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Wednesday, May 14, 2008 - Preconference - Building a Living Cell
 We are excited to offer a unique experience for participants in the preconference workshop. You will design and build a real assembly cell using real materials and components. This will not be a theoretical exercise, but a dynamic, hands-on workshop. In conjunction with Creform® Corporation and a Tulsa manufacturer, we will guide you through the process of not only designing a 1-piece-flow-work cell, but we will actually build the cell and run it on site. This cell will become a showcase item for the main conference the next day. The cell will be up and running with live personnel, building a real product during the conference.
The day will begin with a review of basic cellular flow techniques. You will learn the steps for creating a standard work combination chart and designing standard work to meet a specific product demand. You will develop the operator balance charts, the standard work in process and labor linearity charts. Then, after lunch, it will be “all hands on deck” as we build the functioning cell using the highly flexible Creform® product. Learning how to apply Creform® to any work cell situation is a tremendous side benefit of this innovative workshop experience. All participants will receive a workbook with the forms and procedures used in designing the work cell. We will also take a video of the cell construction process that will be given to participants after the conference.
Cost for Wednesday Only $285/person Register Now
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 Basic  Intermediate  Advanced Cost for Thursday Only $395/person Register Now
Thursday, May 15, 2008 - The following schedule reflects the main conference |
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Top Management |
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Learning From the Toyota Way - Dr. Jeffrey Liker
Toyota’s success as the number one auto maker in the world has led organizations in many industries to want to learn the secret to its success. Lean and Six Sigma are two popular programs that seek to emulate Toyota’s operational excellence in short lead times, low cost, and high quality. The Toyota Way has become an international best-seller because it delves deeply into the underlying management principles that go beyond tools. Additional books by Liker on product development, talent development and culture give deep insights into Toyota from many perspectives. In this presentation, Liker talks about how companies are limiting themselves by taking a tools approach to Lean Six Sigma and need to take a more long-term approach to creating a culture of continuous improvement. |
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Learning From the Toyota Way (cont.) - Dr. Jeffrey Liker |
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Strategic Alignment - Miles Kierson
The discussion we will have at the at the Lean Summit will be to go into some depth on each of what I call the Seven Pillars for Successful Implementation; that is, what you have to tend to in order to be successful at implementing any significant change, new strategy, organizational transformation, or sustainable performance improvement. The first three of these pillars create the foundation for the success, which I describe in my book, The Transformational Power of Executive Team Alignment. The last four pillars are what is needed once the foundation is created and you are taking the initiative to your organization. It is my intent to have you leave with not just a full understanding of what it takes, but with clear actions that will empower your own company's journey. Whether you are embarking on something new or continuing a path already started, this session will prove to be eye-opening, mind-expanding, and very practical. |
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Learning From the Toyota Way - Dr. Jeffrey Liker (repeat of morning session)
Toyota’s success as the number one auto maker in the world has led organizations in many industries to want to learn the secret to its success. Lean and Six Sigma are two popular programs that seek to emulate Toyota’s operational excellence in short lead times, low cost, and high quality. The Toyota Way has become an international best-seller because it delves deeply into the underlying management principles that go beyond tools. Additional books by Liker on product development, talent development and culture give deep insights into Toyota from many perspectives. In this presentation, Liker talks about how companies are limiting themselves by taking a tools approach to Lean Six Sigma and need to take a more long-term approach to creating a culture of continuous improvement. |
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Learning From the Toyota Way (cont.) - Dr. Jeffrey Liker |
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Lean Basics |
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Value Stream Mapping - Jack Reeder
Value Stream Mapping is the starting point for developing a cohesive implementation plan. This session also shows how to create a Lean Strategic Plan from your future state. |
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Cell Flow - Jack Reeder
In the pursuit of making parts at the rate of customer demand, cellular manufacturing is key. To make the right part, in the right amount, with the least part travel and the least effort, it takes some organization. Learn how to properly apply the tools of line balancing, labor, linearity, ergonomics, point-of-use, storage, visual controls, performance boards, and TAKT time. See how multi-product cells are designed and built, and how to measure their performance on a real-time basis |
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5-S - Dennis Cramer
The Five S’s are the foundation of every successful Lean program. You will gain a thorough understanding of Sort, Set in Order, Shine, Standardize, and Sustain. Five S establishes the discipline needed to apply all of the other Lean Programs.
