Day 1 - Tuesday, September 10, 2013 Track A: Quality Fundamentals 08. 00 Registration, coffee and networking 09. 00 Opening remarks from the Chair 09. 00 Five Dimension Thinking: Cultivating Quality Five dimension thinking provides a philosophical framework for understanding and implementing quality in an organization. The five dimensions include1) experience; 2) measurement; 3) relationships and systems thinking; 4) interconnectivity and paradigm logic; and 5) value sharing. Five dimension thinking is sufficiently comprehensive to incorporate the Plan- Do-Study-Act (PDSA) cycle as well as the Malcolm Baldridge Criteria, Peter Senge’s Fifth Discipline and Stephen R. Covey’s teachings. Rick Winder, Research Principal, Leadership Dynamics Research Institute 10. 00 Reliability Tools in Lean Product Development Lean Product Development is a front loaded, knowledge based method focused on customer value and eliminating waste of design rework. For quality and reliability, this enables up front learning to ensure Robust and reliable products. This presentation introduces Lean product development and shows how it is applied to understand customer needs, improve design decisions, reduce risk, establish critical characteristics and process control, target product testing, and use failure analysis to improve product reliability. John Paschkewitz, Engineering Department Manager, Watlow 11. 00 The SWEATT Model – Linking Strategy, Metrics and Accountability The SWOT model has been around for a long time; in its time it served a useful purpose but today the model no longer works for organizations. Out of this necessity, the SWEATT model was born (Strengths, Weaknesses, Excellence, Actions, Threats and Team). The most significant differences between the SWEATT and SWOT models are 1) the SWEATT model requires the establishment of measurement for each criterion and 2) the SWEATT model defines a movement point (MP) for each identified criterion and action. This presentation will explore three examples to demonstrate the value of the SWEATT Model; in the areas of 1) manufacturing, 2) education and 3) marriage. Dr. Russell Roberson, Executive QA RA, General Electric Healthcare 12:00 Lunch, networking and opportunity to visit Quality Expo 2. 00 Statistical Analysis Tools and Using MS Excel The presentation includes recent statistical analysis made to Industrial Companies. The studies show a Chi Square Test for Independence, a Simple Random Sampling, a Regression Analysis, the use of a Normal Plot, Descriptive Statistics Analysis, One Way and Two Way Anovas, Two Variance F Test and Two Means T test examples. Rolando Guido, Director of Operations, Automix 3. 00 Henry Ford’s Universal Code for Proven World Class Performance Henry Ford’s “universal code” for proven world-class performance consists of a simple triad of impartial economic, scientific, and behavioral laws. Economic law says no system or supply chain can disburse more wealth than it produces. Manufacturing science, and many principles That apply to services as well, allow the system to produce more wealth through the elimination of waste. Behavioral law mandates a square deal for all supply chain stakeholders including customers, suppliers, and workers. William Levinson, Principal Consultant, Levinson Productivity Systems 4. 00 Reducing Variation of Destructive Testing results The presentation discusses the use of quality tools to study and control variation of destructive testing in the steel pipe industry. The methodology to study the possible root causes of variation in all production and test preparation stages, including raw material manufacturing, pipe production process, specimen cutting and preparation, instruments and equipment calibration, and testing process, is presented. The proper use of statistical techniques as quantitative tools to measure and control variation of testing output is also discussed. The improvement of destructive testing results has led to significant improvement in production yield and reduction of rejection and retest rate. Khalid Ali Babakri, R&D and QA Manager, Saudi Steel Pipe Com 5. 00 Close of Day One Track B: Sustaining Quality Improvement 08. 00 Registration, coffee and networking 09. 00 Opening remarks from the Chair 09. 00 Lean Culture Change The two greatest challenges to deal with in order to achieve a successful lean transformation are changing the culture and sustaining the improvements.This program offers several insights and suggestions to help facilitate and sustain Lean culture change. Keri Brewer, Master Black Belt, Bridgestone Americas 10. 