Sessions

Tuesday, Oct. 2

INDUSTRY

9:05-9:55 a.m.

TRACK: Lean Six Sigma Industry Practices - Manufacturing
How Different Types of Automated Material Flow Affect Lean Processes
Erin Rapacki, Product Marketing Manager, Adept Technology Inc.
# 33 (All)

Objectives:

• Compares different material handling techniques and how each one is either good/poor at achieving lean methodologies
• Compares case studies of factory installations that implement one type of material handling system over another
• Learn how automated material handling that is not affixed to a track or road can help repurpose labor into more valuable positions

Many organizations, such as hospitals, warehouses, and factories, elect to use different forms of automated material handling systems (AMHS) for material flow. However, the technology behind these different types of AMHS impedes on an operation’s ability to perform continuous improvement; for example, an automated guided vehicle (AGV) that is designed to carry pallets cannot perform frequent movement of smaller batches for a reduction in work in process (WIP). AMHS systems introduce various types of constraints, such as a need for more floor space, inflexibility when following a fixed-path, the need to align all machines in one row, and increased WIP. This presentation will describe the constraints and benefits different types of AMHS offer and how to consider the best system for operational improvements and the introduction of lean processes.

TRACK: Lean Six Sigma Case Studies
Case Study: How Carolina Cabinets Company Improved Productivity by 240%
Merwan Mehta, Ph.D., CMfgE, ASQ-CSSBB, associate professor, East Carolina University
# 39 (I)

Objectives: In this session, attendees will learn:

• What are the elements of a process?
• When does a process become a value stream?
• How should all value streams be broken down into its elements?
• Review of Lean Six Sigma principles applicable to value streams.
• How activities in a value stream can be balanced using activity efficiency (AE)?
• How AE can be applied to primed and unprimed processes?
• How to create a hands-on simulation to bring out the principles of AE for a value stream using Lego® blocks or pen and paper
• Case study applying the above concepts to the Carolina Cabinet Company in North Carolina.

A productivity improvement of 243 percent was achieved for the Carolina Cabinets Company in North Carolina through simulation training and the application of salient Lean Six Sigma concepts discussed in this presentation. The discussion will begin with a treatise on the basic elements of a process. What converts a process into a value stream will next be discussed. An overview of Lean Six Sigma principles applicable to a value stream will be presented. How activities in a value stream can be balanced through the use of activity efficiency (AE) will be discussed. How AE is equally applicable to primed and unprimed processes, and manufacturing and transactional processes will be deliberated. How a simple, hands-on simulation can be structured to bring out the principles of AE for a value stream using Lego® blocks, or paper and pens will be presented. Finally, how these concepts were applied at a cabinet manufacturing company in North Carolina will be presented.

11-11:50 a.m.

TRACK: Lean Six Sigma Industry Practices – Manufacturing
Life Cycle Optimization of Downhole Electronic Lowest Replaceable Unit (LRU)
Vanessa Osbourne, Senior Reliability Engineer and Joseph Cho, Ph.D., Manager, Data Analysis and Actuaries
Baker Hughes | Enterprise Reliability Engineering
# 11 (All)

Objectives:

• Life Cycle Optimization
• Reliability Centered Maintenance (RCM)
• Reliability Growth Management
• Improved levels of Reliability Availability and Maintainability (RAM)

Drilling and Evaluation (D&E) operations in the oil and gas industry require electronic LRUs to be exposed to extreme environments; the life cycle of the electronic LRU is shorter than those in typical applications under ambient environmental stress. The life cycles of electronic LRUs are measured by downhole power-on time, which is called “circulating hours.” In this case study, a life cycle cost model has been developed for electronic LRUs based on D&E tools circulating hours. This model showcases the advantages of providing reliable and cost effective electronic LRU retirement strategies.  Improvements in the retirement policy were made in three areas; first, Reliability Centered Maintenance (RCM) endeavors to guarantee electronic LRU availability. Second, reliability growth management is initiated using Reliability Growth Analysis (RGA). Third, improved levels of Reliability Availability and Maintainability (RAM) for electronic LRUs predict higher mission success rates and reduce total replacement cost. This presentation presents a case study on improving electronic LRU life cycle characterization and retirement strategies using Six Sigma methodologies.

11-11:50 a.m.

TRACK: Lean Six Sigma Industry Practices – Measurement
The Power of Meaningful Measurement - Creating a Lean Measurement System
Kevin McManus, Performance Improvement Coach, Great Systems
#44 (B)

Objectives:

• How to identify leading ratios that best reflect overall process performance
• How to trend performance information in a meaningful way
• How to recognize and engage team members in daily measure use
• Options for improving the design of your existing measurement work system

To monitor and validate the effectiveness of any process improvement strategy, sound process-focused measurement systems must be utilized across the organization. Unfortunately, most organizations fail to use the right measures and don’t engage enough team members in daily measure use. In turn, most measurement systems are waste laden and provide suboptimal value.

Examples of measurement system waste include using too many lagging counts as measures, measuring only at the site or department level, and using measurement as a hammer to punish poor performers instead as a predictive tool. These waste areas also contribute to lower relative of measurement system value, as the efforts that are invested in measurement do not provide the optimal level of impact.

Through research, and application, the presenter has identified key measurement system best practices and strategies. This presentation will show you how to use these strategies to help create a leaner measurement system.