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Pull Systems - Colin Reed
This session will focus on the design and implementation of Pull Systems. Pull systems help make parts production and materials ordering simple, accurate, timely, and worker managed while reducing inventory levels and all it’s associated costs. Learn the prerequisites and the design tools needed for a successful Pull System, where to place supermarkets and how to calculate the part levels. Understand the importance of a Plan For Every Part, and see the variations possible in Kanban signals and where to apply them. |
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SMED - Colin Reed
You cannot create flow and keep inventories low with long changeover times. Rapid changeover is essential for a flexible Lean organization. Learn how to apply the Single Minute Exchange of Dies (SMED) method to any machine, and see the multiplying effects of reducing changeover times. This techniques helps to run smaller batches of parts, more often, with less downtime than the current method all while meeting customer demand. |
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Advanced Tools and Techniques |
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Lean Logistics - Wendy Buxton
Even in an otherwise lean manufacturing environment there are five common logistics problems that can create the need to warehouse excess product, expedite product, and create safety stock to buffer against manufacturing line shutdowns. In this session, learn how applying Lean Logistics prevents these problems and can significantly reduce inventory, storage, and shipping costs. |
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Transactional Lean: Applying Lean Principles to the Engineering Department - Mark Nash
Applying Lean to transactional processes presents its own set of unique problems. Employees working in office, support and service settings often do not understand their role in the total value stream. This session presents a case study of how Pelco Products, Inc. located in Edmond, Oklahoma has applied Lean thinking to its Engineering Department to dramatically improve quality and service to both internal and external customers.
As Pelco continues its journey on the Lean pathway, more effort is being applied to support processes as success is achieved on the manufacturing floor. In order to keep pace with the manufacturing improvements, it became apparent that the way Engineering operated on a day-to-day basis had to change. Using an approach similar to what Boeing has done in support of the manufacturing floor, Pelco implemented dramatic changes that have paid off in a big way. The issues and opportunities will be discussed along with the solutions implemented and a review of the metrics utilized to monitor progress. |
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The Living Cell Demonstration - Jack Reeder
In the pursuit of making parts at the rate of customer demand, cellular manufacturing is key. To make the right part, in the right amount, with the least part travel and the least effort, it takes some organization. Learn how to properly apply the tools of line balancing, labor, linearity, ergonomics, point-of-use, storage, visual controls, performance boards, and TAKT time. See a live demostration of a working cell and be a participant in building the product. |
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Mixed Model Sorting: Complex Value Streams - Eric Munden
This session will provide training and demo on a (PQRA) Product Quantity Routing Analysis to help find your value streams. The Primary challenge in every company is where to start and how to identify the value streams. Value streams can be defined even in a low volume high variety product mix by using the manufacturing processes currently available in any system. Attendees will gain an understanding of how to utilize Excel features of Pivot Table, V-lookup, Auto filter, and sort to perform a PQRA analysis.
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Mixed Model Sorting: Finding Your Value Streams (cont.) - Eric Munden |
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Lean Performance Management |
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Sustaining Your Lean Journey - Billy McCullers
Lean Manufacturing is a process of continuous improvement. Have you started your Lean journey only to see it slow to a halt? Are you continuing to see the results you saw at the start? If not come and see how you can get back on track. |
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Lean Six Sigma - Tom Witte
This presentation will describe how EDS Corporation used Lean Six Sigma techniques to significantly reduce new server delivery cycle time for their clients while increasing cash flow by millions of dollars in just six months. Both increased speed and consistency in the time to deliver new servers was achieved as well as a nearly 100% on-time delivery for all clients. |
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Measurable Management™ - Robin Byrne
Measurable Management™ helps managers and supervisors develop a listening and involving style of management that is critical to the development of effective teamwork and a customer-focused approach to continuous improvement.
