Welcome - Session I
Jennifer A. Farris, Ph.D., Texas Tech University - Program Chair
Enabling Continuous Improvement
Jannis Angelis, associate professor of operations strategy, Royal Institute of Technology
9 – 10 a.m.
As described by Lewis Carroll in Through the Looking Glass, today’s businesses can be described as operating in a Red Queen economy, where it takes all the running you can do, to keep in the same place. Continuous improvements have become well established for ensuring competitiveness through improvements in quality, lead time reductions and so on. While the various tools and methods used have been extensively covered, this presentation deals with the issues around how they should be employed to realize expected benefits. It covers issues around fit given organizational fit, role of managers, staff experiences and conditions needed for their commitment and involvement, and associated performance management systems. The presentation is based on data collected in a range of sectors, with a focus on identifying conditions under which continuous improvements methods work.
Building Daily Lean Management Systems in Healthcare
Steve Hoeft, chief of operations excellence, Baylor Scott & White Health
10 – 11 a.m.
Every organization does Lean Training and Projects. In a typical project, 10-15 staff members learn a great deal on their 6-12 month journey. But, have you ever wondered how the hundreds of other staff in that department, and thousands system-wide can also participate? And, why do these projects take so much time away from work?! In addition to great training, projects and Hoshin Kanri, Steve helped Scott & White Health build Lean Management or Daily Lean systems where workers try out their ideas, while they work! They are now deploying at Baylor Health Care System as they merge people, processes and cultures. This is a great opportunity to spend time with a sensei who has proven successes in multiple industries.
Small Changes, Big Impact: The Toyota Production System
Wade Vincent, manager of TSSC, Toyota Motor Engineering & Manufacturing North America Inc.
11 a.m. – 12 Noon
Years of manufacturing experience have taught Toyota that small improvements can make a big difference – and they’ve learned that this approach can help other organizations too. So, for more than twenty years, Toyota has shared its know-how with other manufacturers, non-profits and community organizations to help them find better ways of doing their day-to-day work. Sharing ideas this way helps each Toyota partner stay competitive and preserve jobs or support more people in need – and that benefits us all. In this 1-hour webinar you will learn Toyota’s six steps to kaizen (or continuous improvement) and learn by doing methodology. Thanks to the hands-on approach, Toyota empowers organizations to develop people who will surface and solve problems and ultimately lead a culture of continuous improvement independently.
Welcome - Session 2
Michele D. Dekelbaum, Phoebe Putney Health System - Program Co-chair
Implementing a Culture of Continuous Improvement in a Solution Design Center
Brian Carroll, vice president of field operations, Honeywell Building Solutions Americas
1 – 2 p.m.
This presentation will describe the implementation of a continuous improvement system at an application engineering center. We will discuss the underlying business issues that the continuous improvement model was used to satisfy, the culture change for employees, and how continuous improvement becomes a way of life. The presentation will also discuss how common lean tools such as value stream mapping, mistake proofing and 5 S all played an integral role in the continuous improvement journey. Lastly, we will discuss the importance of leadership, introducing continuous improvement to new employees and creating a self-sustaining continuous improvement culture.
Build Your People Before Your Product
Derek Bartley, president and CEO, C2Q
2 – 3 p.m.
This presentation is an overview of the four training within industry modules. Bartley will discuss how investing and applying lean tools such as 5S, Value Stream Mapping, and Kaizen are only partially effective unless a culture of continuous improvement is put into place. This is where TWI comes into the picture. TWI is considered the “Culture Side of Lean” or the “Missing Link.” A best practice for any campaign should be to build your culture before introducing lean tools. Using TWI to provide Supervisors and Team Leaders the skills required do this is definitely a best practice for managing a Continuous Improvement Campaign. If you follow the Toyota Production System, they choose to build their people before their product and TWI is what they use to make this happen.
City of Fort Lauderdale’s Process Improvement Program (PIP)
Paula Romo, senior performance analyst for process improvement, City of Fort Lauderdale
3 – 4 p.m.
Change is not an easy feat for any organization, especially one in the public sector. This presentation will review what we call the PIP, the City of Fort Lauderdale’s Process Improvement Program.
The presentation begins with the initial process improvement activities in the City, covers where the PIP is today, and ends with a glimpse of what the future holds. It will highlight how the Program plays an integral part of the City of Fort Lauderdale’s FL2STAT management philosophy of aligning city outcomes with community vision and how it integrates with the City’s Vision Plan, Strategic Plan, and Annual Action Plan. In addition, the presentation will share the challenges and growing pains overcome in the development and roll out of the PIP as well as the successes accomplished.