Kevin Simonin
Vice President
GEORGE GROUP

An integrated Lean Six Sigma strategy requires significant understanding of the synergy between Lean and Six Sigma, and how they can best complement each other. This leading case study will address how to successfully leverage the best that both methodologies have to offer, giving key insight into the pitfalls and benefits from implementation in your business environment based on the pioneering experiences at Johnson & Johnson Consumer Businesses; Denis Gallagher is leading the implementation of lean with the use of Six Sigma tools piloted in North America and now being expanded world-wide.
• Understanding the link between lean and six sigma for effective integration in your organisation
• Leveraging the best that both methodologies have to offer - What can Six Sigma do for Lean and Lean do for Six Sigma?
• Bottlenecks and constraints of Lean Six Sigma
• Similarities and differences: How can they most effectively complement each other?
• Successfully combining lean and six sigma into a single initiative to simplify business processes
Denis Gallagher
Worldwide Director of Lean Thinking for the Consumer & Personal Care Group
JOHNSON & JOHNSON

“By asking the right questions at the right time, using the right statistical tools, and having management support to implement change driven by data, not supposition, companies can expect to see significant improvement in their bottom lines.”
As the leaders in Lean Six Sigma and following years of assisting clients in reducing waste and minimizing variation in products and processes through training and consulting in Six Sigma and Lean, Air Academy Associates will bring you up-to-date on the latest, cutting edge developments in Lean Six Sigma.
Dr. Mark Kiemele
Co-Founder & President
AIR ACADEMY ASSOCIATES

The key challenge for Lean Six Sigma deployment often evolves from integrating Lean or Six Sigma methodologies into an on-going continuous improvement process. Organizations need to learn how to integrate Six Sigma and Lean tools as needed by the projects rather than following a prescriptive list of tools that are implemented for every project.
• Analyzing the actual implementation of lean Six Sigma tools in reality
• Deploying Lean tools within a Six Sigma environment
• Knowing when to apply which tools
• Reaping the benefits of Lean Six Sigma tools by tracking and reviewing projects
Ginny Moszkowicz
Manager, Program Management Office
CONSTELLATION ENERGY

Where to implement Lean Six Sigma and what makes a good Lean Six Sigma project? These are key questions that practitioners are struggling to answer. Through his wealth of experience at – insert some detail about your background sustaining big returns as your Lean Six Sigma journey matures – Dick Cunningham will reveal how to identify the right projects and close the gap between you, your senior management, and your customers through applying Lean and Six Sigma tools to the project identification and selection process.
• What makes a good lean six sigma project? Evaluating where to implement Lean and Six Sigma for value
• Identifying the best opportunities to develop Lean Six Sigma for a more rigorous approach to continuous improvement
• Setting up good methodologies for selecting projects and measuring the impact on the business
• Positioning your strategies appropriately within the organisation
• Streamlining Lean Six Sigma with existing business processes
Richard Cunningham
Director of Operational & Business Excellence
JOHNS MANVILLE CORPORATION

Leadership plays a critical role in the success of Lean Six Sigma. The active involvement of senior management is key in order to establish and maintain the on-going cultural & organizational change and resources required. As leaders, how should you be involved, what should you do, and what should you expect? As practitioners, what should you do and how should you work with your leaders? Bill Pugh - a member of the first MBB class at General Electric, based on his experience at General Electric, Polaroid, RR Donnelley, and currently at Océ North America; examines and analyzes the leadership challenge and suggests a model for success.
• Securing c-level support for successful lean six sigma
• Developing c-level leaders into effective lean six sigma champions
• Accelerating lean six sigma thinking and cultural transformation - Creating an environment for success
• Effectively utilizing c-level management, engaging them in the work of the practitioners of lean six sigma
Bill Pugh
Head of Operations
OCÉ NORTH AMERICA, INC.

Practitioner’s discussion analyzing their concrete experiences, how they have embraced and re-orientated their efforts in Lean Six Sigma.