The trick to implementing change is to get the ownership of the change to shift to those who have to implement it. Robin will explain the structure and design of Measurable Management™ in a way that is unnervingly simple and yet powerfully effective. |
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Creating Cells in a Job Shop - Kim Parrish |
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Building a Culture of Continuous Improvement - Marty Thompson
Management is committed, the structure configured, tools for analysis secured, teams in place and training scheduled. However, the corporate culture is neither enthused, nor amused.
According to one study 70% of all plants in the U.S. are currently employing Lean Manufacturing. At the time of the survey, “only 2% of companies have achieved their objectives, 24% reported achieving significant results – 74% admit they are not making good progress with Lean.” We are aware that effective implementation of Lean is 20% technical, 80% social. Yet 90% of all training is of a technical nature? Why is it so difficult to develop a culture of continuous improvement?
Success or failure of any continuous improvement initiative hinges upon the culture of the organization. The appropriate culture must be in place before the drive to excellence can begin. And, the keepers of that culture decide what tools will work to drive continuous improvement. When employees have the attitude and the latitude the tools for success will work. |
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Visual Factory Techniques |
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Achieving Flow in Aerospace Manufacturing - Allen Hunter
Rethinking the traditional manufacturing methodology of aerospace products to accommodate enhanced flow and visual workplace management. Spirit Tulsa has targeted continuous flow in key product lines through the transformation of production areas from batch and queue to streamlined work cells capable of accommodating single piece flow. Specific topics that will be highlighted in this overview include standard work, takt based production, visual work in process management, productivity improvements, and automation to improve flow time. |
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Visual Performance Measurement Boards - Gerry Raubach
A hallmark of a lean factory is the presence of visual performance boards at cells and value streams. These boards provide the “real-time” data needed by operators and managers to know the status of operations and what corrective actions are needed hour by hour. This session will give show you how these performance boards are designed, applied and maintained. Learn why these performance boards are a key ingredient for success.
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Balanced Workflow - James Jackson
Successful implementation of Lean techniques can result in balancing your workflow. When you accomplish this you can reduce waste and increase your profitability. Cellular manufacturing is key to achieving this objective, but all Lean principles must be applied to receive the full benefit of this technique. The manufacturing team at McKissick has found that this element is very beneficial and critical to producing parts at the rate your customers demand them.
In this session James will explain why some Cellular Flow implementations are not successful. Specifically, when Lean techniques are not properly applied prior to the implementation of this element. In addition you will learn that by utilizing basic Lean principles you can balance your workflow and reduce waste in any facility. These techniques can be applied in "make to stock" and "make to order" business environments.
In addition we will review a Kaizen event that applies these principles in a very diverse manufacturing environment. This event review will include activities in Lean concepts such as 5-S, Standardization, Visual Controls, SMED, Cellular Flow, Sustainment, and most importantly employee involvement and committment to the success on the shop floor. |
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Electronic Kanban - Gordon McIlwain & Jon Miller
This session will go through the
History of Muncie, their products, and organizational structure. They will discuss where and why they began Kanban. Alson with this they will show how the system looks and works, their successes and mis-steps and roadblocks. They will also discuss the future opportunities they have with this system. |
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Reducing Lead Time With Cells - Felix Rosser
TD Williamson has faced many challenges that are typically encountered in developing lean in an engineered to order environment. Challenges such as; craftsman culture, job shop environment, diverse product mix, minimal lean experience, rapid business growth, fully utilized floor space, limited supplier base, outdated planning systems, and increasing customer expectations for lead time reduction. This presentation will describe how TDW is steadily overcoming these challenges through leveraging our diverse product mix and strategically sequencing our lean projects. |
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Success
Stories |
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Muncie Power Products - John Robertson & Doug Sullivent
Tying Lean metrics to an income statement can be tricky in our world of standard cost accounting.
