Conference Session Descriptions
Choose sessions (from either track) that best fit your needs. For assistance building a specific Lean Culture or TPM curriculum, call our office at (203) 225-0451.
C Track 1: Building a Lean Culture
T Track 2: Implementing TPM
Registration: 7:00am - 7:30am
Opening Remarks: 7:30am - 7:50am
Ellis New, Senior Consultant, Productivity Inc.
Workshops: 8:00am - 5:00pm
Luncheon: 12:00pm - 1:00pm
C 1C1. Empowering the Workforce
Are your employees empowered? Have you provided your process owners with the technical and soft-skill tools necessary to make solid business decisions? In many organizations the answer to these questions is no, yet empowerment holds the key to long term sustainable improvement. But assigning decision-making authority, accountability and freedom to act cannot be done in an arbitrary manner. The role of leadership is changing. This workshop provides leaders with a plan to guide the change process and create a truly empowered workforce. Discover what skills today’s leaders need to handle rapid change while performing their leadership responsibilities even more effectively.
C 1C2. Training Within Industry
Educating the workforce is a big component of a successful Lean initiative. Today, organizations spend thousands of dollars each year providing employees with training in lean initiatives and job skills. Often this training is provided in an adhoc manner resulting in non-standardized skill levels among employees. In this session, we will explore the Training Within Industry programs (TWI) developed in the U.S. during World War II and used by Toyota for decades. This training program helps you to stabilize your operation by engaging all employees in standardizing their work and eliminating waste from it. The results create a necessary foundation that makes Lean initiatives easier to implement and more likely to be sustained. The TWI workshop will demonstrate how these skills can be taught to your employees so they better understand the fundamentals of Lean thinking, resulting in sustainment of your organization’s Lean efforts.
C 1C3. The Visual Workplace
Learn the principles and techniques needed to apply 5S and establish visual management systems to improve workplace communication and adherence to standards. This module will teach you how to share information about daily production problems, abnormalities, waste, and unsafe conditions through visual display and controls so that everyone understands at a glance what is going on in the workplace.
T 1T1. Autonomous Maintenance
When properly implemented, Autonomous Maintenance can eliminate the causes of 40-60% of unplanned downtime. In this module, learn the seven steps of implementation, how to transform the relationship between operators and maintenance, and how to implement operator-based maintenance activities that contribute to overall equipment effectiveness.
T 1T2. Maintenance Manager 101
What is your maintenance plan? For many maintenance organizations burdened by constant firefighting there is no plan, there is simply a rally cry to “get it fixed”. Yet to be most effective, today’s maintenance organization should have a well thought out plan. In this workshop, we will explore what it takes to put together an effective maintenance management plan. Using the 10 Things to Consider Checklist, we will look at establishing a maintenance vision, discuss skills and skills training, understand the current state of our lubrication, predictive and preventive maintenance programs and answer the question…”what does it take to approach zero equipment stoppages?”.
T 1T3. TPM Daily Management System
Most organizations use TPM as a tool of Lean, but Milliken and Company has been using TPM for the past 12 years as a management system to manage all manufacturing activities on a daily basis and in a pro-active manner. The TPM Daily Management system provides a common language and common process on which to build success and bring about culture change. In this session, Milliken will share details of their program, which includes all the pillars of TPM, focused improvement, quality maintenance, maintenance training, 5S, and new equipment purchasing. They will also share details on their tremendous return on investment.
Registration: 7:00am - 7:30am
Key Note Session: 7:30am - 9:15am
Daily Remarks: Ellis New, Senior Consultant, Productivity Inc.
Workshops: 8:00am - 5:00pm
Luncheon: 12:00pm - 1:00pm
2KS. Think INSIDE the Box – An Over the Wall View of Lean Performance
Breon M. Klopp, Senior Director of Motor Sports Development, Performance Instruction and Training
Today's racing PIT crews are required to perform an amazing number of tasks with precision and speed under extreme circumstances. Their performance is measured in hundredths of seconds and it can make the difference between winning the race and simply finishing. While we don’t work under such extreme conditions, there are several parallels between the principles used by the PIT crews to be successful and those we can use to manage our businesses. This session will provide an inside view of how elite PIT crews use the principles of standard work, continuous improvement, team development, preventive maintenance, reliability specialization, and conflict resolution to prepare for perfection and will provide insights for organizations to begin thinking about their own internal performance.
