma. It is used
to screen potential variables, explore the
region of interest, as well as optimizing key
process input variables. There are three
principles of experimental design:
randomization, replication, and local control.
Failure to recognize and incorporate these
principles into the design (“DOE” - Don’t
Overlook Experimental-Protocol) can lead to
difficulty in interpreting the resulting data or
far worse, an incorrect solution.
This talk will explain the importance of design
protocol and provide examples of the
potential impact on the analysis. Following the
presentation, you will be empowered to
implement successful strategies for conducting
experimental design such as: recognizing and
controlling extraneous sources of variation that
can impact the analysis and understanding the
importance of replication for estimating
experimental error and identifying outliers.
Biography: Dr. Scott Kowalski earned his Ph.D.
in Statistics from the University of Florida,
where he taught courses and concentrated on
DOE. He is a Senior Technical Trainer at
Minitab, Inc. Scott has published articles in
multiple journals and was awarded the 2005
Lloyd Nelson Award by American Society for
Quality for the paper having “the greatest
immediate impact to practitioners.”
1:35 PM–2:10 PM; #LSS–162
Improved Analysis Technique for the Solution Selection Matrix
Robert Rhyder, Contractor, GuideWell, Jacksonville, FL, USA
Keywords: LSS, SSM, Analysis
Industry: Manufacturing
Level: Intermediate
Description: Improved Analysis Technique for
the Solution Selection Matrix. The Solution
Selection Matrix (SSM) has long been one of
the mainstays of problem solving and process
improvement activities within Six Sigma. It
facilitates the development of unique solutions
designed to address and remove specific root
causes and then prioritizes solution
implementation by assigning numerical ratings
to factors such as individual solution
effectiveness, cost, and risk. The product of all
three numeric ratings is then used to determine
the desirability of implementing the solution.
This is accomplished in a well-defined
horizontal analysis schema that has been the
standard analytical method for SSMs for many
years. Despite the benefit that is generally
obtained by following the standard horizontal
analysis method, it has the potential to
generate less than optimal results.
This presentation will provide a new approach
to optimize the use of this important tool.
Biography: Robert Rhyder is presently a
consultant in Jacksonville, FL. A mechanical
engineer and graduate of Lehigh University in
Bethlehem, PA, his past employment includes
roles as IBM Managing Consultant and Lean
Six Sigma Master Black Belt, Vice President of
Quality for Hamilton Beach/Proctor-Silex, and
Director of Engineering, Quality and R&D for
Garlock Bearings. He is a former “Designated
Key Executive” of the BF Goodrich
Corporation and has held ASQ Certifications
as a Quality Auditor, Quality Engineer and a
Six Sigma Black Belt.
2:10 PM–2:45 PM; #LSS–163
Overcoming Bias – A Core Skill for Effective Data Collection
Russ R. Aikman, LSS Program Manager,
TMAC University of Texas at Arlington,
TX, USA
Keywords: Bias, Data, Collection,
Representative, Sample, Error
Industry: Manufacturing
Level: Intermediate
Description:
Fundamental to Lean
Six Sigma is data-
based decision
making. Before data
can be used for
problem-solving. LSS
practitioners must
ensure it is truly
representative of the
process from which it
was obtained. All Black Belts and Green Belts
learn critical concepts for data collection
including operational definitions, sampling
techniques (randomization, stratification,
systematic), and measurement system analysis.
Less well understood is the concept of bias,
and the negative impact it can have on sound
data collection. What exactly is bias, and how
can it be overcome? This presentation will
include a definition of bias including how it can
be calculated. Some of the most common forms
of bias will be discussed such as self-selection,
self-exclusion, judgement, convenience,
grouping, and missing key representatives.
Finally, some general guidelines on overcoming
bias in data collection will be shared.
Biography: Russ Aikman is the Lean Six Sigma
Program Manager for TMAC at The University
of Texas at Arlington. He has served as the
lead instructor on over fifty LSS Green Belt,
Black Belt, Master Black Belt, and Executive
training courses. Russ taught numerous Lean
Enterprise workshops to over 400 individuals.
Prior to joining TMAC, Russ worked for the
George Group.