1:20-2:10 p.m.

TRACK: Lean Six Sigma Industry Practices – Government
Lean Six Sigma in Government: What Works & Why
Junell Scheeres, Certified Lean Six Sigma Master Black Belt
LS2 Performance Solutions LLC
# 26 (All)

Objectives:

• The similarities and differences between LSS application in the public sector versus private enterprise
• Case study examples of the application of LSS tools like 5-S, Kaizen events; and Statistical Process Control tools
• Key success factors for working with Government agencies

Recent Executive orders and changes in the public law have generated the catalyst for government agencies to focus on performance improvement. Lean Six Sigma has become the go-to method to help many government organizations eliminate waste, improve quality and service and reduce costs. This presentation will provide first-hand experience examples of what it takes to successfully deploy lean Six Sigma (LSS) in a government organization. 

TRACK: Lean Six Sigma Industry Practices
Lean Six Sigma Concepts for the Modernization of Construction
Julia Bolte, Engineer, Turner Construction Company
# 17 (I)

Objectives:

• Innovative ways of approaching lean Six Sigma tools in areas not previously used
• Implementations concepts for industries with little previous data or case study
• Ideas for approaching construction of facilities in their own industries

Since prehistory, people have been designing and building structures. If one looks back they will find that some modifications have been made on how a building is constructed as well as the tools and materials used have progressed over the millenniums. Whereas other industries such as healthcare and manufacturing have seen exponential growth in technologies and overall quality, it seems bizarre that the industry responsible for integrating the cutting edge technology systems into the facilities appears to be generations behind. If one really examines the industry’s history as a whole since the Industrial Revolution than it will become clear that construction has seen little progress in the areas of technology adoption and quality assurance. This presentation will explore the extensive potential applications of lean Six Sigma to improve the methods of production and customer quality assurance as it applies to the Construction Industry.

2:15-3:05 p.m.

TRACK: Lean Six Sigma Industry Practices – Measurement
Visual Measurement System Analysis with EMP
Scott Wise, Technical Specialist
SAS Institute, Inc.
# 35 (All)

Objectives: This Measurement System Analysis talk and case study will inform and motivate the audience to augment current practices by utilizing EMP (Evaluating the Measurement Process) in a visual way in order to help perform better studies and understand where to improve.

• Motivation or Background – New techniques, such as EMP, enables better visual measurement system analysis studies.
• Description of work done – Case study shows first-hand the real value of using techniques for Visual Measurement Systems such as EMP.
• Significance – New point of view on how to augment traditional approaches to and use Visual Measurement Systems such as EMP.

What if you could visualize the effectiveness of your Measurement System Analysis (MSA)? This is a challenge when using traditional MSA techniques like Gauge R&R that rely mainly on only numeric calculations and indices.

To help address this situation, a revolutionary new MSA technique called EMP (Evaluating the Measurement Process) was created that allows for easy visual comparisons of measurement system effectiveness. EMP goes beyond just simply evaluating whether the measurement system is working and identifies where the trouble spots are so improvements can take place. This presentation will use real measurement system data to demonstrate how EMP improves upon the traditional Gauge R&R approaches and provides a more visual and complete MSA study.

TRACK: Lean Six Sigma Industry Practices
Lean Knowledge Transfer
Todd Hudson, Maverick Institute LLC
# 12 (All)

Objectives: Attendees will learn how to apply lean thinking and methods to training and development efforts to reduce waste, costs and cycle time. Eliminating waste improves learner retention and performance.

• Identify eight training wastes that increase costs and hinder learning
• Apply eight lean knowledge transfer principles that speed learning and retention
• Select appropriate knowledge transfer methods and technologies
• Apply lessons learned from a variety of case studies

The need to improve knowledge transfer has never been greater. Employees stay less and less time in a job. Product life cycles are shorter and shorter. Customer expectations are getting higher and higher. Works teams are dispersed and knowledge must now routinely move across cultures, languages and time zones. In addition, there are a mind-boggling variety of technologies being pushed to improve training, including learning management systems, computer-based training, mobile applications and gamification. How do you determine which one is right for a particular situation? Are these technologies removing waste and really adding value?

3:30 p.m. – 4:20 p.m.

TRACK: Lean Six Sigma Case Studies
Stealing the Home Organizing Gurus’ Mojo
Scott Smith, Lean Six Sigma Master Black Belt
SNF Holding Company
# 9 (All)

Objectives:

• Simple ideas to bring Zen to the home
• Techniques to increase efficiency and free up more time to spend with your family
• Step by step instructions that the participants can take home with them and start using right away
• Templates that participants can utilize at home

Many individuals make a living telling people how to use lean Six Sigma principles in the home. They are called "Home Organizers." Some of these people have even become rich and famous telling people how to do things around the house better, quicker, easier, more creatively ... by applying the principles that industrial engineers have known about for years. The presenter will describe how he and his wife used free and low-cost techniques derived from the industrial engineer’s toolkit to streamline their home by removing waste from housekeeping processes, and standardizing chores to free up time to spend with the family (value added activity!). The presenter will give step by step instructions, forms, and templates that participants can take home and immediately begin the process for themselves. 

