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Home Come Join Us in Atlanta April 4-6, 2011 Call For Speakers Advisory Board Contact Us 2008 Highlights 2007 Highlights 2006 Highlights 2005 Highlights About IW Best Plants 
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Conference
Program -- Continuous Improvement 101 Track Track sponsored by Performance Improvement LLC
Tuesday, April 20 IW Best Plants Winners Panel Discussion: Lessons Learned on the Journey to Operational Excellence 8:40 a.m. -- 9:40 a.m. IndustryWeek's 2009 Best Plants winners are proof positive that the journey to operational excellence follows more than a single path. One of the manufacturing plants represented on this panel discussion, for example, succeeds in a job-shop environment, two are union plants and all three are constantly challenged build enduring cultures of continuous improvement. Learn specific practices these winning facilities employ to drive manufacturing excellence in their facilities --mand come armed with plenty of your own questions! Speakers Mary Jo Cartwright, Director of Operations, Batesville Casket Co. Eric Story, Team Leader, Nordson Corp. Dave Uhrik, Plant Manager, Philips Professional Luminaires Build and Sustain Your 5S Program 10:00 a.m. -- 11:00 a.m. This presentation will define 5S and explain its purpose. Even more, this presentation will chronicle SSP Fittings' efforts to implement a 5S program in its Twinsburg, Ohio, facility, describing the struggles and ultimately the successful introduction of a progressive 5S program worthy of emulation. Also learn how efforts to implement 5S led to the development of a continuous improvement office to aid in developing a lean culture. Speakers  Chris Herman, SSP Fittings
Chris Herman is a Lean Coordinator for SSP Fittings located in Twinsburg, Ohio. Herman is a key resource for leading and promoting SSP's lean transformation while supporting policy deployment and improving business performance. He is a 20 year employee at SSP.  Tony
Williams, SSP Fittings
Tony Williams is a Lean Coordinator for SSP Fittings located in Twinsburg, Ohio. Williams is a key resource for leading and promoting SSP's lean transformation while supporting policy deployment and improving business performance. He is a 3 year employee at SSP.  Fletcher
Birmingham, President, Summit Business Consulting
Fletcher Birmingham is President of Summit Business-Consulting, Inc. of Hudson, Ohio providing assistance in strategy, operational excellence and employee development. His consulting clients include both large and small manufacturing and service organizations. In addition, Birmingham is Director of the Operations and Plant Managers Association, a network for benchmarking and sharing best manufacturing practices. He is lead faculty for the University of Phoenix Cleveland Campus facilitating graduate courses in operations management, project management, resource optimization and supply chain management. Birmingham's work experience spans over 20 years in manufacturing and service industries with companies including Hamilton Sundstrand, Lockheed Martin, Scott Fetzer and Roadway Express. Maintaining Results over the Long Term 1:20 p.m. -- 2:20 p.m. Have you made great strides in achieving gains by reducing things like set-up time, man-machine cycle time, or 5S activities to just see them disappear within a year or less? Having a good system to follow-up on a continual basis and accountability from all involved is the life line for sustaining gains. Seco Tools has seen their OEE rise from 50% to 80%, and their gross margin increase by 39%. Year by year and step by step, truly dedicated companies can achieve the same results. Seco Tools has followed several key methods for maintaining the gains achieved by each team/event. This session will include auditing from the plant manager level as well as the pillar level. Establishing trigger points and goals are a must at the close of an event/team. Learn how to handle the breach of a trigger point and get to the root cause of the anomaly that caused the breach. Seco Tools will share their ideas proven to be successful in maintaining results of continuous improvement efforts. Speakers  Randy Jenkins, Seco Tools Inc.