Refreshment Break: 9:15am - 9:45pm
General Sessions: 9:45am - 10:45pm
C 3C. How to Create a Continuous Improvement Culture
David Rowland, Director of Milliken Performance System, Milliken & Company
In this session discover how Milliken & Company has created a culture of continuous improvement in their organization. Implementing continuous improvement since 1996, the Milliken Performance System has been effective for the past 10 years, but Milliken discovered early in the process that implementation of Lean and Six-Sigma did not automatically transform the culture. Building a continuous improvement culture takes time and the involvement of all associates. They recognized that to be successful for the long term, the needed a holistic systematic approach to changing the way people think and work. In this session, learn the system they use to create and sustain a continuous improvement culture in their organization.
T 3T. General Session Speaker to be Announced
General Sessions: 11:00am – 12:00pm
C 4C. Creating Lean Believers at Johnson & Johnson
Debra Levantrosser, Executive Director, Lean, Johnson & Johnson Family of Companies and Gregory Beard, Process Excellence Manager, Johnson & Johnson – Merck, Lancaster, PA facility, Johnson & Johnson
This session will explore the foundation of Johnson & Johnson’s model for creating a continuous improvement culture. Early implementation of Lean at Johnson & Johnson faltered partially because of challenges related to the culture. Since then, J&J has built a deployment model to ensure the culture is evolving to support the improvement efforts. Shared from both the leadership and front line implementer point of view, hear how the Lancaster, Pennsylvania facility of J&J is using their deployment model to build and sustain a Lean culture.
T 4T. Measuring Your TPM Implementation Success
Eric Whitley, Consultant, Productivity Inc. and former TPM Coordinator, Autoliv
It is well documented that the application of TPM principles will bring sustainable improvements to the factory floor. The challenge to implementing a sustainable process is understanding whether your TPM process is being implemented correctly and identifying the weakness in the process. This session will highlight the TPM audit process first put into place at Autoliv. This TPM audit process brings structure and metrics to TPM implementation and allows your steering team to place focused effort to move the implementation forward.
Luncheon: 12:00pm - 1:00pm
Workshops: 1:00pm - 5:00pm
C 5C1. Building a Culture of Continuous Improvement Using 5S
It is no secret that the implementation of Lean is 20% technical and 80% social. Today, many companies have a firm understanding of the technical side, but fall short of their improvement goals because they can't make the necessary changes on the social side. As a result, gains are short term and aren't sustained, and the program loses momentum and eventually support. While most of today's managers understand the principles of 5S and can make the connection between implementation and a cleaner, better organized workplace, few understand the tremendous potential the 5S implementation process has to truly empower the people, resulting in a culture of continuous improvement that will ensure sustainable results. In this session learn how to use the 5S methodology to not only clean and organize your workplace, but to empower your people and instill a culture of continuous improvement in your organization.
C 5C2. Team Facilitator Training
Today more than ever, teams play a critical role in effective organizations - empowering employees, generating needed change, and producing solutions to complex problems. And one of the key ingredients for successful teams is the facilitator. Developing a cadre of key people who will help sustain the shift in culture and the alignment around the leader's vision and goals is an essential resource that organizations cannot do without. This workshop provides the material needed to develop the behavioral skills of facilitators in fostering and managing culture change while preparing them to focus teams on a process for achieving continuous improvement.
C 5C3. Developing a Lean Workforce
This session is designed to get you thinking differently about the human resources in your facility. Human Resources are not just a department; but the people on the production floor who are needed to continually improve your Lean manufacturing system over the long term. Discover how to develop your workforce into a Lean thinking workforce by increasing their knowledge and flexibility. Learn a system for developing Lean leaders, as well as how to develop newly hired employees into productive team members in less than two weeks from the date of hire and the important role of training in a Lean environment.