TRACK: Lean Six Sigma Industry Practices - Simulation
Low Cost Process Optimization in High Mix, Low Rate Mfg. Environment
Brian Asti, Northrop Grumman Electronic Systems
# 1 (I)

Objectives:

• Discuss how to build and run excel-based optimization models using Solver tool
• Use Solver to develop solutions to three manufacturing-based problems:
  1. Optimum kit releases to the shop floor
  2. Optimum product mix to maximize profit
  3. Optimal kit release and build schedule with multiple lines and multiple products
• Discuss the strengths and limitations of the Solver-based optimization techniques
• Real, working optimization spreadsheets will be provided to allow listeners to modify for their use

Optimizing product flow in a high mix, low volume manufacturing environment is difficult. Capacity tends to be a function of operator/equipment availability and yield, which is further dependent on the part itself. To adequately optimize production, sophisticated industrial engineering software models are typically used, which tend to become complex and costly, requiring long lead times and specialized programming skills. As such, they are not often used to make day-to-day throughput decisions. This presentation describes a low-cost alternative to formal Industrial Flow software modeling using the Solver function in Microsoft Excel. While this approach lacks the deterministic rigor of a formal optimization tool, it is low cost, easy to use, and provides immediate accessibility of results to the shop floor engineer.

• Low cost simulation and modeling
• Real time model building
• Product mix optimization

ACADEMIA (Two 20-minute presentations)

TRACK: Industrial Engineering & Lean Six Sigma – Measurement

9:05-9:25 a.m. (Session 1)

Time & Motion Study & Simulation Application in Swine Transfer in Pig Farms
Haleh Byrne, Lead Industrial Engineer, North Carolina State University-IES
# 5 (All)

Objectives: While tribal knowledge regarding the swine transfer time does exist, there are minimal systematic  data collection, documentation and research in the areas of time as associated with high volume swine handling and transfers in multiple farms. This presentation will portray the manner in which the high volume “swine” transfer in the field may be documented, measured and optimized.  The “work measurement” modules in this research are divided to 3 sequential and related segments:

1. Data Collection Vehicle: Video – During our 3-year project, video data was collected throughout ten farms in North Carolina; there were videos recorded with differentiating variables.
2. Measurement/Quantification-Vehicle: Time Analysis Software – “Work measurement” is a term referred to the way of finding out how long a job or part of a job (element) should take to complete. Time and motion study is an established method of industrial engineering for measuring “work” through units of time. Through video analysis, the research team separated the swine handling tasks into “value-added” and “non-value-added” activities. This analysis includes measurement of work routine in handling and transferring of swine from pins to destination (trucks) min order to determine work content and improve efficiency in the process. The criterion used were Pig size (3 categories), Number of Handlers (3 categories), Distance Travelled. All the videos with such criterion then were analyzed.
3. Optimization – Vehicle: Simulation Software – A simulation model representing swine farm transfer procedure operations was then built. The parameters as obtained from modules 1and 2 were populated in the model. This model represented key characteristics and behaviors of the process.  The simulation then generates various scenarios and then measures the outcomes. Upon completion of the simulation multiple runs, the most efficient set up is selected.

NCSU College of Agriculture and Life Science; Animal Science department has been engaged in Swine Mass Depopulation Research as funded by USDA. As part of this three-year research NCSU-IES Industrial Engineering conducted work measurement analysis and optimization in swine transfer metric. It was apparent that there needed to be a scaling parameter to measure planned process performance. The speed at which the pig transfer process is set up and executed becomes even more vital as the infectious diseases can spread exponentially in high population density areas. Quantification and optimization of parameters were performed through Work Measurement (Time & Motion study) & Simulation. Livestock operation is a process that may be quantified and measured depending on the parameters and factors that are inherent to the process. This presentation covers live stock transfer module of the operations in our research, and approach used in data collection, measurement and optimization.

9:35-9:55 a.m. (Session 2)

Framework of Six Sigma Construct in Systems Engineering
Erick Jones, Ph.D., Associate Professor and Vettrivel Gnaneswaran, Postdoctoral Research Associate, University of Texas at Arlington
# 43 (B)

Objectives:

• Include systems thinking in Six Sigma Methods
• Framework of Systems Measurement and Evaluation Techniques

Six Sigma, a popular process improvement methodology, is often describes the concept of systems thinking which suggests larger organizational results than individual project or process results.  Systems engineering has re-emerged as the mainstream engineering perspective for large organizations including large military and government contractors.  This paper describes a framework for integrating formalized systems engineering concepts as defined by INCOSE the main thought leader in systems engineering with Six Sigma tools and evaluation techniques.  We theorize by using this frame work organizations can better leverage Six Sigma initiative to have a more strategic impact on their organization.

TRACK: Sustaining Lean Six Sigma
11-11:20 a.m. (Session 1)

Sustained Improvements in Shipboard Fiber Optic Installation Using Lean Tools
MD Sarder, Ph.D., Assistant Professor, University of Southern Mississippi
# 21 (All)

Objectives:

• Identifying problems associated with fiber optic installation in ships
• Finding the root causes of those problems using various lean tools
• Sustaining the continuous improvement process

Improving processes and procedures along with better training and supervision greatly enhances the success of superior fiber optic system capabilities. Achieving high quality installation derives from enhanced knowledge of methods and specification. In addition, providing NAVSEA approved training helps develop craft performance, which meets or exceeds customer expectations. Specialized training and supervision along with cohesive resources and information improves the quality of the fiber optic installation. With a new concept of modification and tools, shipbuilding can define measure, analyze, and improve the fiber optic installation and reliability. This of course can transform the customer’s perception of the company’s capabilities and commitment to continuous improvement. The shipbuilding industry is committed to structuring solutions for sustaining the continuous improvement of fiber optic installation and reliability. These solutions will help the company better plan and schedule the design and construction of processes and procedures across all sectors of the enterprise. Improving the design, installation, quality and training of the fiber optic system facilitates better reliability and customer satisfaction. This presentation will describe the continuous sustainable improvement process at the shipbuilding and how various lean tools helped achieve the objectives.

