final program new! conference lean six sigma in …lean six sigma in a technologically talks...

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


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


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


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


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


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


THURSDAY MORNING, MARCH 26, 2020


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


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


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.




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


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.





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


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.





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


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.





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


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.





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


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.





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


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


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.




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


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.





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.





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.


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




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


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


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.





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


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


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.





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


Mandy McKay, Project Manager, Michigan Medicine, Ann Arbor, MI, USA

Keywords: Healthcare, Infection Rate, Mapping, Root Cause

Analysis, Sustainment


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


Keywords: Healthcare, Root Cause Analysis, Implementation


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.


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




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.





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)


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.





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


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


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


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.





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


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


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


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.





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


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


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.




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


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


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


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.




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


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


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.

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