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33rd Annual

September 19-20, 2007

 

Keynote Speakers

John Kim, Senior Partner, Lean Horizons, LLC
Lean Healthcare Revolution

John is a recognized leader in the development and deployment of enterprise-wide lean transformations.  As an established executive at companies such as The Hon Company and Danaher Corporation, John learned lean principles under the tutelage of a Japanese sensei, first as a general manager, then as vice president of operations.  He has spent the last 9+ years in executive consulting. John has implemented lean in sectors including healthcare, defense (Air Force, Army, and Navy), oil/gas, traditional manufacturing, administration, and service/distribution.  A brief list of companies in which John has personally consulted include General Electric, Thedacare Hospitals, Lockheed Martin, The Hon Company, Fisher Scientific, Parker Hannifin, Sandia National Laboratories, Baxter, and the U.S. Air Force.

dJerry Bussell, VP of Operations, Supplies, and Distribution; Medtronic Xom
Lean Leadership at Medtronic and in the Community

Jerry Bussell is vice president of operations for Medtronic ENT/NT business sector.  He has over 30 years of operations experience with high growth companies at various levels. He has served as director of manufacturing operations and as managing director and senior director during domestic and international plant start-ups and initial public offerings. He has worked for divisions of Bristol-Myers Squibb, Allergan Inc., and Kraft Inc.

Jerry holds a BA from St. John Fisher College and an MBA from Baylor University.  He is chairman of the Jacksonville Lean Consortium and chairman of the Board of Governors for the Shingo Prize.  He is a trustee of the Jacksonville Chamber of Commerce and the vice chairman of the Jacksonville University Athletic Association.

Jerry received the prestigious Medtronic Wallin Leadership Award for transforming Medtronic ENT’s traditional manufacturing operation into a nationally recognized model of lean manufacturing.   Under Jerry’s leadership, Medtronic ENT/NT was awarded one of IndustryWeek’s Best Plants in North America Awards in 2002 and was recipient of the Shingo Prize in 2003.

Robert Miller, Executive Director, Shingo Prize
Lean: Proven Business Excellence

Mr. Miller has been a successful practitioner of the principles of lean from the initial birth of JIT.  Through his many senior leadership positions at John Deere, FMC, Herman Miller, and The Gates Rubber Company (Shingo Prize winner), he has experienced the implementation of Lean principles and practices from engineering, production, materials, quality, information systems, and executive points of view.  As vice president at both Herman Miller and Gates, Bob has wrestled with balancing competing improvement methodologies proposed by a host of consultants and found the principles of lean to be the most applicable across the greatest breadth of business functions.  

Bob was a principal and senior partner at the Destra Consulting Group based in Boulder, Colorado where he worked with organizations in many countries and in widely diverse industries to develop and implement strategies for change and business process improvement.  Most recently, Bob was the president of a high end aluminum living-quarters style horse, motorcycle, and equipment trailer business.

Colonel Douglas Evans, Commander, Red River Army Depot
Principles of Lean Leadership in a Refurbishment Environment

Colonel Douglas J. Evans was born in San Pablo, California.  He was commissioned a second lieutenant and branched to the Ordnance Corps in June 1982.  He holds a Bachelor of Science degree in business management from Brigham Young University (BYU) in Provo, Utah and a Master of business administration from Babson College in Boston, Massachusetts. He has held a variety of command and staff assignments and assumed command of Red River Army Depot on July 20, 2005.

Colonel Evans’ awards and decorations include: The Bronze Star Medal, Meritorious Service Medal (three oak leaf clusters), Army Commendation Medal (two oak leaf clusters), Army Achievement Medal, National Defense Service Medal, Armed Forces Expeditionary Medal, Global War on Terrorism Expeditionary Medal, Global War on Terrorism Service Medal, Armed Forces Service Medal, Humanitarian Service Medal, NATO Medal, and the Parachutist Badge.

Tim Lawrence, Vice President of Manufacturing, Baxter Manufacturing
Lean Enterprise Implementation at Baxter North Cove

Mr. Lawrence received a Bachelor of Science degree in management from the U.S. Military Academy at West Point and an MBA from the Krannert Graduate School of Management, Purdue University.  He currently works as the vice president of Global Renal Manufacturing at Baxter Healthcare Corporation where he directs an employee population of 2,500 and production line valuing approximately $400 million.  His leadership in the training and development of new leaders through “Lean Boot Camp” has played a fundamental role in Baxter’s journey toward creating a truly lean enterprise.  Prior employers include: Pratt & Whitney and Zimmer Inc. 