11:30-11:50 a.m. (Session 2)

Product Environmental Compliance: A Lean Analysis
Enrique Macias de Anda, Ph.D. Candidate and Rapinder Sawhney, Professor and Department Head
The University of Tennessee-Department of Industrial and Information Engineering
# 16 (I)

Objectives:

• Presenting the relevance of product environmental compliance.
• Relationship between lean Manufacturing and Environmental issues.
• Present an example and business case for a particular regulation and industry sector (RoHS and Electronics Manufacturing Services).

The presentation initially discusses the concept of sustainability to later address the need of environmental regulations and the implications involved in a particular case, product environmental compliance. The relevance of the problem is represented by the liability of the manufacturer/vendor to sell their products around the world. We analyze the case of the Restriction of Hazardous Substances (RoHS) regulation applicable to the European Union, approached from a brief overview on a business case in the Electronics Manufacturing Services (EMS) sector, describing in general what an environmental readiness conversion for a company represented in terms of resources involved, managerial decisions taken and strategies followed. Based on an EPA analysis, a review of lean manufacturing areas that can be used for the compliance process are included, and how environmental impacts, aspects and metrics could be involved in lean efforts to help lean practitioners and environmental professionals to enhance their results towards sustainability.

TRACK: Industrial Engineering & Lean Six Sigma
1:20-1:40 p.m. (Session 1)

Lean Enhanced: Natural Interaction
Gewei Zhang, Postdoctoral Research Associate, Rapinder Sawhney, Ph.D., Professor and Department Head, and
Enrique Macias de Anda, Ph.D. Candidate
University of Tennessee
# 20 (B)

Objectives:

• Introduce Natural Interaction concept and why is it relevant to lean.
• Demonstrate one of the applications of Natural Interaction Lab’s technologies.
• Engage audience with problems that can be approached through this technology.

Lean initiatives can find an evolution through technology to benefit from the advancements found today product of research and development efforts, which can lead to breakthrough achievements in productivity and reduction of muda. Natural Interaction is a research field with a specific focus in adapting technology and the human being (user), derived from Natural User Interface (NUI), enabling users to interact with machines or electronic devices through natural motion of the human body. A particular field of application is the classroom where we compare the current use of technologies available to an ordinary lecture session and the technologies developed at the Natural Interaction Laboratory at the Industrial and Information Engineering Department. The analysis is made through time studies. Significant differences in setup times for lecture materials are found. Conclusions provide other applications of Natural Interaction technologies in lean improvement efforts.

1:50-2:10 p.m. (Session 2)

A Challenging X Chart for Monitoring the Mean and Variance
Salah Haridy, Ph.D. Student, Zhang Wu, Danny Ker and Songlin Chen, Nanyang Technological University
# 29 (I)

Objectives:

• This research systemically studies and compares the performance of the X-bar chart with that of joint X-bar & R and X-bar & S charts which have traditionally been used for monitoring the mean and variance of a variable.
• The applications of the control chart have now moved into engineering, service management, environmental science, biology, health care and finance, far beyond manufacturing. No tool captures the voice of the process better than the control chart.
• The comparative study led to surprising results that contradict the conventional wisdom in Statistical Process Control (SPC) niche. It is found that the simplest single X chart (i.e., the X-bar chart with a sample size n = 1) is always the optimal version of the X-bar chart for detecting shifts in both mean and variance.
• More importantly, the results of this research stand out as evidences that the single X chart is not only simpler but also more effective than the joint X-bar & R and X-bar & S charts for monitoring the process mean and variance.
• As a result, the single X chart lends itself to be a pragmatic replacement of the joint X-bar & R and X-bar & S charts and may be adopted for many SPC applications, in which both the mean and variance of a variable need to be monitored.

Control chart is fast becoming a necessity rather than a fashion to monitor and enhance the quality of processes and products. This research studies and compares the performance of the X-bar chart with that of joint X-bar & R and X-bar & S charts which have traditionally been used for detecting mean shift MS and standard deviation shift SDS. The quantitative comparative study led to surprising results that contradict the conventional wisdom in Statistical Process Control (SPC) niche. It is found that the single X chart (i.e., X-bar chart with a sample size of one) is always the optimal version of the X-bar chart for detecting MS and SDS. Moreover, the single X chart even outperforms joint X-bar & R and X-bar & S charts, from an overall viewpoint, under different circumstances. Since the X chart is very simple to understand, implement and design, it is highly recommended to monitor the mean and variance in many SPC applications.

