Tuesday, June 17th: Main Conference Day One

Expand All Sessions [+] Collapse All Sessions [-]

9:00 AM Operational excellence in manufacturing: Are we living up to our potential?

William Owad , William Owad, SVP Operational Excellence, Cardinal Health

Kristine Dale , Director, IT Controls, PEx, and Communications, Corning Incorporated

  • Adapting performance improvement methods, tools and terminology to manufacturing
  • Understanding the root causes behind process inefficiency, including issues of strategy and operating models
  • Determining and addressing the biggest constraints on process optimization
  • Success from the inside out: How to build support internally
  • Understanding the role of leadership in operational excellence: What makes a leader when it comes to continuous process improvements?
  • How much do leaders have to know about CI to be effective at leading improvements in their businesses?

Panellists include:

 William Owad
William Owad
William Owad, SVP Operational Excellence
Cardinal Health
 Kristine Dale
Kristine Dale
Director, IT Controls, PEx, and Communications
Corning Incorporated

10:00 AM Creating the conditions that engage the manufacturing workforce: The Engagement Framework

Greg Flickinger , Vice President of Manufacturing and Corporate Engineering, Snyder's-Lance, Inc

  • What are the specific conditions necessary to enable employee engagement? How can you intentionally create them?
  • Defining your value equation
  • Moving beyond the tools and processes towards sustaining results
  • Making Operational Excellence part of your organizational DNA
 Greg Flickinger
Greg Flickinger
Vice President of Manufacturing and Corporate Engineering
Snyder's-Lance, Inc

10:45 AM Networking Break

11:15 AM Leveraging the transformative power of Lean Six Sigma: Engage employees, lower costs, heighten productivity, and boost efficiency

Sanjay Gupta , Director, Operational Excellence, Schweitzer-Mauduit International Inc.

  • Why its not just about projects and events
  • Engaging your people
  • Leadership: What it means and why it is the key to success
  • Why manufacturing operations intuitively fit the lean paradigm
  • Where does Six Sigma fit?
  • How and when to integrate Lean thinking into the value stream
  • When can you declare success?
 Sanjay Gupta
Sanjay Gupta
Director, Operational Excellence
Schweitzer-Mauduit International Inc.

1:00 PM Drilling deep for cash at Baker Hughes: How breakthrough thinking transformed the company’s order to invoice process to increase and sustain the cash flow by USD 500 million

Bhavesh Joshi , Head of Asset Utilisation and Cash Flow Improvement, Baker Hughes

Anthony Aming , Global Process and System Support Manager, Baker Hughes

  • Right Strategy: All-encompassing and visionary strategy leading to process innovation at an unparalleled scale and magnitude
  • Right People: Identifying and creating a dedicated team passionate enough to go after audacious goals considered near impossible by others
  • Right Tools: Using a dedicated team of IT and systems professionals to make rapid changes on the go and make users effective and efficient
  • Right Knowledge: Creating a comprehensive set of dedicated training resources to execute the transformation
  • Right Structure: Creating an organizational structure that facilitated process improvements, information flow, and process visibility
  • Right Governance: Creating a mix of top-down governance and bottom up engagement to continually inspire and motivate
 Bhavesh Joshi
Bhavesh Joshi
Head of Asset Utilisation and Cash Flow Improvement
Baker Hughes
 Anthony Aming
Anthony Aming
Global Process and System Support Manager
Baker Hughes

1:45 PM A unique practice on Design for Manufacturability and Assembly

Gary Jing, PhD , Lean Six Sigma Deployment Leader / MBB, TE Connectivity (Formerly Tyco Electronics)

Research shows 70 ~ 80 % of product and production cost is decided by product design, thus a major way to reduce manufacturing cost is through better design.  TE Connectivity Telecom Division adopted a unique practice on Design for Manufacturability and Assembly (DFMA) through its Lean Design For Six Sigma (LDFSS) program.

  • For new products, right after the 1st prototype, a unique DFMA event is held to jointly address a whole host of manufacturing related concerns: modularity / part reuse, Lean manufacturing & assembly, field installation & maintenance, FMEA, etc
  • DFMA events are also used to improve productivity through redesigning existing products
  • It has achieved great results and become part of the culture
 Gary Jing, PhD
Gary Jing, PhD
Lean Six Sigma Deployment Leader / MBB
TE Connectivity (Formerly Tyco Electronics)
Take advantage of this structured learning opportunity! You will have the opportunity to hand-pick from our leading-edge services and solution providers which demos you wish to attend - then you’ll have 5 minutes with up to 5 providers to hear directly from them on how they can support your process excellence challenges. 

3:30 PM Diagnosing and selecting the right projects and developing a pipeline of continuous improvement projects

Michael A. Washington , Continuous Improvement Expert - LSC Americas Lubricant Supply Chain, Shell Oil Company

  • Building for the future: Developing a pipeline of CI projects
  • How do you start, and sustain - a continuous improvement program that will have the right impact?
  • How do you make sure the saving gains are captured and sustained starting out?
  • Partnering with IT and other support departments to create synergies with both on-going project activity in addition to generating new ideas to help drive future business growth
  • Measuring project execution performance, improving resource utilization management across multiple departments, and ensuring you are working on the right things
 Michael A. Washington
Michael A. Washington
Continuous Improvement Expert - LSC Americas Lubricant Supply Chain
Shell Oil Company

4:15 PM Sustaining a Process Improvement Culture by Integrating Lean, HPI, Six Sigma and Business Process Management

Matthew P. LeVasseur , Director, B&W Process Improvements, The Babcock & Wilcox Company

  • Conceptual integration of Lean, Six Sigma, HPI and BPM  methodologies to create leaner training and a more sustainable Continuous Improvement initiative
  • Business and Customer pull system to drive Continuous Improvement value
  • Using a blended learning model to reach the “late majority”
  • Building a culture of superior execution by developing flexible capabilities in problem solving, fact based / hypothesis driven analysis, and sustaining meaningful changes
 Matthew P. LeVasseur
Matthew P. LeVasseur
Director, B&W Process Improvements
The Babcock & Wilcox Company

Download the Agenda

Resource Center

Visit the Resource Center for complimentary industry related content!

Featured Content

Sponsorship Opportunity

Learn more about sponsor & exhibit opportunities

IDGA

Become a Process Excellence Network Member and receive our weekly newsletter!

Quick Links