Suggested issues for discussion:
• Role and support of senior management in the application, ownership and drive of lean six sigma deployment
• Shaping culture and conditions for internal motivation: Vision building, synergising, organisational change and operational efficiency
• Understanding the value versus the reality of costs involved
• Bottlenecks and Constraints of Lean Six Sigma – What is working and what is not?
• Business and financial outcomes
• Going on a lean journey – How to sustain it?

Participants include:
BANK OF AMERICA
JOHNS MANVILLE CORPORATION
OCÉ NORTH AMERICA, INC.
ALLIANT ENERGY CORPORATION
JOHNSON & JOHNSON

Translating Lean Six Sigma into a transactional environment presents significant changes to the established methodologies of Lean and Six Sigma and represents an evolution in the roles of Lean Masters and Master Black Belts and Black Belts with the integration of these two processes. Based on his wealth of experience as a Director of Lean and Master Black Belt in Manufacturing and bringing those skills over to drive Lean Six Sigma in the Customer Service and Support at Bank of America, Jim Illing will discuss and analyse how to successfully integrate the Lean Six Sigma approach within a Non-Manufacturing Environment.
• The transition of lean six sigma to transactional and service functions – How to succeed
• Translating opportunities in a non-manufacturing environment - Practically integrating lean six sigma
• Effective change management - Applying the concept to different business areas foreign to continuous improvement processes
• Integrating Lean Six Sigma tools beyond the manufacturing environment: Customizing Lean Tools for Service Processes
• Getting your resources up to speed
James E. Illing
Vice President, Master Black Belt, Quality and Productivity
BANK OF AMERICA

Lean Six Sigma is becoming increasingly integrated into all business functions, recognized as an enterprise-wide business approach. Companies are keen to understand best practice and reap the benefits of deployment in both Manufacturing and Non-Manufacturing environments. Medtronic has deployed Lean Six Sigma across all functions from Manufacturing, R&D, Sales, Customers, Suppliers, Supply Chain, Regulatory, Distribution, and HR and through out the world including Europe, Asia Pacific, Puerto Rico and North America. Medtronic's "Lean Sigma Solutions (trademark)" methodology has included the training over the last 18 months of over 500 Belts, following a successful history of using Lean and Six Sigma separately over 5 years, Medtronic Xomed also won the Shingo Prize and Industry Weeks Best Plants Award in recognition of excellence for their Lean practices.
• Who is Medtronic and our mission
• How our mission is tied to Lean Sigma Solutions
• Using DMAIC to implement Lean Sigma
• The Toolbox of the Belts (Green Belts, Black Belts and Master Black Belts)
• How Lean Sigma pursues the elimination of variation and waste together
• Turning Lean into a science
• Lessons learned: Regulatory and Transactional processes examples
Juan Amador
Lean Sigma Master Black Belt
MEDTRONIC INC.

Lockheed Martin launched Lean and Six Sigma in 1998 and from the very start, these methodologies were working in conjunction with each other, and the business has gained considerable valuable, practical experience in their Lean Six Sigma journey over the last six years to provide key insight and lessons learned for those struggling in their Lean Six Sigma implementation. Their initiatives have been deployed corporate-wide, with particular emphasis on their Lean Six Sigma push within Transactional Services and all associated functions from Licensing to Finance, HR, Engineering etc; learn from their practical experiences, results and long-term sustainability.
• Capturing the savings from Lean Six Sigma strategies and achieving financial outcomes
• Clarifying the standards to generate ROI
• Projecting the value in a transactional environment to instil user confidence
• Realising the benefits of Lean Six Sigma in all business processes
Sandra K. Miller
Lean Implementation Leader
LOCKHEED MARTIN CORPORATION

Alliant Energy, a $3.1 billion Midwest based Energy Company, embarked on a company wide Lean Six Sigma deployment over two years ago. Cultural change, the key to long term Lean Six Sigma success, is not easy in any business, particularly in a highly regulated utility. Robin Gates led the company wide Lean Six Sigma deployment that included all business units (generation, distribution, finance, shared services...). With a solid deployment plan and strong leadership from the CEO, results have exceeded expectations: $30+ million in savings, 250+ active projects, 50+ full time black belts and 150+ green belts.
• Developing deployment goals and strategies
• Focusing Lean Six Sigma on what really matters
• Working with executive leadership to drive and manage change
• Effectively complementing Lean and Six Sigma tools in practice
• Using Lean Six Sigma to develop your next generation of leaders
• Selecting, preparing and getting your resources up to speed
• Measuring the value and benefits from your Lean Six Sigma projects
Robin W. Gates,
Vice-President of Performance Improvement
ALLIANT ENERGY CORPORATION

Bill Hathaway
CEO
MORESTEAM.COM

Experts in the tools and technical issues for Lean and Six Sigma will answer your questions to help you get the best results from your Lean Six Sigma implementation.