TRACK: Teaching Lean Six Sigma
2:15-2:35 p.m. (Session 1)

Hands on Experience During Graduate Programs
Rapinder Sawhney, Ph.D., Professor and Department Head, Sima Maleki, Ph.D. Candidate, and Joseph Wilck,
Assistant Professor
The University of Tennessee, Industrial and Information Engineering Department
 # 25 (All)

Objectives:

• Fundamental knowledge of Student Projects with Industry (SPI) program
• Apply the knowledge to projects
• Evaluate the impact of SPI

The Student Projects with Industry (SPI) program within the Center for Productivity Innovations (CPI) in the Industrial and Information Engineering department (IIE) at the University of Tennessee, Knoxville (UTK) provides an opportunity for students to utilize industry as a laboratory to learn and develop research ideas. SPI is based on the belief that a robust educational experience requires the learning of fundamental knowledge, the ability to apply this knowledge to projects, and the utilization of experience to enhance the current body of knowledge in a thesis or dissertation format. The success of the program is assessed by evaluating the impact of SPI on the preparation of the students, the academic welfare of IIE, as well as the economic and social impact to the community. SPI provides students with simulated career experiences that enhance their leadership attributes by developing critical thinking capabilities which yields technical, organizational, and social skills. These skills enhance a student’s success within the educational and career workplace. IIE benefits from increased student graduations, increased number of publications, and an increased sponsor network for funding. The impact can be measured by the millions of dollars affecting the local economy, in addition to the intangible social benefits gained.

2:45-3:05 p.m. (Session 2)

An Industrial Engineering Laboratory for the Application of Lean and Six Sigma Concepts
Amalia Yoguez, Ph.D., Industrial Engineer and Miguel Angel Lopez
Universidad Autonoma Metropolitana
# 34 (B)

Objective: This presentation provides experiences in the design of an industrial engineering laboratory in the context where students can apply lean-Six Sigma tools.

This presentation presents the characteristics of an industrial engineering laboratory at the Universidad Autónoma Metropolitana –Mexico; to teach lean and Six Sigma concepts, it acts as a case study in quality practices in the higher education environment within a Mexican public university. The presentation focuses on the characteristics (infrastructure, material, professor skills, and course content, as well as student skills) of a laboratory used to teach courses such as lean manufacturing and Six Sigma, in addition it addresses the materials used to handle production simulations of a factory environment, contained in an academic context, as preparation for the transition to an industrial engineering career.

TRACK: Industrial Engineering & Lean Six Sigma

3:30-3:50 p.m. (Session 1)

3PL_Hub Based Lean Supply Chain for Telecom Carriers of China
Gewei Zhang, Postdoctoral Research Associate, Rapinder Sawhney, Ph.D., Professor and Department Head and
Enrique Macias de Anda, Ph.D. Candidate, University of Tennessee and Peizhi Zhan, Ph.D., Jiangsu Posts & Telecommunications Planning and Designing Institute
# 30 (B)

Objectives:

• Introduce the concept of Third Party Logistics and Information HUB, and why it is lean efficient to the telecom carriers.
• Study the decision making optimization model of inventory replenishment based on the 3PL_HUB.
• Demonstrate how this optimization model is applied in the supply chain management at China Telecom.
• Engage audience with problems that can be approached through this model.

Telecom carriers in China implement their lean supply chain to reduce costs and gain a competitive edge. The 3PL_Hub based inventory management collaboration mode plays a key role in the road map of their lean supply chain with suppliers and logistics enterprises. The collaborative logistics organization operation mode is constructed, and the key technologies for inventory replenishment decision making system and the corresponding IT support system are studied. These technologies have been used in the supply chain management at China Telecom. The application result is analyzed.

4-4:20 p.m. (Session 2)

Consumers’ Attitudes on Date Marking System of Packaged Foods
Mahshid Jessri, Master’s Degree Student, Mostafa Mirghotbi and Bahram Rashidkhani
Dalhousie University
#36 (B)

Objectives: In this study, knowledge of people about food marking has been analyzed. Statistical methods have been used in analysis. The major studied topic was:

• Awareness of consumers about the method of date marking food products.
• Frequency of purchasing spoiled or stale products; particularity about dates marked on food products before buying them.
• Observation the date marked on perishable and semi perishable food items.
• Satisfaction of consumers with the freshness and date marking of products.

The objective was to determine if the residents of Wollongong, Australia, are familiar with the method of date marking of food products.

Methods: The present study was done in smart food center, Wollongong; Australia. Woolworth’s shoppers were interviewed in order to cover a large section of consumers in Wollongong; two Woolworth’s stores were used. 200 consumers were interviewed. Data for this survey have been accumulated by one of two systems: interview guide or questionnaire method. In the questions these major topics were considered: awareness of consumers about the method of date marking food products, the frequency of purchasing spoiled or stale products; particularity about dates marked on food products before buying them, observation the date marked on perishable and semi perishable food items, satisfaction of consumers with the freshness and date marking of products.

Results: Among 200 consumers, 75% were women and the range of family income was between $3,000-7,500 per months. In total, 112 (56%) supported date marking services. In this group of the most number of people were between 35 to 44 years of age. 128 (64%) of 200 consumers were well informed of the date making system. There was no association between degree of knowledge of date marking and sex of consumers who purchased spoiled food products.

Conclusion: Among consumers who purchased spoiled food items, a significant number were informed of date marking systems and used it when making purchases. Date marking has been observed by both male and female.

Wednesday, Oct. 3

INDUSTRY

9:05-9:55 a.m.