2:45 PM–3:15 PM; Refreshment Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 23
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY AFTERNOON, MARCH 26, 2020
Palm Ballroom 5; Track Chair: Bonnie Stone; RC: Kimberly Watson-Hemphill
1:00 PM–1:35 PM; #LSS–171
“The Winds of Change” Sailing Your Project to Success
Jennifer Hooks, Director Performance Improvement, Medical University of SC, Charleston, SC, USA
Keywords: Change Management, Culture
Industry: Healthcare
Level: Basic
Description: “The wind of change, whatever it
is, blows most freely with an open mind”
- Katherine Whitehorn
Change is difficult for project teams because
people find change to be disruptive to their
daily work; it creates fear and anxiety of
something new. Lean Six Sigma practitioners
are often responsible for leading stakeholders
through project execution, which involves
readying them for changes brought about by
the project. No matter which side of change
we are on, we all go through various stages
before reaching acceptance of, and
commitment to change. This presentation uses a
real-life project change initiative taken from
the headlines! Participants will gain hands-on
practice using five basic tools to facilitate
discussions among project members to gain
better understanding of support and resistance
to change initiatives.
Biography: Jennifer Hooks is a retired Air
Force E9 Chief Master Sergeant with 32 years
of clinical, administrative & performance
improvement experience in a variety of
settings worldwide. She is an adjunct faculty
member in MUSC College of Health
Professions and College of Nursing. She has an
MBA in Human Resources and a BS in
Occupational Education Health Administration.
Jennifer is a certified Six Sigma Master Black
Belt, and also holds a LEAN Sensei
Certification from Villanova University.
Jennifer is a member of the American Society
for Quality (ASQ), the Institute of Industrial
and System Engineers (IISE), Society of Health
Systems (SHS), Institute for Healthcare
Improvement (IHI), and Project Management
Institute (PMI).
1:35 PM–2:10 PM; #LSS–172
Creating a Culture of Excellence to Deliver Value and Achieve Peak Performance
Dr. Read G. Pierce, Vice President, Culture
Transformation and Strategy, Institute for
Healthcare Excellence, Ponte Vedra
Beach, FL, USA
Dr. William J. Maples, President and CEO, Institute for Healthcare Excellence, Ponte Vedra Beach, FL, USA
Keywords: Culture, Transformation, Excellence
Industry: Healthcare
Level: Advanced
Description: Despite decades of attention,
measurement, and spending on improving
quality, safety, efficiency, and experience in
many industries, achieving excellent
performance remains elusive. As an example,
in the United States, total costs for medical
care continue to rise rapidly, while aggregate
measures of quality have improved modestly,
if at all. Meanwhile, measures of human
experience—for those both giving and
receiving care—suggest large, persistent gaps
between organizational performance and
society’s desire for a healing experience. This
session will explore key components of human
experience when giving and receiving services,
and tie the experience culture to both
performance (quality, safety, and efficiency
outcomes) and workforce burnout. As part of
this exploration, we will address recent
efforts—often embraced under the auspices of
Lean Six Sigma initiatives—to transform the
performance of healthcare delivery systems
across the United States.
Biography: Dr. Read Pierce. M.D. is a
practicing internist who serves as VP of Culture
Transformation and Strategy at the Institute
for Healthcare Excellence (IHE). He works with
health systems around the country on clinical
transformation and has transformed over 80
clinical systems. Dr. Pierce attended medical
school at University of California, San
Francisco.
2:10 PM–2:45 PM; #LSS–173
Cultivating an Improvement Mindset in the Millennial Generation
Benjamin Hoseus, Sr. Associate, Process Capability Partners, San Antonio, TX, USA
Keywords: Leadership, Culture, People
Development
Industry: Career Development
Level: Intermediate
Description: Most
everyone in the 21st
century has heard the
debate about the
challenge of
engaging millennials.
During this session,
the speaker will re-
define the “4P” –
Purpose, People,
Process, Problem-
Solving framework for engaging with team
members across generations. Gain an
understanding of key components of
establishing a culture of mutual trust, respect,
and continuous improvement. Understand how
to develop leaders who improve and sustain
their processes and systems. Specify and
understand the skills and behaviors required to
build and manage a Lean system. Learn the
importance and role of standardization and
problem-solving in establishing a Lean culture.
Biography: Benjamin Hoseus is a consultant
and advisor, working with multi-national
corporations across Australia, Asia, Africa,
Europe, and the Americas. He is currently
pursuing a Masters in Global Supply Chain
Management from the University of Southern
California. Previously, he graduated with
Bachelors of Arts in Accounting and Business
Administration from Transylvania University in
Lexington, Kentucky, USA. He holds a
Graduate Certificate in Competitive (Lean)
Systems & Practices from Swinburne University
of Technology in Melbourne, Australia.