Participants include:
MORESTEAM.COM
SIGMA FLOW
HERTZLER SYSTEMS INC.
AIR ACADEMY ASSOCIATES
POWERSTEERING SOFTWARE INC.
IGRAFX

Kevin Simonin
Vice President
GEORGE GROUP

Our research has shown that companies who restrict their efforts only to Lean and/or Six Sigma will ultimately hit a ceiling in profit generation.
Where does this ceiling come from? This analysis and our experience over the last few years led us to a startling conclusion: there is an entirely separate dimension to operating improvement that frequently presents the single largest opportunity for profitable growth and the most significant hurdle to cost reduction in most companies - Product and service complexity. Unmanaged complexity hinders your ability to innovate, to retain customers with superior tactical execution and to achieve breakthrough cost reductions.
Michael George, co-author of Conquering Complexity in Your Business, will show how the opportunity to become dominant in any market is open to the firm that improves speed, quality, and complexity. Together, this focus will enable significant improvement in your ability to grow profit, revenue, and shareholder value.
Michael George
Chairman & CEO
GEORGE GROUP

A = BEGINNERS/ EARLY ADOPTERS B = INTERMEDIATE/ADVANCED
Choose A or B (Includes Refreshments)

A: CASE STUDY: Confronting the Reality of Lean Six Sigma: Realising the Cultural Change for Truly Integrated Deployment
The integration and development of Lean Six Sigma has significant impact on your business culture, and effective change management needs to take place and be sustained in the long-term to ensure success. It is essential for your organization to be prepared and provide the optimal resources and support to manage the cultural change. George Maszle leads a corporate-wide network of Lean Six Sigma Deployment Managers and other business effectiveness professionals at Xerox, together they support the systematic and disciplined process improvement required to drive business results and cultural transformation. During the last 18 months Xerox has transformed pockets of Lean and Six successes, primarily in manufacturing, into a world-wide implementation touching all business areas and functional organizations. George's presentation will reflect on strengthening Xerox and transforming a business using Xerox Lean Six Sigma. He will provide his perspective of this aggressive deployment and discuss the various elements critical to a successful implementation.
• What does it take to make change happen?
• Understanding the impact of lean six sigma – Cause and effect
• Preparing for the culture shift in your company:
- Creating the optimum environment and ability to use Lean Six Sigma
- Establishing the foundational motivation and desire for change
• Embedding Lean Six Sigma within the organisation and strategic focus of the business for a blended approach
• Managing the changes associated with Lean Six Sigma
George Maszle
Director, Xerox Lean Six Sigma and Business Support
XEROX CORPORATION

B: Beyond the Low-Hanging Fruit: Sustaining Lean Six Sigma
• What is really cutting edge in Lean Six Sigma for successful long-term deployment?
• Keeping it fresh!
• What comes after the low-hanging fruit?
• Confronting the challenges on the Lean Six Sigma journey and the outcomes
• Examining the long-term benefits and goals
• Re-engineering your resources in Lean Six Sigma - Changing the mind-set and culture within the organisation for long-term success
• Using the right tools to uncover new opportunities
• Increasing commitment from management to maintain support and maximise resources
Leading Healthcare Case Study to be confirmed

A = BEGINNERS/ EARLY ADOPTERS B = INTERMEDIATE/ADVANCED
Choose A or B (Includes Refreshments)