00 The Journey to Sustain Improvement Today most organizations emphasize improving their key processes to reduce scrap and variability and to increase customer satisfaction. Many fail to establish a system to sustain these improvements over time and end up improving the process again. This presentation will discuss how one major organization improved their processes, saved 65 million dollars and sustained these improvements for 15 plus years. The presentation will concentrate on the thought process used to sustain the improvements. Michael Mazu, Principal Consultant, MJM Associates Inc. 11. 00 Supplier Quality as a Competitive Advantage Managing quality across complex supply chains is a Herculean task. Yet if ineffectively executed, it can result in poor quality goods going out to customers - as witnessed in the millions of product recalls each year. Speakers from MetricStream will discuss how companies can strengthen quality effectively. Attend this presentation to gain insights into the importance of supplier quality, Practical strategies for enhancing quality and Leveraging technology to ensuring quality compliance. Nicholas Tharakan, MetricStream 12. 00 Lunch, networking and opportunity to visit Quality Expo 2. 00 Balance Chart Analysis of the Value Stream Map Value Stream Maps at times don’t give the whole picture of the process. A Balance Chart used in conjunction with the Value Stream Map may show bottlenecks and other waste that may be hidden in the process. Ken Leeth, Corporate Quality Manager, Elkhart Product Corporation 3. 00 Roadmap to Quality Beyond Compliance Typical quality programs are geared to primarily support compliance maintenance and verification.Once steady compliance is achieved, then development of improvement plans beyond quality compliance can begin to surface. Improvement initiatives will not thrive or self-sustain if the foundation underneath is unstable ground (i.e. inconsistent compliance to standard) to support the expected outcome.This presentation will provide flexible strategy models to serve as road markers during the quality beyond compliance journey to maintain alignment of compliance with the growth and improvement strategies. Janet Smith, ProTrans International Inc. 4. 00 Sustaining Results: The Human Side of Change Continuous improvement is an ongoing effort that makes the organizations stronger competitors.One key area of improvement projects that needs the most focus is the human side of change. The objective of this presentation is to address the three main elements of a sustainable change through a successful improvement project. These elements are: Technical side, Human side and Management side of the change. Mehdi Toobaei, Six Sigma Master Black Belt, Mondlez International 5. 00 Close of Day One Day 2 - Wednesday, September 11, 2013 Track C: Risk Management Tools 08. 00 Registration, coffee and networking 09. 00 Opening remarks from the Chair 09. 00 Risk Management and its Impact on QMS In today’s dynamic and fast paced industries, the ability to identify, mitigate, and prevent high-risk events is key to success. Today, quality and compliance systems utilize risk as a reactive measure based on post-market feedback. There is a growing trend in the industry to create a holistic approach to Risk Management, utilizing both proactive and reactive risk factors. Tom Barlow, VP of Quality and Lean, Accuride Corp. 10. 00 Risk Management: A Must in Today’s Global Economy There are four types of risk to an organization’s objectives: strategic, operations, compliance and organizational. The objectives should be measurable so that the effects on them can be determined. This session will explore each type of risk, describe an assessment process to manage them and review commonly used risk management tools. Sandy Liebesman, President, Sandford Quality Consulting LLC 11. 00 The Power of Silent Brainstorming This session interactively includes all participants in a live silent brainstorm session. In parallel to the session, a real example is shared where a transactional business team realized significant savings directly as a result of this process. Participants will see how they can apply and make sustained differences with the use of this Analysis technique as a part of the DMAIC (Design, Measure, Analyze, Improve, and Control) toolkit. JD Marhevko, VP of Quality and Lean, Accuride Corp. 12. 00 Lunch, networking and opportunity to visit Quality Expo 2. 00 Taking ISO 9000 QMS as a Right Step towards Total Quality Management Although the ISO 9001:2008 Standard provides a fascinating Quality Management System documentation with excellent continual improvement tools, but unfortunately not yet properly implemented by some organizations. The purpose of this session is to show a case from the real practice that how the ISO 9001:2008 requirements can be utilized to build a strong Quality Management System that adds real value to the different organizational aspects; going on an endless journey toward total quality management and excellence of business. Omer El Tigani, Manager - Quality Management, Tanween 3. 