Pamela Dennis, Founder, Destra Consulting Group
Leadership as Told to us By the Wise and the Wacky

Pamela brings 25 years of consulting and management experience with global Fortune 500 companies, emerging high-tech organizations, educational institutions, and scientific agencies.   She received her Ph.D. in Organization Development and Education from the University of Colorado, her Master's from the University of California, Santa Barbara, and her Bachelor of Science from California State Polytechnic, San Luis Obispo.
Dr. Dennis founded Destra Consulting Group in 1985, building it into a $6 million international organization development firm before divesting her interest in 2003.  In addition, she held management positions in the computer industry, and served on faculty at the University of Colorado in organization and group behavior and at several corporate "universities" including GE, Wyeth, and General Motors.  She has also been active in community development serving as a director on boards of nonprofit organizations.

Scott Christopher, Director of speaking and training, O.C. Tanner Company
The Carrot Principle: Engage People, Retain Talent, and Accelerate Performance

The Carrot Principle reveals the groundbreaking results of one of the most in-depth management studies ever undertaken, showing definitively that the most successful managers provide their employees with frequent and effective recognition. Learn specific hows and whys of truly strategic recognition and appreciation. Compelling data and examples from some of North America’s top companies combined with a fast-paced, humorous delivery make this presentation unforgettable.




Concurrent Speakers


Mike Martyn, Principal, SISU Consulting
Leading Change at Breakneck Speed: Lessons from a Lean Turnaround

Michael Martyn is the founder and managing principle of SISU Consulting Group, a firm special­izing in increasing stakeholder value through the de­velopment of lean leaders at each level of the organi­zation. By creating transparency in the organization, implementing standard work, and raising the level of shared accountability, SISU works with each of its clients to build a sustainable continuous improve­ment program and significantly improve bottom-line results through the development of its most valuable asset--its people.

Rex Morgan, Director of Engineering, O. C. Tanner
Developing the Right Sized Equipment in Your Lean Journey

Rex Morgan is the director of engineering at the O.C. Tanner Company of Salt Lake City, Utah.  O.C. Tanner is the leading Awards Recognition Company in the world. The O.C. Tanner Company won the Shingo Prize in 1997 and has been driving lean manufacturing ever since.  Rex and his team helped enable O.C. Tanner to move toward cellular manufacturing by designing right-sized equipment and removing process monuments that required products to exit the cells.

Rex will discuss, in the world of one-piece-flow and waste elimination, when you use autonomation vs. automation.  Three universal principals that must be in place to be successful with equipment development will be discussed along with some frequently faced challenges and seven suggested solutions. 


Dan Manning, Instructor, Ogden Weber Applied Technology Center
Supporting Lean Through the Ogden-Weber Applied Technology College

Dan has a B.S. in manufacturing engineering technology from BYU and has worked for Boeing as a process engineer, as an instructor at BYU, a senior field engineer with the Manufacturing Extension Partnership (MEP), and VP of operations for Advanced Lifts, a company that manufactures residential elevators.  Today Dan works as Ogden-Weber Applied Technology College’s Lean Manufacturing Training Center instructor.  He is a Six Sigma black belt, a certified Jonah from the TOC center and has also certified in lean manufacturing from the University of Alabama. He also teaches an operations management course at UVSC.

 

Workshop Speakers


John Kim, Senior Partner, Lean Horizons, LLC
Lean Office: Applications and Implementation

John is a recognized leader in the development and deployment of enterprise-wide lean transformations.  As an established executive at companies such as The Hon Company and Danaher Corporation, John learned lean principles under the tutelage of a Japanese sensei, first as a general manager, then as vice president of operations.  He has spent the last 9+ years in executive consulting. John has implemented lean in sectors including healthcare, defense (Air Force, Army, and Navy), oil/gas, traditional manufacturing, administration, and service/distribution.  A brief list of companies in which John has personally consulted include General Electric, Thedacare Hospitals, Lockheed Martin, The Hon Company, Fisher Scientific, Parker Hannifin, Sandia National Laboratories, Baxter, and the U.S. Air Force.