A: CASE STUDY: Developing the Inertia for Long-term Success in Lean Six Sigma at a Large Aerospace Company
The success of Lean Six Sigma relies on the understanding, application and drive for the implementation of change through your resources. Rick Nelson will share their practical experiences of their deployment of talent, investment, measurement processes and infrastructure to ensure long-term sustainability of their continuous improvement program in Manufacturing Operations.
• What are the proper resources needed to initiate and sustain the process?
• Understanding the process in order to involve the right people and optimize your resources
• Cultivating effective cultural change for your employees to create the energy that produces change
• Education/ training and communication for a fully integrated initiative – Engaging the workforce
• Maintaining and supporting your resources to ensure team efficiency
Rick Nelson
Director of Production
RAYTHEON MISSILE SYSTEMS

B: Replicating the Gains of Six Sigma and Lean
Best practice companies DuPont, Ford Motor Company, Intuit, Johns Manville, and Raytheon have been able to leverage previously completed Six Sigma and Lean projects for additional productivity, cost savings, and growth opportunities using basic knowledge sharing techniques. John Crager will discuss how to leverage the gains and final impact of your projects to enhance the Lean Six Sigma Journey and generate additional opportunities for significant productivity gains, cost saving, and growth opportunities within the enterprise.
• Best practices in knowledge sharing for Six Sigma and Lean initiatives.
• Dealing with the operational tempo issues that hinder replicating successful projects
• Jump starting replication efforts in your enterprise.
John Crager
Senior Advisor
AMERICAN PRODUCTIVITY & QUALITY CENTER (APQC)

PLEASE CHOOSE ACCORDING TO YOUR SPECIALITY AND INTEREST
A = MANUFACTURING B = SERVICES C = HEALTHCARE

Choose A, B or C

A) MANUFACTURING
CASE STUDY: From the Factory Floor to "Leaning Out the Often Overlooked" Non-Manufacturing Environment
Finding and eliminating waste in Manufacturing Operations, factory support activities and the supply chain has been the primary focus of most Lean / Six Sigma Manufacturing initiatives in recent years. Using Raytheon Missile Systems' (RMS) Lean Principles of Manufacturing combined with Raytheon's Six Sigma process and tools, the focus for RMS has now shifted to those non-manufacturing support organizations with significant results and huge cost savings. Jim Serazio will share the cultural transformation taking place within one of Missile Systems support functions.
• Information Technology and how they have successfully adopted and implemented lean strategies within this non-manufacturing environment.
• Raytheon’s six sigma model and process for continuous improvement
• Translating and implementing lean manufacturing strategies within IT
• Information Technology's Maturity Road Map
• Continued reuse of the R6s process (repeated "Cycles of Learning" vs. counting projects)
• Team recognition and reward philosophy
• The results: Average $77K (Benefits/Savings) per person (177 employees) within IT in 2003
Jim Serazio
IT Enterprise Process Senior Manager, Lean Manufacturing. / Master R6s Expert
RAYTHEON MISSILE SYSTEMS

B) SERVICES
CASE STUDY: Real time Voice of the Customer Realized
During the re-finance period in the mortgage industry during 2002-2003, the ability to increase revenue of any mortgage provider was subject to how fast an underwriting decision could be rendered. Due to the volume, however, many mortgage providers were taking 2-4 weeks just to get the a specific file. During this period, ABN AMRO Mortgage launched a Lean Sigma project around this process for their wholesale lending operation. The typical cycle time to render a decision was 20-25 days. Using the DMAIC method with emphasis on the classical Lean tool sets, the project completely redesigned the Underwriting Process reducing the cycle time from 25 days to 2 days and removing 4000 plus linear feet from the process. A visual management system was installed making all backlogs and bottlenecks immediately visible to the entire underwriting team. This project subsequently maintained the gains stated above as well as achieved a significant improvement in Underwriter productivity and is only one example of the many completed in the 2.5 years of Lean Six Sigma Deployment with a financial impact of greater than 50 million dollars.
Diana Rooks
Assistant Vice President, Six Sigma
ABN AMRO MORTGAGE