T 5T1. Maintenance Planning & Scheduling
Moving from a reactive maintenance organization to a proactive maintenance organization requires constant improvement in the way the maintenance process is managed. A key element of any proactive maintenance organization is its ability to properly plan and schedule repairs and PM's. In this four-hour session we will teach the value of good planning and scheduling, present the basics of a good maintenance planning & scheduling process, and introduce participants to useful metrics that will help justify the implementation of a planning and scheduling program.
T 5T2. Focused Improvement
This module will use video from an actual operation to demonstrate how to move from OEE measurement through Loss Analysis to specific Focused Improvement, in a case study format. Participants will be introduced to the Focused Improvement Diagram, an eight-step visual approach to the Define, Measure, Analyze, Improve and Control cycle.
Networking Reception: 5:00pm - 6:00pm
Registration: 7:00am - 7:45am
Opening Remarks and Keynote Presentation: 7:45am - 9:00am
6KS. Establishing and Managing a Culture of Continuous Improvement
Ray Floyd, retired (worldwide) Manager, Manufacturing Services, ExxonMobil Chemical
Industrial culture is a blend of the culture of the business with the many personal cultures that individuals brings to work. In most companies today the culture of the enterprise has not been intentionally designed, it has simply evolved with time as a weak, informal adaptation of an external social culture. As a result, the weak culture does not support the needs of the business and the social culture excludes or diminishes some people as they attempt to join the team. A strong, intentionally created industrial culture is critical to promoting engagement of people and teams to help the business succeed. In the workplace, especially in a changing workplace, leaders must define and communicate the culture. Leaders must sustain the culture against disruptive challenges. And leaders must lead in a way that ensures the cultural norms are accepted and practiced in their absence. In this session Ray, a retired senior executive of a global 50 corporation, will address these issues, share lessons learned and provide advice gained through years of practiced experience.
Refreshment Break: 9:00am – 9:30am
Case Studies: 9:30am – 10:30am
C 7C1. Culture Change and the Change of Roles and Responsibilities in a Lean Transformation Journey
William Kimbro, Corporate Lean Enterprise Manager, Kennametal
In order for a continuous improvement effort to be sustained, an organization must have a workforce with the ability to understand and take part in the transformation. To achieve this goal, organizations must recognize that building a culture of continuous improvement is essential. But what does it mean to change the culture? It means that everything changes! In this session, Mr. Kimbro shares details on how Kennametal looked at the changing roles and responsibilities and built a continuous improvement culture to support their Lean transformation journey.
C 7C2. Bigger Isn’t Always Better: How to Drive Large Lean Transformations Using Small Changes
Dale Vines, Operating System Senior Consultant, Luminant Power (formerly TXU)
This presentation will focus on how to implement Lean across a large organization by first changing the awareness and behaviors of individuals on the front line. These changes are accomplished by focusing on improvements within the control of individual workers through activities such as Improvement of the Week, Top 3 Cards, and One Hour Problem-Solving. By using these tools and educating workers on how to spot waste, a culture is created that enables large-scale improvements to spontaneously occur. This case study will share many of the successes they've had with implementing front line continuous improvement along with setbacks from only focusing on the next "big" victory.
C 7C3. Culture Change to Improve Lean Performance at DuPont
Tom Knight, Founder and Chief Strategy Officer, Invistics
The DuPont Pharmaceuticals Company reshaped its organization, culture and systems to improve supply chain performance and dramatically cut cycle time. This case study presentation will summarize the organization changes and information systems that were implemented. It will concentrate on the Lean and Six Sigma techniques that have cut cycle time and streamlined product flow. The presentation will give the audience an overview of the techniques and tools used by DuPont Pharmaceuticals to reduce cycle times 50% and lower inventory by $10 million.
T 7T1. How TPM + RCM = Results
J. Richard Word, CMRP, Senior Reliability Engineer, Whirlpool Corporation
This case study will explore the basic elements of TPM and RCM (Reliability Centered Maintenance) and how Whirlpool has combined these two approaches to enhance the reliability of their critical processes. Richard will discuss the basic steps of RCM, the Whirlpool time line for their continuous improvement activities, their criteria for choosing the system or process and the lines of defense for reliability and preventive maintenance.
