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.



Strategic Lean Six Sigma Implementation using Hoshin Kanri
Presented by Beth Cudney, Missouri University of Science and Technology 

Workshop Summary
Lean and Six Sigma are both powerful tools to improve quality, productivity, profitability and market competitiveness. Six Sigma is focused on reducing variation using a problem-solving approach and statistical tools. Lean focuses on eliminating waste and improving flow using various lean principles and their respective approaches.  As stand-alone tools, companies can achieve strong improvements. However, many companies realize suboptimal results due to poor project selection and inappropriate tool selection. An integrated approach to process improvement using lean principles and Six Sigma begins with a strategic approach to identifying gaps between the current and future state.

The final goal of this integration is to optimize holistically the entire process of value flow by eliminating waste and controlling variation. One of the techniques that companies can adopt to make progress in implementing the envisioned process systematically is hoshin kanri. This technique encourages employees to reach the root cause of problems before searching for solutions, creating sustainable plans for implementation, incorporating performance metrics and taking appropriate action for implementation. Though developed in Japan, this technique is based on Deming’s classic plan-do-check-act improvement cycle. Hoshin kanri drives the long-term strategic vision of the organization down throughout all levels of the organization. Lean and Six Sigma initiatives are then tied to the long-term success of the organization. Japanese Deming Prize winners credit hoshin kanri as being a key contributor to their business success. In this presentation, hoshin kanri will be presented as a strategic approach to implementing lean and Six Sigma to achieve long-term results. Attendees will learn about hoshin kanri, learn how to capture strategic goals and integrate these goals with the entire organization’s daily activities, and learn how to integrate lean and Six Sigma into the strategic vision of the organization using hoshin kanri.


  • Overview/Introduction
  • Lean
  • Six Sigma
  • Lean Six Sigma strategy deployment
  • Lean Six Sigma deployment roadmap
  • Hoshin kanri
    • Measure the system performance
    • Set core business objectives
    • Evaluate the business environment
    • Provide resources
    • Define system processes   
  • Policy deployment
  • Summary


About the presenter
Elizabeth Cudney is an associate professor in the Department of Engineering Management and Systems Engineering at Missouri University of Science and Technology. She received her B.S. in industrial engineering from North Carolina State University, her M.E. in mechanical engineering and MBA from the University of Hartford, and her Ph.D. in engineering management from the University of Missouri-Rolla. In 2014, Cudney was elected as an ASEM fellow. In 2013, she was elected as an ASQ fellow. In 2010, Cudney was inducted into the International Academy for Quality. She received the 2008 ASQ A.V. Feigenbaum Medal and the 2006 SME Outstanding Young Manufacturing Engineering Award. She has published five books and more than 45 journal papers. She is an ASQ-certified quality engineer, manager of quality/operational excellence, and certified Six Sigma black belt. She is a member of the ASEE, ASEM, ASQ, IIE and the Japan Quality Engineering Society (JQES).


Error Proof - How to Understand and Minimize Daily Human Errors
Presented by Kevin McManus, Great Systems!  

Workshop Summary
Six Sigma levels of quality cannot be achieved by asking people to be careful or disciplining those who goof. Why do so many people struggle to capture their key process errors that occur daily? How can we anticipate, and minimize, the potential for human error as work systems are designed and improved? How can a work system be designed to achieve very low error rates on a consistent basis? How do you get your teams to use error reduction techniques consistently? The key lies in using proven work system designs and practices to help minimize the daily potential for human error. Significant examples of success – where error and incident rates are very low – do exist. The Blue Angels excel at work planning and review. Pal’s quick-serve restaurant chain has a superior training and certification system. Oil field workers consistently achieve minuscule safety incident levels that many organizations would consider as being unobtainable. How do these groups of people find ways to standardize their work practices and minimize errors in very dynamic settings? This workshop will show you how to apply multiple "best in class" work system designs and practices and, in turn, help you accelerate your performance improvement efforts. 

In this workshop, you will learn how to:

  • Apply proven work practices that are key to reducing daily human error rates
  • Use lean data capture techniques to help identify key error types and frequencies
  • Better measure the effectiveness of your error-proofing approaches
  • Make improvements to the error minimization strategies you already use
  • Develop your own prioritized error-proofing plan

About the presenter
Kevin McManus is a performance improvement coach for Great Systems! and an international trainer for the TapRooT® root cause analysis process. During his 30-plus years in the business world, he has served as an industrial engineer, training manager, production manager, plant manager and director of quality. He holds an undergraduate degree in industrial engineering and an MBA. McManus has been a member of IIE for 34 years and has served as senior VP of continuing education on the IIE board of trustees. He has served as an examiner and senior examiner for the Malcolm Baldrige National Quality Award for 16 years. McManus also writes the monthly performance improvement column for Industrial Engineer magazine, and his newest book is titled Vital Signs – The Power of Meaningful Measurement.