Steve Pautz
Assistant Vice President
RATH & STRONG/AON MANAGEMENT CONSULTING

C) HEALTHCARE
Translating Lean Six Sigma Strategies from Manufacturing to Healthcare
Traditionally, process improvements in Healthcare organizations are driven by medical objectives and regulatory agencies such as JCAHO (Joint Commission on Accreditation of Healthcare Organizations. Of late, Healthcare institutions are looking at drawing from the successes of the Manufacturing and Service industries in performance improvements from the application of Six Sigma and Lean techniques. The Healthcare environment performance metrics are similar to the Manufacturing and Service industries. The performance driving metrics are cost, length of stay of patients and patient safety (translates to product/service quality). Though the Lean transformation tools are applicable in Healthcare, successful implementation needs an understanding of the differences in the three environments and an understanding of the behaviour of the Healthcare environment. This presentation compares the Manufacturing, Service and Healthcare processes, discusses the differences in the metric behaviour and lists the typical Healthcare issues that can be resolved using Lean thinking. A case study on improving patient throughput (cycle time) in the OR will be discussed.
• Understanding the differences between Manufacturing and Healthcare Lean Six Sigma deployment
• Bridging the gap - Examining the processes and how the tools can be applied within Healthcare environments to deliver results
• Changing the mind-set throughout the entire value chain
• What works and what doesn't?
Jayant Trewn
Research Engineer/ Management Engineering
WILLIAM BEAUMONT HOSPITALS
President
IIE GREATER DETROIT CHAPTER

PLEASE CHOOSE ACCORDING TO YOUR SPECIALITY AND INTEREST
A = MANUFACTURING B = SERVICES C = HEALTHCARE

Choose A, B or C

A) MANUFACTURING
CASE STUDY: Creating “Eyes for Waste” and “Eyes for Flow”
No longer should economic downturns threaten your success. Explore how you can rise to industry’s expectations and meet or exceed your customers’ expectations, take waste out of your system and improve your cash flow and shareholder value. Brian shares some of Delphi’s tools for creating a Lean Culture. You’ll explore how the key to Delphi’s success has been their Manufacturing System, which integrates various tools, and techniques that support a global enterprise allowing your organization to move to market faster, improve your first time quality.
• Lean, Six Sigma, Quality tools creating “Eyes for Waste” and “Eyes for Flow”
• The integration of problem solving
• Leveraging the collective power of these tools across your enterprise
• Identifying your cost reductions year after year
Brian O’Neill
General Director, Manufacturing Operations
DELPHI STEERING

B) SERVICES
CASE STUDY: Linking Lean and Six Sigma with the Finance Function
The key challenge for Lean Six Sigma deployment often evolves from integrating Lean or Six Sigma methodologies tools into your on-going continuous improvement processes. Through the drive for Lean Six Sigma and deployment of their Proprietary TurboLean (Six Sigma) initiative Methodology, Bank of America has seen the results from top management down of linking Finance, Lean and Six Sigma. Benefit from Aline Young's sharing of experiences as one of the primary creators of TurboLean and their application on a corporate level.
• Analyzing the impact of the combined Lean and Six Sigma tools to improve your bottom-line
• Confronting cultural issues and toolset silos
• Change management: Getting buy-in and support for Lean and Six Sigma
Aline Young
Senior Vice President, Corporate Quality & Productivity
BANK OF AMERICA

C) HEALTHCARE
CASE STUDY: Applying the More Rigorous Approach to Healthcare to Decrease Turnaround Times and Increase Efficiency
New York-Presbyterian Hospital has implemented a number of projects using Six Sigma and Lean tools in conjunction with one another to show significant results. Learn from the practical experiences using these methodologies from a large, well-established Healthcare Organisation in Lean Six Sigma and how to apply their success to your needs.
• Commitment from the top for success
• Integrating Lean Six Sigma into the Healthcare culture
• Cost issues – Finding and sustaining the resources and funding
• The role of senior management
• Reducing risk and improving patient safety through Lean Six Sigma and mistake-proofing
Bernadette O’Brien, RN
Vice President of Operations
CHILDREN'S HOSPITAL OF NEW YORK-PRESBYTERIAN
&
Name (tbc)
Black Belt
NEW YORK-PRESBYTERIAN HOSPITAL