Regardless, a Lean company, or one that aspires to be one, must identify key metrics to monitor and encourage proper behavior for achieving results in a Lean Environment.
Muncie Power Products has begun the journey to establish Lean metrics for each major discipline at their manufacturing plant in Tulsa. This presentation will cover creative ways to measure Human Resources, Engineering, Production Control, Productivity, Purchasing, Quality and Accounting. Each of these disciplines has metrics that tie back to their 5 key Lean Enterprise metrics for their company. Hear how the metrics are managed and the resulting successes from this style of plant management.
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Tulsa Tube Bending - Brad Frank
This session will start with a briefing of Tulsa Tube Bending's six year lean journey which has resulted in 1,000 process improvements and a remarkable company performance record. This will be followed by an actual (mini) kaizen in which the audience participates. Learn the basics of a successful kaizen by being a part of one. |
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Centrilift - Gordon Williams, Brian Roland
Implementing a pull system is doomed to failure if you don’t utilize the right people. This session will cover the keys to Centrilift’s success in implementing Electronic Pull systems in its Claremore Pump Facility. The presentation will show the initial plan on how to get started with Strategy teams, organization through Steering teams, and final execution with empowered implementation teams. One area that will be highlighted is the Controls Manufacturing area located in the Claremore pump plant. |
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Kingfisher Kooker - Larry Adams |
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Electronic Data Systems - Tom Witte
Computer response time is a critical deliverable for all clients. Seconds can seem like minutes when you are staring at a screen waiting for your query to be completed. This presentation will highlight how EDS applied Lean Six Sigma techniques to analyze and improve the response time from a one of their key mainframe computer systems by 50 percent without adding equipment or cost .
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Plant Tours
Muncie Power Products - The largest producer of power take-off units in North America. They are well down the path to becoming a Lean enterprise. See how Lean works in a mixed-model, high-variety business. (morning tour)
Spirit Aerosystems - A global aerospace company specializing in the fabrication of commercial aircraft components. Spirit Tulsa is committed to
continuous improvement and has had substantial gains through flow, automation, moving line technology, inventory reduction, and standard work. (afternoon tour) |
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Friday May 16, 2008 - Top Management Boot Camp
So How Do I Lead a Lean Transformation?
Implementing a Lean Culture Change
Cost for Friday Only $345/person Register Now |
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What are the most important things that top management must do to lead a successful Lean transformation? What do you have to know? How much do you have to change in the way you manage your business? Be sure to come to our postconference seminar on May 16th to get the answers from business leaders who have demonstrated a track record of success. You will hear from three recognized leaders of industry who will show you how to set strategy, get alignment of the team, transform the culture, and achieve sustained success.
Miles Kierson has more than 25 years of top management leadership experience in helping top companies set their strategy and achieve breakthrough results. He will present his highly effective ExecuTAP™ system, also known as executive team alignment process, and will show you how it will focus your Lean initiative on the business objectives that really matter.
Brad Frank is owner and CEO of Tulsa Tube Bending, a company that has undergone a radical transformation of its culture and achieved outstanding performance gains over the course of its seven-year Lean journey. Brad has created and nurtured a culture of true employee involvement which generates hundreds of continuous improvement ideas annually. He will explain the numerous methods he has used to create an environment where Lean tools are successful.
Kim Owen is Vice President of Human Resources for QuikTrip Corporation. QuikTrip has made Fortune Magazine’s list of the top 100 places in America to work. They have created a company culture that thrives on employee empowerment and continuous improvement. Kim will explain the keys to building and sustaining this world class corporate culture.
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