2:45 PM–3:15 PM; Refreshment Break
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 24
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY AFTERNOON, MARCH 26, 2020
Palm Ballroom 3; Track Chair: Mark Cichonski; RC: Ron Darnell
3:15 PM–3:50 PM; #LSS–181
Hitting Your Target With Kata
Leigh Ann Schildmeier, Founder & President,
Park Avenue Solutions, Phoenix, AZ, USA
Keywords: Toyota Kata, Problem Solving,
Continuous Improvement
Industry: Healthcare
Level: Basic
Description: Have
your Lean or Six
Sigma programs lost
momentum? How do
you engage
everyone in problem
solving? Toyota Kata
addresses these
challenges, providing
the framework for a
sustainable problem
solving culture by incorporating targeted
experimentation and personal learning. Based
on Mike Rother’s Toyota Kata, the
methodology that teaches that scientific
thinking is a life skill, this presntation outlines
the fundamentals of the Kata methodology
and demonstrates how the Improvement Kata
can help you reach your targets. “Hitting Your
Target with Kata” will both explain the
fundamentals and demonstrate the
implementation of a methodology that is so
straightforward and effective that it can be
used for any improvement from personal skills
to business management results.
Biography: Leigh Ann Schildmeier specializes
in developing, training, and implementing
continuous improvement and risk mitigation
strategies that help clients increase efficiency,
improve quality and service, and increase
profits. A frequent speaker and coach on
process improvement topics, Leigh Ann is a
certified Lean Practitioner, a Six Sigma Black
Belt, and an experienced Kata Coach and
instructor. Leigh Ann earned an MBA from
Anderson University and a Bachelor of Science
degree in Interdisciplinary Engineering degree
from Purdue and has worked with Lean Six
Sigma since her undergraduate studies.
3:50 PM–4:25 PM; #LSS–182
Are You in the 80% or 20%? Project Success-Making It Happen
Mark Lawrence Cichonski, Executive Director,
Tactegra, Concord, NC, USA
Keywords: Project Failure
Industry: Service
Level: Intermediate
Description: Project failure is widely
documented in academia and industry.
Statistics are staggering, the published failure
ranges are 50-90%.
Why do projects fail? There is much literature
published, but no true root cause analysis as to
why. Come and learn about root causes for
project failure and the process we have
developed to offset these causes. In this session
we will look at how project success leads to
business success. From a root cause
perspective, we will dive into the warning
signs, success factors, deadly sins and control
factors. We will also discuss “traditional”
project management, stakeholder personas,
and customer journey mapping as it pertains to
the project management process. We will show
how we have taken the project management
macro process and enhanced it.
Biography: Communication and coordination
are essential and learning how to influence
others is a valuable skill that has earned Mark
a reputation as a trusted adviser. His strategic
role at Bank of America, as a Six Sigma
master black belt, was pivotal as his span of
influence expanded and he became a sought-
after consultant for other corporations. With a
competitive spirit and a compulsion to avoid
lost potential, Mark initiates change and values
the adage that it is “better to beg for
forgiveness than to ask permission” because he
knows when to push the boundaries to propel
businesses beyond their perceived limitations.
Mark, through Tactegra, has developed
proven solutions to the most common causes of
project failures and is helping leaders identify
land mines, and flipping the narrative on
project success.
4:25 PM–5:00 PM; #LSS–183
Using Social Responsibility To Improve Your Project's Chance for Success
William O. Ingram III, Director of Lean
Product Development, Interface, LaGrange,
GA, USA
Keywords: Social, Sustainability, Project
Industry: Education/Training
Level: Intermediate
Description:
Increasing your
understanding of
social responsibility is
key to generating the
influence required to
move your projects
forward. Having a
practical method to
apply social
responsibility
principles creates individuals who are
prepared to succeed while making a positive
impact with their actions. Without this
understanding even the best projects can fail,
surprising everyone involved.
Attend this session to learn how to align your
project with your organization’s values and
social responsibility. Identify and visualize
social alignment and resistance to increase
your project’s chance of success. Learn what
you need to jumpstart your journey into
increased effectiveness harnessing the
influence of social responsibility.
Biography: Billy Ingram is a learner and
innovator in social responsibility, sustainability,
and new business model creation. He strives to
build more sustainable business models through
the practical application of innovation
frameworks, improvement methodologies and
socially responsible engagement practices.
Billy has earned a BS in Business Management
and an MBA from Troy University.