TRACK: Teaching Lean & Six Sigma
Lean From Within: Introducing Lean to Healthcare
James Swisher, Vice President of Project Management and Continuous Improvement
Mary Washington Healthcare
# 18 (B)

Objectives:

• Discover how lean is an effective response to growing challenges in healthcare
• Learn how to introduce and spread lean in the healthcare setting
• Find out how to provide lean education in your organization by becoming a Qualified Training Provider through the Institute of Industrial Engineering
• Discover what a lean training program can look like in your health system

Some health systems have already identified lean as a promising countermeasure to such growing challenges as healthcare reform and the economy.  Successfully and cost effectively introducing and embedding lean in a healthcare setting can be a challenge in itself, however.  We'll discuss why lean is worth adopting in your organization, how to promote its adoption, and how to adopt it once it has gained acceptance.  The process for creating an internal lean training program and becoming a Qualified Training Provider (QTP) through the Institute of Industrial Engineers (IIE) will be described.  James Swisher, Vice President of Project Management & Continuous Improvement at Mary Washington Healthcare, will explain what the lean education program looks like in his organization, some of the outcomes, and how the process can be reproduced.

TRACK: Lean Six Sigma Case Studies
SPAM Email Reduction Project
Glynn Mitchell, Electrical Engineer
Logical Systems (LSI)
# 10 (B)

Objectives:

• SPAM Email Reduction Technique
• Method of Reducing the SPAM Email
• Financial Results of SPAM Reduction Project

The full DMAIIC process will be presented with drawings, pictures, MS Excel inserts and charts of the before analyzed data and timelines. A well-defined problem statement will be provided including a strong business case for committing resources to this project. Constraints facing the team will be fully stated causing the project to be under even more pressure than before expected. Will the team be able to pull it off? Come and hear the dramatic story of significant cost savings and how the team faced the challenge.

11-11:50 a.m.

TRACK: Sustaining Lean Six Sigma Efforts
Affordability for Sustainability
Paul Odomirok, President and CEO
Performance Excellence Associates Inc.
# 31 (All)

Objectives: Establishing and maintaining a successful organization change and transformation effort. Achieved results include

• 10%+ Cost Reduction.
• 50% Increase in Throughput.
• Quality above Six Sigma.
• Increased Customer Base.
• Extended Organization Life.

Affordability is a term and concept often over-used and misused, but when utilized properly within a lean Six Sigma implementation, a foundation of Sustainability is created that can be leveraged to maintain the effort over long periods of time.  The material in this presentation is supported by more than 130 projects executed over the past 25 years, including both product and services organizations, with populations ranging in size from 20 to over 2000.  The content covers a wide range of focal areas including; Manufacturing, Healthcare, Defense, Government, Financial, Retail, Telecommunications, Distribution and Logistics, Energy, Strategic Planning and others.

TRACK: Lean Six Sigma Industry Practices - Healthcare
Laying the Foundation for Lean Implementation in a Hospital-Setting
Erin Jasper, Director of Performance Improvement, Hoag Memorial Hospital Presbyterian
# 40 (B)

Objectives:

• An 8-step guide to assessing your organization's readiness for lean/sigma implementation, along with the action items necessary to move from "assessing to doing"
• Lessons learned including failed attempts at lean in the past and what the difference was this time around
• How to engage both senior leadership and front-line hospital staff in lean
• Real-life project examples and results using tools like 5S, value stream mapping, etc.

"Laying the Foundation for Lean Implementation in a Hospital-setting" will describe the journey that one hospital took to overcome their initial, failed-attempt at lean deployment.  Utilizing an 8-step assessment and implementation plan, the organization was able to establish a business case for senior leader buy-in, create accountability for middle management and engage front-line staff – this became the foundation for lean implementation.  To date, the organization has trained and certified, through IIE, nearly 100 green belts and has about 30 lean projects in the queue with varying degrees of complexity from simple 5S to complex value streams.  The presentation will explain in detail the 8-step organizational assessment for lean readiness and the subsequent implementation plan that was deployed.  It will also give an overview of the lean green belt for healthcare training and show examples of projects completed by front-line staff as a result of their training.

1:20-2:10 p.m.

TRACK: Sustaining Lean Six Sigma Efforts
The Impact of Organizational Structure on Lean Transformation
Jayne Harris, Effective Engineering
# 3 (B)

Objectives: This presentation discusses how General Motors took the lean tools and techniques successful used in manufacturing (as documented in the Harbor Report) and applied them across the enterprise.

• Process tools, techniques, methods, etc.
• Organizational structure
• Real examples of what worked and how
• This will work in any organization, i.e., manufacturing, healthcare, or administration

Jim Womack and Daniel Jones coined term “lean” to describe the Toyota Production System in their 1990 book, The Machine That Changed the World. Since that time there have been many stories and case studies written about companies, both large and small, and their journey to become lean. Some of these stories document glowing successes, but many tell about painful failures. The people in the successful companies attended lean training classes, read books on lean, and declared the intention to become a lean organization, but so did the people in the companies that failed in their attempt to implement lean. This presentation discusses some of the differences between the successful lean implementers and those who failed, by explaining how one large company successfully implemented lean across the enterprise. This success was accomplished by creating a core group of lean Leaders, strategically placing them throughout the enterprise, and providing the support required for success.