The Sevens (A Collection of Quality-Related, Problem-Solving Tools Frequently Used by Industrial Engineers to Assist Their Internal and External Clients)
Presented by Jack B. ReVelle, ReVelle Solutions 

Workshop Description
Like the rest of the civilized world, the Japanese appear to be enamored by the number seven. The mystery of the number seven has captured the Japanese imagination. Ancient Japan was founded around seven districts. In Japanese folklore, there are seven Buddhist treasures and seven deities of good luck. Japanese Buddhists believe people are reincarnated only seven times, and seven weeks of mourning are prescribed following death. During the mid- to late 1900s, the concept of "The Sevens" took on an entirely new life in the rapidly emerging field of quality-oriented, problem-solving tools and techniques. Not surprisingly, this began in Japan and then moved across the oceans of the world with at least seven groups of seven tools having been created, i.e., the Seven Quality Control Tools, the Seven Management & Planning Tools, the Seven Team Support Tools, the Seven Lean Six Sigma Tools, the Seven Supplemental Tools, the Seven Creativity Tools, and the Seven Design & Development Tools.

There are well over 100 problem-solving tools/techniques available for use by industrial engineers, quality engineers and manufacturing engineers as well as lean Six Sigma black belts and green belts. In fact, this includes any users of data who are continuously faced with a variety of quantitative and qualitative data-related challenges. The objectives of this tutorial are to introduce multiple groupings of problem-solving tools/techniques each having a specific purpose, and then demonstrate how these tools/techniques are connected to each other, i.e., how the output of one tool/technique becomes the input to another tool/ technique in the same group.

Consistent with the intent of the conference, participation in this tutorial will immediately provide assistance to both novice and experienced internal and external consultants as they simultaneously improve their technical communication skills for use in working with their clients and customers as well as learn about statistical tools and techniques that apply to their responsibilities as lean Six Sigma black and green black belts. There are no prerequisites to participation in the tutorial that has been created for both internal and external consultants at all levels.

The tutorial begins with a detailed discussion of the seven groups, each with seven tools, and concludes with an examination of how each of the seven tools in a given group are connected to each other, i.e., how the outputs of selected tools become the inputs to other tools in the same group. 

  • The Seven Quality Control (7-QC) Tools: Data Tables, Pareto Analysis, Scatter Analysis, Cause and Effect Analysis, Trend Analysis, Histograms and Control Charts 
  • The Seven Management & Planning (7-MP) Tools: Affinity Analysis, Interrelationship Digraph, Matrix Analysis, Prioritization Matrix, Tree Diagram, Process Decision Program Chart and Activity Network Diagram
  • The Seven Team Support (7-Team) Tools: Forced Choice, Pairwise Ranking, Multi-Voting, List Reduction, Nominal Group Technique (NGT), Mind Mapping and Delphi Method
  • The Seven Supplemental (7-Supp) Tools: Defect Map, Events Log, Data Stratification, Randomization, Process Flowcharts & Process Maps, Process Improvement Center and Statistical Sampling
  • The Seven Creativity (7-Create) Tools: Heuristic Redefinition, Classical Brainstorming, Brainstorming 635, Imaginary Brainstorming, Word and Picture Association, TILMAG and Morphological Box 
  • The Seven Lean Six Sigma (7-LSS) Tools: 5S System, Kaizen, Value Stream Mapping, Visual Workplace, Seven Types of Wastes, Voice of the Customer (VOC) and Flow
  • The Seven Design and Development (7-D&D) Tools: Gemba Walk, Voice of the Customer (VOC), Kano Model, Seven Management & Planning (7-MP) Tools, Quality Function Deployment (QFD), Theory of Innovative Problem Solving (TRIZ) and Design of Experiments (DOE)
  • Making the Connection: This tutorial is organized not only to discuss each of these seven groupings and the seven tools therein, but to demonstrate how these tools relate to each other. The presentation concludes with a discussion of demonstrated connectivity between the tools. 

About the presenter
Jack B. ReVelle provides his advice and assistance as a consulting statistician. His credentials include more than 40 clients; more than 30 books, handbooks, videos and software packages; as well as more than 70 ASQ (American Society for Quality) webcasts. ReVelle received his B.S. in chemical engineering from Purdue University and both his M.S. and Ph.D. in industrial engineering and management from Oklahoma State University. He is a fellow of the Institute of Industrial Engineers, the American Society for Quality, and the Institute for the Advancement of Engineering. ReVelle was awarded the Dorian Shainin Medal by ASQ in 2012 “for the development and application of creative or unique statistical approaches in the solving of problems relative to the quality of a product or service.”  He continues to deliver data-related presentations to local chapters of IIE and ASQ. Learn more about Jack B. ReVelle, Ph.D., at

© 2015 Institute of Industrial Engineers. All rights reserved.