T 7T2. Equipment Ownership Teams at Rhodia
Jim Heptinstall, Manufacturing Improvement/World Class Manufacturing Leader, Rhodia, Inc.
Rhodia has evolved in their TPM and Equipment Reliability efforts from autonomous maintenance (Total Equipment Care - TEC ) to " TEC Lite" to "Equipment Ownership" (EO) Teams . Additional focus was placed on creating and deploying Critical Equipment Strategies, mechanical integrity compliance, and the planning/scheduling functions These elements are measured against established key targets via regular evaluations and audits. With stories and visual examples, Jim will discuss this and other team-focused programs at Rhodia.
T 7T3. Improving Process Performance Using Lean-Six Sigma Tools
Richard Panton, Process Engineer, Genentech
Recent process improvements driven by Total Productive Maintenance (TPM) and the cultivated culture of continuous improvement have produced impressive results at this pharmaceutical drug processing company. Improvements in yield, planned and predictable performance and uptime are just some of the benefits. In this session, Genentech will share lessons learned in their application of lean principles – lessons which are universal to all manufacturing environments, not just the process industry.
Case Studies: 10:45am – 11:45am
C 8C1. The Power of Lean for Culture Change: How One Southern Yarn Mill Applied Lean Techniques
Mary Ann Smith, Training and Lean Manufacturing Manager, Hanesbrands Inc.
Change is not easy for any company but imagine attempting to change the conventional culture of a 100 year-old company. That is exactly what Hanesbrands Inc. is doing. In this session, Ms. Smith will provide details on how implementation of the Lean techniques established a path for improvement and competitiveness at one Hanesbrand Inc. yarn plant. Through the use of Lean techniques barriers to the flow of the value stream became obvious and were eliminated, long standing problems were solved, and consistency and reliability of the plant process became a reality.
C 8C2. Accelerating Lean Success with Ergonomics
Jeff Saunders, Manager of Lean Initiatives, Gerdau Ameristeel, Carson Thompson, Senior Lean Consultant for CPS, Caterpillar and Mike Wynn, Vice President, Humantech, Inc.
Workplace ergonomics has proven to be an important tool for the Lean toolbox. Deployed correctly, ergonomics can engage shop floor employees in improvement activity and provide a platform for building new levels of problem-solving. This case study will show key reasons why ergonomics accelerates Lean success and will show specific examples of how these two companies use ergonomics to drive engagement and learning during continuous improvement activities transforming the way they do business on the shop floor.
T 8T1. Improving OEE Through 5S
David Frye, TPM Director, Kaiser Aluminum
5S isn’t just another Lean tool – it is the foundation of the entire Lean and reliability process. In this session, discover how 5S directly links the “6 Major Losses” to OEE and learn how 5S and Visual Controls directly contribute to equipment reliability and bottom line performance.
T 8T2. TPM for the Lean Factory
Barry Thomas, Continuous Improvement Coordinator, Masco Builder Cabinet Group
TPM is a proven process for involving maintenance in organizational improvement. Masco Builder Cabinet Group (part of the Merillat Quality Brand) is using the TPM methodology to help drive their Lean manufacturing initiatives. This presentation demonstrates how the Atkins, Viriginia facility has implemented the program with great success with such examples as increasing uptime from 68% to 99%, lowering emergency work orders from 42% to 19% and implementing an extensive machine certification program.
T 8T3. Developing a Multi-Skilled Maintenance Organization
David Crockett, President, CenTec, Inc. (Center for Technology)
In today’s world of ever changing demands and strong competition it is vital we diversify our maintenance organizations. An internal culture change will be required to achieve the industrial maintenance organization of the future. David Crockett will discuss and show examples of how companies are addressing this change and show a structured process to develop a more diversified maintenance organization including how to set a clear direction and objectives, define your strategy, define job roles and responsibilities, and define your desired reaction, progression and measurements.
