IIE Annual Conference & Expo 2015
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Pre-conference Workshops

Attend the conference. Network with colleagues. Update your skills and put yourself ahead of the game.

Pre-conference workshops offer in-depth, skill-building tools and focus on the topics that you will require for career advancement and professional development. Enhance your learning experience and maximize your networking opportunities by attending one of our pre-conference workshops.

  • Continuing Education Units (CEUs) and Professional Development Hours (PDHs) are available.
  • You must register for the full conference to participate in a pre-conference workshop.
  • Advance registration accompanied by the additional registration fee is required to reserve a pre-conference workshop seat.

Pre-Conference Workshops

Saturday, May 31 – 8 a.m. – 5 p.m.

The 9th Muda: Failure to Sustain (How to Sustain the Gains of Lean – Six-Sigma)

Michael McCarthy, SustainLeanGains.com
What is the ninth muda? Failure to sustain leansigma gains and the resulting management re-work. Sometimes process improvement gains fade even before the next Kaizen event begins.
 

"One of the most common complaints heard during a lean transformation is 'We cannot seem to sustain the changes that have been made," from a 2012 newsletter of the Association for Manufacturing Excellence. 

Symptoms of the ninth muda: 

  • RE-training teams to do the improved process 
  • RE-instructing teams about the new standard work 
  • RE-starting or "RE-vitalizing" lean, CI, Op-Ex, or Six Sigma programs 
  • RE-doing kaizen events when they didn't "take" the first time 

If any of these symptoms are present in your organization, then you and your colleagues are doing management re-work - the ninth muda (waste) of lean. In this seminar, you’ll learn how to reduce this rework and simultaneously sustain the gains of your hard won process improvements. 

Why attend?
Most training and books about lean, Six Sigma and continuous improvement offer detailed methodologies for diagnosing problems and creating process improvements. Very few offer specific methodologies for sustaining the process improvements after they are made. Most common is the generic and vague "get top management support." 

This workshop outlines a specific methodology for sustaining the process improvements, and therefore sustaining the gains. It is designed to be used by front line supervisors, lean and Six Sigma professionals, managers and site managers.

This workshop covers the neglected human behavior aspects of lean and Six Sigma. All processes are implemented by human action/behavior. Therefore, to sustain the new process, the new behaviors have to be sustained by developing them into habits. This workshop shows how.

Learning Objectives:

  1. Participants will be able to recognize and differentiate the steps needed for
    1. Creating a process improvement, and 
    2. Sustaining a process improvement
  2. Participants will learn to analyze the root causes of the failure to sustain a process improvement. 
  3. Participants will learn the three components of Process Behavior MaintenanceTM, a methodology for sustaining process improvements.
  4. Participants will learn how to incorporate the three components of Process Behavior MaintenanceTM into their leader standard work.
  5. Participants will learn five coaching skills essential for leansigma leaders. 

Who should attend?

  • Lean, Continuous Improvement and Six Sigma practitioners 
  • Operations managers and supervisors 
  • Site managers

Basics of Invention and Innovation

Berok Khoshnevis, University of Southern California
Great engineering systems, processes and products are usually based largely on the exercise of inventive thinking and not on routine procedures for engineering analysis and optimization leading to marginal efficiency improvements which have pre-occupied some industrial engineers for several decades. Likewise, research could conservatively aim at making marginal improvements to the state-of-the-art in the chosen domain, or it may be based on original and novel ideas and potentially lead to breakthrough impacts, discovery of new frontiers or creation of truly disruptive technologies and novel products, processes and systems ideas. Creative engineers and researchers use inventive, non-routine approaches and in most instances their creations clearly stand out. Inventive thinking and problem solving enrich professional life and bring prosperity to organizations and society. Creativity in technology and business, i.e., the ability to invent and innovate, can be acquired and enhanced.

T
he workshop uses a pragmatic approach based on the instructor’s own experiences in invention, technology development and commercialization to familiarize the participants with the process of engaging creative thought that when augmented by the tools and techniques introduced in the course can lead to meaningful inventions and/or useful innovations that will impact the market place.

Essentials of inventive thinking and technological creativity that could lead to breakthrough engineering designs and research endeavors will be presented, and some basic principles of innovation within established companies and through new start up companies will be discussed. Several realistic case studies in invention and technology development will be presented in the context of each subject matter.

This workshop intends to prepare the participants a) with a strong motivation and some knowledge to take the path of inventive thinking and b) to initiate and pursue the business environments that are built around novel ideas that lead to successful creation of marketable new products, processes, and systems.

Who Should Attend 

 
  • Engineering Managers 
  • Practicing Engineers 
  • Engineering Educators  
  • Engineering Students 
  • Business Professionals 
  • Entrepreneurs 
  • Technology developers 
  • Researchers 
  • Business owners 
  • Consultants 

Leading Change and Managing Changes

Paul Odomirok, Performance Excellence Associates
In today’s rapid pace and competitive environment, the capability of leading change and managing changes have become requirements for presidents, CEOs and other C-Suite individuals, as well as a requisite for successful organization managers.  Organization flexibility and robust transformation requires that leaders and managers understand and implement meaningful change to ensure survival, enable sustainment and encourage growth.
 

Incorporating experience gained from over 130 projects with more than 60 organizations, Paul provides a practical and pragmatic approach that can be utilized in virtually any setting. Implementations include: manufacturing, engineering, government, defense, distribution and logistics, transportation, power and energy, banking, retail, telecommunications, aerospace, education, research, insurance, construction, healthcare, service, support and more. 

This workshop is composed of 10 Modules designed to address the elements of change and focus on creating a plan and design for change: 

  1. Change 
  2. The Art and Science of Change 
  3. Foundation for Change 
  4. Leading Change 
  5. Managing Changes 
  6. Framework 
  7. Blueprint 
  8. Design and Plan 
  9. The Formula 
  10. Implementation 

Everyone benefits from having the capability to lead change and manage changes. This workshop includes exercises and activities focusing on identifying and developing a design and plan for change for every participant. Each individual will leave the workshop with a blueprint for leading change and a framework for managing changes in hand. 

Learning objectives 

  • Understand change 
  • Understand leading change 
  • Understand managing changes 
  • Assimilate the foundation, framework, blueprint and formula for change  
  • Create a design and plan for implementing change 

Who should attend? 

Anyone involved in leading change and managing changes. 



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