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 25
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY AFTERNOON, MARCH 26, 2020
Palm Ballroom 4; Track Chair: Adam Gilley; RC: Ron Darnell
3:15 PM–3:50 PM; #LSS–191
Change Who? The Continuous Improvement of Oneself
Louie Anthony Edwin Hendon III, Senior
Continuous Improvement Specialist, Cleveland
Clinic - Hillcrest Hospital, Mayfield Heights,
OH, USA
Keywords: Professional Development,
Continuous Improvement
Industry: Career Development
Level: Basic
Description: Many
times, we are
pressured to develop
as professionals, but
most don't know how
to navigate our own
world and careers.
Understanding your
WHY is a key part of
development that
most people ignore or
have not been challenged to explore.
"Change Who? - The Continuous Improvement
of Oneself" utilizes the A3 methodology and
cultural transformation methodology to
developing your future and stabilizing the
path to becoming exactly who you want to be.
Specific areas of focus will be: focus and
vision, problems and challenges, building daily
habits, failure versus success, turning the page
on yesterday to build a brighter tomorrow.
This session will not just be a presentation, but
will be an experience!
Biography:
As a Senior Continuous Improvement Specialist,
Louie is responsible for building a Culture of
Improvement throughout the Enterprise through
the implementation of the Cleveland Clinic
Improvement model and other continuous
improvement programs. Louie holds a BS in
Mechanical Engineering from Case Western
Reserve University. Louie is also certified in
Program Planning through LERN and has
completed Green Belt and Black Belt
Certification.
3:50 PM–4:25 PM; #LSS–192
Leader Behaviors for Sustaining Lean Methodologies in Multi-National Companies
Gary Vance, VP of Operations, JBT
Corporation, Orlando, FL, USA
Keywords: Lean Implementation, Leadership,
Lean
Industry: Manufacturing
Level: Intermediate
Description:
Increasing global
competition has led
many business
leaders to implement
Lean methodologies
to drive operational
improvement and
deliver increased
customer satisfaction.
However, not all business leaders have been
successful in sustaining Lean implementation
with the majority failing within the first three
years. In addition, the challenge related to
implementing Lean in multi-national companies
is exacerbated by the cultural differences
associated with the various business units
involved. Recent research has suggested that
business leaders who have sustained their Lean
implementations have utilized specific
behaviors to do so. This presentation explores
how leaders of multi-national companies utilize
specific behaviors to sustain the
implementation of Lean methodologies.
Biography: Gary Vance’s 30-year career has
been predominantly in Operations
Management with such companies as Toyota,
Rockwell International, Peterbilt and HON.
Gary has served in many technical,
management and executive roles including
Manufacturing Engineer, Lean Deployment
Director, and VP of Operations. Gary earned
his BSME from Purdue University, MBA from
Winthrop University, MSMSE from Kettering
University and a doctorate in Business
Administration from Liberty University.
4:25 PM–5:00 PM; #LSS–193
The Leadership of Change - Three Organizational Change Management Lessons Learned
Peter F. Gallagher, Global Head of People
Solutions, Proudfoot, London, United Kingdom
Keywords: Change Management, Leadership
Engagement, Active Management Behaviors
Industry: Education/Training
Level: Advanced
Description: This
session discusses key
leadership challenges
and provides insights
and solutions.
1. The Importance of
Executive Alignment
and Sponsorship:
change
implementation
success is dependent on getting the
organization's leadership aligned to lead the
change.
2. Developing New Behaviors: without focusing
on behavioral change, you will not achieve
organizational change.
3. Employee Change Adoption is critical and
should be considered from day one. Too many
organizations only think about employee
change adoption after training.
Biography: Peter Gallagher is an
organizational change management expert,
international speaker, author, troubleshooter,
and adviser to C-suites. Peter has international
experience in aerospace, defense, energy,
finance, investments, manufacturing, and
pensions. Peter has an MBA from Robert
Gordon University and is a Chartered Fellow
of the Chartered Management Institute. He is a
Certified Change Management Professional
and holds additional certifications from the
Project Management Institute and the
American Society of Quality.