Luncheon: 12:00pm – 1:00pm
9P. PIT Instruction & Training: The PIT Crew Training Experience: 12:00pm – 6:00pm (additional fee required)
This unique hands-on session will take participants on a road trip to the PIT Crew Training facility in nearby Mooresville, NC. You will have an inside view of how elite pit crews plan, prepare, and perform. Using the same equipment and Nascar-style race cars used for practice at PIT, attendees will participate in a three-hour outdoor, hands-on activity with PIT coaches and instructors as team leaders. From team work and communication to planned and preventive maintenance participants will get an inside look at what it takes to win the race. Lunch will be provided on the bus, transportation provided by Productivity Inc.
C 9C1. A Common Sense Approach to Organizational Change
In this workshop you will learn the understand/accept/do model of organizational change to create a culture that will enhance your productivity improvement initiatives. This model is based on three simple questions to which you must be able to answer “yes” if you want to build a culture that supports and enhances your productivity enhancement programs: do people understand the reason for it; will they accept it and can they do what is necessary to successfully implement the program? You will come away from this workshop with an understanding of the human dynamics involved in implementing a productivity enhancement program in your organization, and with concrete ideas and tools to help you successful build a culture of continuous improvement.
C 9C2. Team Dynamics and Conflict Resolution
Leading a team of people who are trying to improve their organization is an exciting challenge. The team leader or manager needs to help the group move steadily ahead through the process of identifying, analyzing and developing solutions to problems. A leader accomplishes this through an understanding of the problem-solving process and applying the appropriate skills to guide the group through it. Using a variety of techniques, the leader helps the group accomplish its tasks. In this workshop, participants will look at their approach to managing conflict, discover the eight key elements of an effective conflict utilization process, and take a conflict management survey to help them understand more about themselves and how they behave in conflict situations.
T 9T1. Cost Deployment – Going Beyond OEE
Cost Deployment is an advanced TPM approach that goes beyond OEE and Loss Analysis to define the cost of specific losses and focus improvement activity where it will best enhance profitability. To do this, the TPM Loss Analysis model is extended to 16 losses to cover manpower and resources as well as equipment. Cost Deployment also introduces the concept of causal and resultant losses, so that the full cost of breakdowns and performance losses can be assessed. In this workshop we use the example of a beer-bottling line to illustrate causal and resultant losses and the cost deployment process.
T 9T2. TPM and Six Sigma
This module explores the integration of TPM and the tools of Six-Sigma to provide a well ordered approach for acquiring total process control. Applying both of these methodologies in tandem presents today's most powerful means of achieving your equipment performance improvement goals of "zero breakdown" and "zero defects" with minimum maintenance costs. (Note: This module requires participants to have a working knowledge of Total Productive Maintenance and Six-Sigma.)
Registration: 6:30am – 7:00am
Buffet Breakfast and Vendor Presentation: 7:00am – 7:45am
10V. Creating Visual Equipment Controls
Chris Rutter, Senior Marketing Manager, Brady Corporation
This special vendor presentation will take a look at the new GlobalMark printer that will allow customers to quickly create multicolor gauge labels, oil level indicators and other visual controls and devices for a variety of Lean applications including 5S, standard work, quick changeover, TPM, and kanban systems facilitating the detection of abnormal operating conditions at a glance. Everyone who attends will be eligible for a drawing for a free ID Pal Label Printer. The drawing will be held at the presentation.
Registration: 6:30am – 7:00am
Note: Some workshops are a full day, 8am-5pm, and cannot be combined with other half-day events.
C 11C1. Creating and Sustaining an Engaged Workforce (full day)
Everyone now understands that obtaining truly world class performance from Lean, six-sigma and other methods of improvement depends largely upon the degree to which the entire workforce is engaged to help. Ubiquitous, rapid improvement requires that each individual must make his or her own personal best contribution to the success of the enterprise. The culture of your business will determine if people can and will join the team and make the extra efforts required for real success. This workshop will describe the theory of industrial culture as well as provide detailed examples of the use of that theory to design and deploy an industrial culture appropriate to your business and your people. You will understand a culture where people share the values of the business and the beliefs that translate those values into action as well as one that encourages behavior that draws teams and individuals together and specifies standards to ensure that even in an environment of autonomous action, certain critical activities are always conducted as expected. We will provide many anecdotes of actual experience to enhance your understanding as well as experiential learning exercises to enable you to master the theory of industrial culture in practice.