Randy Jenkins been with Seco Tools since 1987. He possesses a Process Kaizen Engineering degree and attended Pellissippi State community college. He has been actively involved with continous improvement efforts at Seco Tools since 2003.  Chris Mouriopoulos, Manager, Solving Efeso Inc, North America
Chris Mouriopoulos, along with the Solving Efeso North American team, focuses on supporting their clients with a very hands-on experiential approach to WCOM implementation. As a former client and now as a manager in the Solving Efeso team, Mouriopoulos has garnered practical applications experience with many top level multi-national clients. The theme is the always the same; apply the needed Lean Manufacturing tools in the factory as well as in the office and put in place an effective and very manageable system to sustain the gains. "We put strategy into action with the three powers; the power of zero losses, 100% involvement of all employees, and a single operating system." Managing for Daily Improvement -- Hands-On Training for Lean Transformation 4:00 p.m. -- 5:00 p.m. This presentation will focus on the elements for successfully implementing a Daily Improvement Culture and teaching the leadership how to Manage and Lead successfully in this environment. A critical component of establishing a Daily Improvement Culture is the ability for an organization to establish a Learning Environment -- through flawless training and development of the people in the organization. Speakers  Steve Rhoads, Director of Operations, WatlowSteve Rhoads is a 30+ year employee of Watlow, a family owned business since 1923, which manufactures electric heaters, sensors, and controls for the commercial and industrial markets. During his tenure, he has worked in all aspects of the business, design & product engineering, international & domestic sales, and the last 15 years in operations management and leadership. He has a bachelor's in organizational management with an engineering emphasis. In the nineties he was an instrumental part of Watlow's TQM effort to involve all associates in the operating and improvement of the business. It is better described as a transformation to a more collaborative business model focused on exceeding customer needs and a culture of best place to work. More recently, since 2004, as Director of Operations in St. Louis, Mo., he has teamed with Simpler Consulting, LP to implement a continuous improvement culture within Watlow. It is based on the primary tenants of the Toyota Production System, but is best described in the halls of the enterprise as the Watlow Way. The operating system that is rigorously followed includes: Strategy Deployment, Value Stream Analysis, Rapid Improvement Events, and Management for Daily Improvement. As a student and now a Lean Leader, Rhoads has successfully teamed with other Watlow leader and associates to bring Lean type results to their business and customers. More importantly a solid foundation has been laid for an already rich culture to have a never ending pursuit of perfection.  Steve Montes, Director of Consulting Services, Simpler Consulting
Steve Montes joined Simpler Consulting in January 2003. Over the past 6 years Montes has held various positions within Simpler, most recently as Director, Business Development, developing, supporting and managing a client base both in North America and Latin America. Throughout his consulting career, Montes has led strategic lean transformation initiatives covering a wide range of industries, these include: U.S. military operations, aerospace, healthcare, high tech, automotive, and retail. Prior to joining Simpler, Montes personally led lean transformations with Fortune 500 organizations in the automotive and high-tech industries. He has held several key positions within these industries; including Director of Manufacturing, General Manager, Program Manager and Director of Quality Engineering. His strategic and holistic application of Lean-Six Sigma tools and techniques for the manufacturing and service sector clients has led them to achieve long term sustainable results and culture change. Montes is a recipient of the "Outstanding Graduate of the Masters Program - International Management." He received his master's of business administration from Golden Gate University, San Francisco and his bachelor's in business administration from California State University, Stanislaus. For six years he has taught Lean Operations courses at CSU Stanislaus as an Adjunct Professor. Wednesday, April 21 Developing Effective Meaures For the Lean Enterprise 8:40 a.m. -- 9:40 a.m. What is the best way to measure progress when implementing lean methods? Are some measures better than others? How should a manufacturer go about choosing a set of measures for its lean initiative? Talan Products, a metal stamping company in Cleveland, Ohio, has been successful with lean methods for the past three years. Before starting with lean tools and methods though, it tackled the issue of choosing metrics for the initiative. Learn how Talan Products used those metrics to successfully drive lean methods and concepts throughout the company. Speakers  Peter Acccorti, President, Talan
Products, Inc.