00 Measure it Right! Improvement through MSA Sherwin Williams is a leader in the development, manufacture and sale of coatings and related products.Recently, a manufacturing quality control gauge was identified as unacceptable, per measurement system analysis. A cross functional team identified root cause and commercialized an innovative solution, resulting in an acceptable gauge. The project delivered several improvements; 25% reduction in customer complaints, 15% improvement in manufacturing efficiency, and $500,000 in savings. Brian Mullen, Division Senior CI Manager, Sherwin Williams Jason McCreight, Manager of Quality Improvement, Sherwin Williams 4. 00 Session TBD Speaker TBD 5. 00 Close of Day Two Track D: Building and Sustaining Quality Culture 08. 00 Registration, coffee and networking 09. 00 Opening remarks from the Chair 09. 00 “Setosa” Outcome Segmentation Analysis Presentation of a strategy to sustain excellence in a public health and regulatory outcome control through an application of a combination of quality management tools, the author refers to this strategy as “Setosa” or “Sustained Excellence through Outcome Segmentation Analysis.” Lawrence Sproul, Quality Systems Manager, FDA 10. 00 Creating a Process Driven Culture via Coaching If you are trying to create a process-driven culture in a workplace that is not only change resistant, but also doesn’t believe in process, then this session is for you. Learn how the presenters took small but specific steps to change an old-school government style to one based on processes and data-based decisionmaking. Nicole Dunn, Consultant, Whiteboard Consulting Ruth Henderson, Consultant, Whiteboard Consulting 11. 00 Hoshin Kanri- From strategy to personal planning Many employees and leaders struggle to understand how they fit into the larger piece of the puzzle and how what they do on a daily basis really impacts the big picture. Planned use of Hoshin Kanri, specifically the X matrix, can help create a visible link for everyone to understand their contribution. Once understood, employee engagement and productivity can increase, the project selection process gets smarter, change can become easier, and everyone can point to how they make a difference. Julie Miller, Director, Integrys Energy Services 12. 00 Lunch, networking and opportunity to visit Quality Expo 2. 00 Achieving Breakthrough Process Performance This presentation explains the First Time through Capability System (FTTCS) which is an evolutionary methodology needed to sustain Continuous Improvement efforts to reduce variation in manufacturing processes and to improve the quality of the parts produced. This methodology develops a Continuous Process Knowledge (CPK) and exposes the true performance of the process enabling stronger defect prevention leading to a higher customer satisfaction. Jose Federico Garcia, Senior Quality Engineer, Winegard 3. 00 Building the 1000 Year Company: Baldrige and Beyond In this fun and interactive presentation, we look at the critical success factors that have enabled some of the world’s oldest companies to sustain their operations for more than 1000 years. Using the Baldrige Criteria as a starting point, we explore the management strategies that companies use to build the capacity to endure. Anton Camarota, Executive Director, The Institute for Business Longevity 4. 00 Session TBD Speaker TBD 5. 00 Close of Day Two Track E: Lean & Six Sigma Master class 08. 00 Registration, coffee and networking 09. 00 Opening remarks from the Chair 09. 00 Lean into Operational Excellence: How to Grow Your Business While Improving Quality and Reducing Cost During his presentation, Duggan will discuss how companies can advance their lean and six sigma programs beyond current practice by adopting a short-term methodology used by today’s most progressive lean manufacturers that leverages the eight principles of Operational Excellence. Kevin Duggan, Founder, The Institute for Operational Excellence 11. 00 Applied Lean Six Sigma for Facility Management (e. g. Sub System Commissioning Process) Dumidu Ranaweera, Principal, Business Excellence 12. 00 Lunch, networking and opportunity to visit Quality Expo 2. 00 Differentiate Troubleshooting from Root Cause Analysis (RCA) - An Irony of RCA Gary Jing, Lean Six Sigma Deployment Leader, Tyco Electronics Telecom Division 3. 00 Session TBD Speaker TBD 4. 00 Session TBD Speaker TBD 5. 00 Close of Conference
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