TRACK: Lean Six Sigma Case Studies
Changing during Change - Evolution of IT Project Delivery
Diane Fox-Miller, Senior Project Manager, and Robert Wallace, IT Director
McKesson Corp.
# 15 (A)

Objectives: Attendees will learn from an actual case study how McKesson Corporate IT Project Delivery approached and implemented a Lean Six Sigma program including:

• Business Case Outline.
• Templates for Quantifying Problems.
• Format for Focus Teams.
• Methods for Measuring & Presenting Waste Reduction.
• Key Lessons Learned.
• Key Success Factors.

During one of the largest organizational changes McKesson Corporate IT had ever experienced, a team of managers and PMs started a lean Six Sigma initiative to reduce the overall project run rate by 20 percent by the end of year two. The scope included 40 PMs working on 600+ projects annually valued in the hundreds of millions of dollars. This case study will take you on the journey including the case for change, the approach, the education required, the execution, and the results with lessoned learned, challenges and successes at each step.

TRACK: Teaching Lean Six Sigma
Teaching Lean Six Sigma a DMAIC Approach
Brandon Theiss, principal industrial engineer, Medtronic Spinal
# 37 (B)

In this session, attendees will learn:

• How to teach lean Six Sigma material to a diverse mixed audience (undergraduate, graduate, faculty and professionals)
• How to use control charts to improve test standardized scores

The presentation presents a novel approach to teaching lean Six Sigma (LSS) green belts. The pedagogical methodology uses the tools of LSS to improve the "Passing the ASQ Six Sigma Green Belt Exam" process. Through hands-on exercises, a mixed group of undergraduate, graduate, faculty and professionals utilized process mapping, control charts, hypothesis testing and brainstorming techniques to improve their test scores on exams administered during the 10-week course. For example, when teaching a paired T-Test, students applied the tool to their test scores from the 50-question exam administrated on the first night of class and their midterm exam scores. Furthermore, when learning about control charts, an NP chart was used in a novel manner to detect if the exam contained "bad questions." Based on the data set collected, the magnitude of the improvement was able to be quantified and the passage rates on the ASQ exams were improved.

2:15-3:05 p.m.

TRACK: Lean Six Sigma Industry Practices - Government
Optimizing Flow in Aircraft Maintenance Operations
Yataiva Harris, Industrial Engineer, Robins AFB
#41 (All)

Objectives: In this session, attendees will learn:

• The application of Little’s Law.
• The use and introduction of the A3 as a communication tool.
• A better understanding of how Lean Six Sigma, partnered with other tools, can be used to reduce costs and improve delivery times.

Recent changes in the economic situation of the government have caused more reliance on creativity over capital. Lean thinking has been heavily enforced across the Air Force with the use of Six Sigma and TOC following closely in tow. In an effort to reduce or eliminate waste, the 402nd Aircraft Maintenance Group (AMXG) has issued challenges to each squadron to focus on improving the basic lean acronym of SQDC (Safety, Quality, Delivery, and Cost). This presentation will walk through a specific example of how the 402nd Aircraft Maintenance Group 561st Squadron benefited from Lean Six Sigma to improve the flow of aircraft and in turn, aircraft availability.

TRACK: Lean Six Sigma Industry Practices - Manufacturing
Attaining the Impossible … Is Possible
Karl Wadensten, VIBCO Vibrators
# 28 (All)

Objectives: Important aspects of VIBCO’s system approach include:

• VIBCO “ONESchedule” – a deep dive into work sequencing and prioritization based on true external and internal customer pull.
• Internal  Kanban Development – using Six Sigma thinking for statistics-based throughput measurement and control.
• Supply Chain and Vendor Management – vendor Kanban engagement and robust vendor metrics/scorecard development.
• Production Layout – aligning machining centers to assemble cells, creating visual flow to further reduce cycle times and Work-in-Process (WIP).

VIBCO’s lean journey began 10 years ago with a singular vision – to deliver the products VIBCO’s customers want and need exactly when they want and need them.  At VIBOC Vibrators – that vision is called Same Day Next Day. And it’s not just about the manufacturing operations – Same Day Next Day applied to all areas of the business and is a true team effort.  Getting the whole VIBCO team to live and breathe Same Day Next Day has been the key leadership challenge and the key to VIBCO’s legendary transformation   All of the improvement activities at VIBCO will be presented as the result of a culture that encourages “Courageous Conversation” to support true process focus and problem solving. The presentation will focus on how VIBCO Vibrators has embraced true cultural change and leveraged the genius of employees to implement the lean and Six Sigma toolbox including Kaizen, Overall Equipment Effectiveness (OEE), Single Minute Exchange of Die (SMED), Operational Availability (OA) and Workplace Organization (SS).

2:15-3:05 p.m.

Track: Lean Six Sigma Industry Practices – Retail
Lean Deployment in Retail
Greg Hayes, Wal-Mart Stores, Inc.
#38 (All)

Objectives:

• How Wal-Mart deployed Lean Six Sigma globally with 4 resources
• How Global Continuous Improvement team has evolved to stay relevant
• Accomplishments of the program

The recommended way to deploy Lean Six Sigma is to secure a High Level Execute to Sponsor the deployment and make it not optional but the new way of working. The question: is that the right approach to deploy the methodology on a Global Company that has over 2 million associates operates in 28 countries and is an everyday low cost operator? I am going to share the story of how Lean Six Sigma was deployed at Wal-Mart with 4 MBB’s and very little budget. We are in our 5th year and been evolving every year to stay relevant as we keep learning about the organization.