Peter Accorti is the president and co-owner of Talan Products, a Cleveland-based contract manufacturing company specializing in high-volume metal stamping. He joined Talan products in 1998 and has been instrumental in the company's growth. Today, Talan has annual revenues over $25 million and employs 60 workers. Talan has won numerous local and national awards for growth and manufacturing excellence. Talen uses progressive management concepts and programs to achieve continued success in an industry where U.S. manufacturers have been struggling mightily with low-cost foreign competition. Accorti has a bachelor's in geography from Ohio University. He is a founding board member of E4S (Entrepeneurs for Sustainability); a board member and past president of WireNET; and a board member of MAGNET.  George
P. Bohan, Principal, Chagrin River Consulting, LLC
George P. Bohan has over 25 years of experience in designing and implementing performance improvement initiatives in a variety of industrial and service sectors. Bohan has a bachelor's in psychology from the University of North Carolina at Chapel Hill and a master's of science in organizational development from Case Western Reserve University in Cleveland. He has published articles in National Productivity Review, Quality Progress and ASTD's Training and Development Journal. He is also the co-author of the book People Make the Difference, Prescriptions and Profiles for High Performance. A Kaizen Approach to Operational Excellence 10:00 a.m. -- 11:00 a.m. Continuous improvement and operational excellence are hallmarks of IndustryWeek's Best Plants winners, and for many of them, kaizen helps drive operational excellence initiatives. Attend this panel of 2009 IW Best Plants winners and learn how they use kaizen, a Japanese term for improvement, to make their processes better and drive employee engagement. And remember, this is a dialog so bring your questions. Panelists Matthew D. Walker, Plant Manager, Carrier - Carlyle Compressor Facility Speaker TBD, General de Cable de Mexico del Norte S.A. de C.V. Kris Pierce, Plant Manager, Masco Builder Cabinet Group Culpeper Assembly Plant Vincent Turner, Raytheon Space and Airborne Systems Advanced Products Center Lean in a Low Volume or Job Shop Environment 11:20 a.m. -- 12:20 p.m. Doug Olander of Performance Improvement, LLC will partner with a recent client -- an Aerospace Casting Company -- to discuss the opportunities that were found when working with that company. The company saw themselves as a low volume "job shop" and concluded implementation of a production system would not apply to their work. Introduction of a Lean production system focused on material flow and scheduling produced stability and eliminated over production. In addition, an accountability system was implemented designed to identify and eliminate performance issues early in all key areas -- quality, delivery and cost -- to further drive company performance. The Aerospace Casting Company will discuss the strategies and tools they are implementing to sustain the production system, foster continuous improvement, and keep the company profitable. Speakers  Doug Olander, Managing Director,
Performance Improvement, LLC
Doug Olander has more than 25 years of experience in large-scale manufacturing and/or multi-site management. He has a proven ability to improve processes and achieve results. An expert in performance improvement, Olander's specialties include lean manufacturing, quality operating system assessment/support, problem analysis and problem solving. His expertise in operations intervention includes manufacturing transition, launch readiness, engineering/operations support and interim management. Specific process experience includes stamping, metal fabrication, plastic molding, machining, and assembly processes. Olander has successfully executed a number of manufacturing transition, due diligence, launch management, and performance improvement engagements. Significant accomplishments include assisting private equity investors with operational due diligence on 23 manufacturing facilities resulting in the formation of a market leading joint venture; facilitating the re-initiation of production in a previously closed facility (including equipment purchase, securing facility access, movement of tools and equipment, and establishing a production system) to address shortfalls in the supply chain that were impacting a vehicle program launch; and leading a performance improvement team aimed at increasing throughput and delivery -- resulting in increased throughput by 253% while maintaining 100% on time delivery.  Bob
Ballantyne, Klune Industries, Inc.
Bob Ballantyne has been employed with Klune Industries for 11 years. He began his employment as the Program Office Manager in Fiscal Year 2000 where he managed Business Development and Customer Inferface for 7 years before being promoted to General Manager in 2007. Recently, he has also been asked to fill the role of VP of Operations over both the Manufacturing facility and the Foundry in Spanish Fork, Utah. Ballantyne is a results driven strategist who is responsible for successfully managing a team of 260+ employees. He has an excellent record of achievements in implementing mission-critical initiatives, and pioneering programs. Bob is responsible for redelivering performance improvements through all elements of lean manufacturing including cost reductions, production efficiencies, and continuous improvement initiatives. A key concept used to enhance customer satisfaction, internal production and bottom line profitability has been the implementation of real-time metrics. He has strong interpersonal skills with exceptional talent to enlist cooperation among external business partners as well as all levels of internal organization. Prior to joining Klune Industries, Ballantyne was employed by The Boeing Company for over thirteen years as their Senior Manager of Business Operations; Finance, Work Transfer Management, and Information Systems where he was responsible for managing over 100 technical and 500 support employees. Conference speakers, topics, and sessions are subject to change at any time. Last Updated April 13, 2010. |
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