C 11C2. Ten Critical Areas Where Supervisors Need Your Help with Culture Change
Supervisors play a critical role in the lean transformation. They are critical links between management hierarchy and the people who do the "real" work. Supervisors can bridge the gap between the current culture and the desired one. Yet despite these complex expectations, most organizations give supervisors limited attention. In this interactive session, learn the ten critical areas where supervisors need the organizations support in order to be successful.
T 11T1.The Maintenance Pillar of TPM
The basics of good maintenance are essential for any TPM initiative. However, studies have shown that up to 50% of all equipment breakdowns have a root cause related to the neglect of maintenance basics. How do companies develop the maintenance pillar of TPM to insure it supports the other pillars? This module details the necessary components of the maintenance pillar of TPM and how to make it a sustainable part of your company's TPM strategy.
T 11T2. Zero Equipment Stoppages (full day)
Did you know that current equipment condition in the U.S. leads to equipment productivity of less than 50%? Did you know that money wasted on ineffective maintenance related practices is in excess of $180 billion? Learn how to avoid these pitfalls at your facility by measuring your equipment productivity, improving it by sustainable amounts, and adding the goal to approach Zero Equipment Stoppages to your standard TPM and RCM goals. In this full day interactive session, we will explore the 4 phases of Zero Equipment Stoppages, learn to identify and eliminate the two main causes for 80% of equipment breakdowns, understand the six major equipment related losses and how to minimize them, discover opportunities to develop Maintenance Excellence in your facility, explore predictive maintenance technologies, discuss improvements to your preventive maintenance program, and more. Case studies on OEE and Maintenance Mapping will be included.
T 11T3. Root Cause Analysis (full day)
This module provides an understanding of the Root Cause Analysis methodology and is designed to provide a comprehensive look at how to perform RCA to achieve the maximum results and meet corrective action and investigation requirements for Quality, Safety, and Environmental Events. Learn how to physically perform an RCA on any type of failure or event, how to develop recommendations for the correction of identified causes, write a report detailing the RCA results, present findings to management and track the progress of the recommendations implemented for failure resolution.
Workshop: 1:00pm – 5:00pm
12P. PIT Instruction & Training: The PIT Crew Training Experience: 12:00pm – 6:00pm (additional fee required)
This unique hands-on session will take participants on a road trip to the PIT Crew Training facility in nearby Mooresville, NC. You will have an inside view of how elite pit crews plan, prepare, and perform. Using the same equipment and Nascar-style race cars used for practice at PIT, attendees will participate in a three-hour outdoor, hands-on activity with PIT coaches and instructors as team leaders. From team work and communication to planned and preventive maintenance participants will get an inside look at what it takes to win the race. Lunch will be provided on the bus, transportation provided by Productivity Inc.
Luncheon: 12:00pm – 1:00pm
C 12C1. Self-Directed Work Teams
In this interactive workshop, participants will receive a lively overview of the key elements necessary to create and sustain a self directed, high performance work team. This workshop will look at the real-world business challenges facing organizations today, as well as give participants a specific implementation methodology to begin practicing upon immediate return to the workplace.
Buffet Breakfast: 7:30am – 8:30am
Sprint Cup Series Race Shop Tour: 8:30am – 2:00pm (additional fee required)
On this tour we will take a behind-the-scenes look at Nascar racing including:
- Hendricks Motorsports, home to drivers Jimmie Johnson, Dale Earnhardt, Jr., Casey Mears, and four-time champion Jeff Gordon. Visit the shops and see an array of famous race cars from the past and present in their fabulous museum.
- Richard Petty Driving Experience. Join us as we take a “behind the scenes” look at the facility that builds all the race cars for the driving schools across the country. During the tour we will see the engine department, chassis, fabrication and more. Mechanics and technicians will be available to answer questions, technical, maintenance-related or otherwise.
- Penske South, the racing facility of Kurt Busch and Ryan Newman.
A box lunch will be provided during the tour. Transportation will be provided by Productivity Inc.