Tel: 1 (408) 800-2749 or 1-800-875-1960 Fax: 1 (866) 500-9081 www.leanandsixsigma.org [email protected] Page L - 26
19 t h ANNUAL LEAN SIX SIGMA WORLD CONFERENCE
THURSDAY AFTERNOON, MARCH 26, 2020
Palm Ballroom 5; Track Chair: Korey Zawadzki; RC: Marco Luzzatti
3:50 PM–4:25 PM; #LSS–202
Increasing Relevance of Lean in Technology
Reuben Daniel, Senior Manager, Deloitte Consulting, LLP, North Brunswick, NJ, USA
Keywords: Synergies and Disergies of Agile
and Lean
Industry: Software/IT
Level: Intermediate
Description: While
there are several
publications
announcing the
demise of Lean and
Sig Sigma, the
technology world is
slowly realizing the
need and importance
of Lean thinking. It is
not just about the tools like Value Streams and
Kanban that are seeing a rapid increase in
adoption, the organizations are starting to
realize the ineffectiveness of these tools
without the Lean foundation/thinking or the
mindset. With the rise in automated tool chains
and robotics, and other digital options, the
conversations have moved from reducing
waste to increasing business value. The focus
has shifted to customer centricity from
processes. Their priorities might have changed
in this digital age. But the principles,
approaches and tools that the LSS has offered
is still alive, well, and growing! This
presentation intends to provide an overview of
the changing landscape of technology and
detail the emerging areas for LSS application.
Biography: Reuben is a practice leader for
Agile and Lean Practice focusing on IT
operating models. He is a proven leader,
author, and transformation expert with
specialization in operational excellence,
technology operations, operating model,
business agility, and organizational value. He
has degrees in Engineering and Business
Management, and has presented many papers
in international forums. He published the
award winning book “Agile Readiness” by co-
authoring with a telecom executive.
4:25 PM–5:00 PM; #LSS–203
Saving Time and Money by Adding Value Through Purposeful Knowledge Management
Dr. Cindy Young, Curriculum Developer/Instructor, Leidos, Virginia Beach, VA, USA
Keywords: Knowledge, Lessons Learned,
Management
Industry: Service
Level: Basic
Description: Have
you ever managed a
project and wish you
had known something
that would have
reduced your costs
and schedule thereby
saving the customer
money and time? Did
you brief your lessons
learned only to find
out someone else in your organization had
experience that could have saved you money
and time? What if lessons learned were
gained before completion of the initiation
phase of your project was completed or even
started? Do you want to be purposeful in
managing project knowledge across
organizational lines? This session is for you!.
This session will be a presentation about
knowledge management integration
throughout the organization to support your
project management improvement.
Biography: Dr. Cynthia Young holds several
accredited degrees; a BA in English Language,
two Masters, one in e-commerce and one in
advanced management studies, and a Doctor
of Business Administration in Project
Management. Dr. Young is a Theater Mission
Planning Center curriculum developer and
instructor with Leidos, a defense contracting
company, after retiring from the US Navy as a
Surface Warfare Officer.
3:15 PM–3:50 PM; #LSS–201
Splitting the DMAIC
Tom Quick, Senior Manager, Ernst & Young, Powell, OH, USA
Keywords: DMAIC, Continuous Improvement,
Operational Excellence
Industry: Manufacturing
Level: Intermediate
Description: There is no doubt that the various
improvement methods work. Whether it is
PDCA or 7-Step problem-solving or A3 or Is–Is
Not or DMAIC or any other method or tool,
they have been used to great success
stretching back over decades. But why have
some organizations been wildly successful with
these and others not? The reason is that much
of today’s continuous improvement (CI) training
is focused on tools. Training includes days or
even weeks working through every possible
tool a CI practitioner might need. But rather
than teach people about a set of tools that
they might or might not use, why not teach
them how to accomplish a specific objective?
Why not give them a path for solving a
particular type of problem that works most of
the time? Learn to “split the DMAIC” and
release a bigger force for improvement that
anyone can use anywhere to make CI work.
This presentation discusses four typical paths to
accomplish four different objectives: reduce
variability of a characteristic, reduce failures
of a machine, reduce waste in a process, and
reduce the frequency of a defect.
Biography: Tom Quick is a proven leader in
the fields of operational excellence, supply
chain management, and new product
development with extensive skills and global
experience in Lean Six Sigma with large multi-
national companies. Previously he implemented
SPC at Koppers, led a group of Black Belts at
Anheuser Busch, applied Lean and Six Sigma
at several divisions for Spectrum Brands, built
a Six Sigma program from scratch at Scotts
MiracleGro, and helped Ardagh, Novelis,
Akzo Nobel, and others successfully implement
TPM and SPC. Today he a consultant with EY in
their process improvement practice.