Paul Schulz, President, Imagination Development
Little Hopper Simulation (A Train a Trainer Workshop)

Mr. Schulz has over 20 years experience in Manufacturing, Production Process Analysis and Improvement, Design and Implementation of Employee Involvement Systems (including development of supportive training and experiential tools), and use of  'Visual Factory' and 'Lean' concepts in both MRO and Manufacturing environments:

Developed total training curriculum for Hill AFB MRO/MRPII roll out
Extensive experience in working with employee 'teams'. Creating an environment where TRU (Total Resource Utilization) flourishes
Consulted with companies and institutions including ICON, Moore Business Forms, Utah State University in the areas of Process Improvement and developing employees/students who could recognize opportunities for improvement and understand how to apply JIT and Lean principles
Site evaluator for the Shingo Prize for Manufacturing Excellence
President of small manufacturing company
Developed a training system (including ‘Little Hopper’ and ‘PCGA’ simulations) to teach principles of process management.

dMike Martyn, Principal, SISU Consulting
Training Within Industry

The Training Within Industry Program (TWI) consists of four modules: Job Instruction, Job Methods, Job Relations, and Program.  This workshop will focus on the first module, Job Instruction, which is critical to standardizing training processes and assists companies in training new workers quickly and efficiently.  The module allows employees to be involved in the creation and improvement of work standards, which increases the level of employee empowerment and morale.  Participants will learn how to establish a framework for efficiency, facilitate the development of a lean culture, and create a learning organization.

 

Paul Harbath, MEP, Senior Field Officer
Building Employee Involvement by "Going Back to the Basics"

The foundation of the Toyota House of Lean is built on “standardizing and stabilizing” the production processes. In this workshop we will revisit basic lean tools that are best implemented through involvement of the shop floor associates. Built around Fukuda’s parable, this workshop will include many examples of shop floor involvement based on small company lean implementations facilitated by MEP Utah. We will re-examine each of the tools in detail and discuss how they compliment each other and why “simplicity” in both demonstration and implementation is the key to engaging your work force.

Paul Harbath is a senior field engineer with the Utah Manufacturing Extension Partnership (MEP). As a field engineer he facilitates the implementation of lean production concepts throughout Utah. Primarily focusing on small business, he is involved in all aspects of lean production system implementations including lean training, value stream mapping, and facilitating specific projects driven by the mapping activities.

 

James Petersen, MEP, Senior Field Officer
Your "Road Map" to Higher Profits Through Improved Performance: Value Stream Mapping

James Petersen is a senior field engineer with the Manufacturing Extension Partnership (MEP) located in Orem, Utah. James has spent the last 13 years working directly with businesses across the U.S., Asia, Canada, and Mexico to implement continuous improvement activities.  In 2006, James helped Utah companies capture over $10 million of bottom line impacts.

James has a Bachelor of Science degree in manufacturing engineering technology and a Masters degree in technology management, both from Brigham Young University. James lives in Cedar City, Utah with his wife Francine and their five children.

J. Brian Atwater, Professor, Utah State University
Thinking Differently: Developing Sustainable Continuous Improvement Programs

J. Brian Atwater is an associate professor of operations management at Utah State University.  He earned his PhD in operations management at the University of Georgia.  He currently teaches graduate courses in continuous improvement techniques and system dynamics.  Dr. Atwater is certified in production and inventory management (CPIM) by the American Production & Inventory Control Society (APICS) and sits on the committee overseeing the Master Planning of Resources certification exam.  He has received lead auditor training in ISO 9000 and is also a certified academic associate (JONAH) of the Goldratt Institute.  He has provided professional consulting services for several manufacturing operations including 3M, Apple Computers Inc., Carrier, and Schuller/Manville Corporation.  His current interests center around the teaching of systemic thinking and the integration of those concepts with other problem solving approaches such as creative problem solving, lean thinking, six sigma, and TOC.  He has published several articles in a variety of journals including Production & Operations Management Journal, International Journal of Production Research, International Journal of Operations & Production Management, Productions Inventory Management Journal, Cost Management Journal, and Industrial Management Journal.

 

 

dRosemary Fullerton, Ph. D., Professor, School of Accounting, Utah State University
Providing Information for Improved Decision Making in Lean Enterprises

Despite the obvious need for companies to have transparent, comprehensible information, their lean results continue to hide behind the mask of traditional accounting. Find out why standard costing and variance analysis distort the real benefits from implementing lean, waste valuable time and resources, and are unnecessary. Learn how to empower employees with lean tools and include them as strategic partners in leaning your operations. Revitalize your financial information with performance measures that report the real story of your lean successes, and clarify decision making where it counts by aligning your non-manufacturing functions to support the manufacturing functions with simplified, “plain English” financial statements.

 
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