ACADEMIA (Two 20-minute presentations)

TRACK: Lean Six Sigma Case Studies
9:05-9:25 a.m. (Session 1)

World Class Manufacturing- European Selected Implementation Results
Mariusz Bednarek, Ph.D., Professor
Warsaw University of Technology
# 2 (All) CANCELLED

Objectives:

• Examine the structure of world class manufacturing (WCM), the operation of the selected pillars of the WCM and the main indexes of performance KPI [key performance indicators]
• Implementation experiences

European WCM is a structured program whose objective is to maximize the effectiveness of the company. It is based on the practices and methods of KAIZEN / LEAN applied by the world's best companies. The experiences from the leaders have led us to the conclusion that the WORLD CLASS MANUFACTURING (WCM) is based, among others, on the following concepts: Total Quality Management (TQM), Total Quality Control (TQC), Total Productive Maintenance (TPM), common work, and orientation to the solution of problems - method of treating systematic problem solving. The WCM program focuses on the systematic pursuit and elimination of waste and losses. The losses identified are analyzed, evaluated in adequate manner to the attribute processes. The result of the analysis determines where and how to intervene. The WCM program relies on the system of audit and is measured using appropriate indicators (action) of key performance KPI. The fundamental objectives of the WCM program are:

• Zero waste.
• Zero defects.
• Zero inventories.
• Zero no planned stops.

The results of the implementation of WCM in companies in different industrial sectors in the countries of the EU are described. The main issues/causes that have taken the decision to introduce the WCM program and the main problems of its implementation are characterized.

9:35-9:55 a.m. (Session 2)

LSS in Taiwan - A Review and Case Study
Hsing-Yang Chen, Hung-da Wan, Ph.D., Assistant Professor, Ming-Tzong Wang, Ph.D., Shi-Min Alex Wang, Szu-Chi Aaron Huang and Hsiang-Yun Lisa Cheng
National Taiwan University
# 14 (I)

Objectives:

• To realize the historical Quality Organization development
• To realize the Six Sigma and LSS application situation in academy or industry in Taiwan
• To have a case study to know the biggest consulting company in Taiwan

Quality Assurance(QA), Quality Management(QM), Total Quality Control/Management(TQC/TQM) to a higher level – Six Sigma, Big Q, Lean Six Sigma, and Hyper Q including corporate social responsibility (CSR). This article aims to analyze the application situations of Six Sigma and lean Six Sigma in Taiwan, one of the most productive industrialized countries. In the further end, we provide a case study of the most reputed and biggest Q-dedicated consulting company in Taiwan and mainland China, Kind Management Consulting Incorporation. Kind has guided lots of enterprises from ISO series, Quality issues to Six Sigma and lean Six Sigma. Its consultation records showed more than eight thousands cases for the past two decades, one of the records high in the world. Its growing path also represents the quality-related growth of ChiWan (China and Taiwan).

TRACK: Lean Six Sigma Case Studies
11-11:20 a.m. (Session 1)

Sustaining Lean at a Fabrication Facility – A Case Study
MD Sarder, Ph.D., Assistant Professor, University of Southern Mississippi, and Jeffrey Mitchell , Industrial Engineer, NASA Stennis Center
# 22 (All)

Objectives:

• Identifying problems associated with pipe manufacturing in a fabrication facility
• Finding the root causes of those problems using various lean tools
• Sustaining the continuous improvement process

The existing pipe staging area and fabrication process at a facility were organized  in such a way that it does not appear to make effective use of space, nor does it utilize available machinery and manpower to maximize efficiency.  Because of this, work-in-progress material, raw material, and finished product are stored in the same area, creating confusion for the cleaning contractor as well as for the workers in the fabrication area when they are retrieving product for processing.  The fabrication area handles large and small items for processing; however here is no dedicated lifting machinery for the fabrication area or the cleaning area; which means that there is a time delay while process personnel are waiting for machinery and operators to become available to continue work.  A variety of lean tools were used to identify the problems and improve the processes at the facility. This presentation describes the lean implementation & improvement process at the facility along with sustainable efforts. It also describes critical issues faced by the facility in sustaining lean & Six Sigma efforts and how to measure them.

11:30-11:50 a.m. (Session 2)

Six Sigma Applications in Healthcare Logistics: Case Study at a Jordanian Hospital
Lina Al-Qatawneh, Assistant Professor
Applied Science University
# 23 (Al) CANCELLED

Objectives:

• Providing a framework to apply Six Sigma in the area of healthcare logistics
• Details the implementation of Six Sigma at a Jordanian hospital
• Showing how to deal with the criticality level of medical items used in patient care services
• Revealing the barriers and obstacles facing improving healthcare logistics

In managing healthcare logistics, cost is not the only factor to be considered. The level of criticality of items used in patient care services plays an important role as well. A stock-out situation of high critical item could threaten a patient's life. This presentation shows the application of Six Sigma in improving healthcare logistics at a Jordanian hospital. In this case study, the DMAIC (Define-Measure-Analyze-Improve-Control) methodology is used to drive improvement projects based on customer driven critical to quality characteristics.