PLEASE CHOOSE ACCORDING TO YOUR SPECIALITY AND INTEREST
A = MANUFACTURING B = SERVICES C = HEALTHCARE

Choose A, B or C

A) MANUFACTURING
CASE STUDY: Faster, Better Results for Quality and Economic Efficiency through Lean Six Sigma
Quality and economic efficiency are major challenges for the Pharmaceutical and Biotechnology industry, and the key to success lies in compliance with regulations. Aventis Pasteur has been driving continuous process improvement in all parts of the company, including transactional bases processes, through Lean Six Sigma to combat these challenges, aligning with compliance issues and seamlessly leveraging cultural change to overcome resistance within this traditional sector. Dr Labatut is the Global Risk and Performance Manager for Industrial Operations & Manufacturing, the key champion for the on-going roll-out worldwide.
• Facilitating and accelerating the compliance process
• Effective management and organization of the workload and side effects surrounding regulatory issues
• Balancing cultural change management through emphasizing action sense to healthcare, training, support and alignment of corporate goals for natural change and to overcome resistance
René Labatut
Executive Director, Manufacturing Technology
AVENTIS PASTEUR

B) SERVICES
CASE STUDY; Using Lean Tools under the Umbrella of Six Sigma in a Transactional Environment
As the leading service provider of Corporate Identity (uniforms) in the U.S., Cintas has developed a supply chain that reaches from the customer on a daily basis back to the raw materials. Manufacturing, Distribution, Production Planning, Marketing, Finance and Service Operations present not only physical process improvement opportunities but significant transactional challenges and opportunities. The Six Sigma organizational structure is using Lean tools from the tool box to drive transactional improvements sustainability has been maintained through an internally developed Cintas Daily Management System.
• Applying lean tools within the DMAIC structure and achieving project goals (review 2 projects)
• Which tools have resulted in the greatest impact on speed of completion and success of projects
• Have we found a need to distinguish between Six Sigma and Lean?
• Success through Senior Management leadership of Six Sigma
• Sustaining the gains in our processes from Six Sigma for long-term success
David Wheeler
Six Sigma Champion and Master Black Belt
CINTAS CORPORATION

C) HEALTHCARE
CASE STUDY: Improving Patient Flow/ Velocity Through a Major Hospital's ED While Maintaining and Improving Patient Safety and Satisfaction
• Patient flow/ velocity
• Value added/non value added from patient's perspective
• Shift transition efficiencies - Improved communication regarding patients, smooth patient hand-off
• Linking behaviors to Press Gainey Scores
• Improving patient safety through the ED
Joe Costello
Executive Director, Lean Deployment
SIGMA BREAKTHROUGH TECHNOLOGIES

PLEASE CHOOSE ACCORDING TO YOUR SPECIALITY AND INTEREST
A = MANUFACTURING B = SERVICES C = HEALTHCARE

Choose A, B or C (Includes Refreshments)

WHAT CAN YOUR ORGANISATION LEARN AND APPLY FROM USER EXPERIENCES?
Each industry/ sector focused break-out session will be lead by a Moderator to brainstorm and identify key issues for discussion among the group; participants will then be divided into roundtables for interactive debate.

A) MANUFACTURING
Successful Lean Six Sigma Deployment across Manufacturing
Drawing conclusions from the conference cross-industry case studies, comparing and contrasting industry experiences from large and small-to-medium companies across Manufacturing.
Suggested issues for discussion include:
• Combining Lean Six Sigma to address the challenges for Design in Manufacturing
• Integrating the principles throughout the organisation and entire value-stream
• Reducing inventories and avoiding production delays through Lean Supply Chains
• Techniques to reduce process, orders, set-up times, inventories to serve your customer base better
• Overcoming regulatory Issues for effective process change – Does compliance outweigh the value?
• Fitting in with the requirements of Good Manufacturing Practice
Participants from the Speaker Panel:
CINTAS CORPORATION
RAYTHEON MISSILE SYSTEMS

B) SERVICES
Applying Lean Six Sigma in Services and Non-Manufacturing Environments
Examining the growing presence of Lean Six Sigma within Services and Non-Manufacturing environments; analyzing the relevance and application of cross-industry experiences compared to the needs of specific Service industries and organizations.
Suggested issues for discussion include:
• What can you learn and apply from other industries experiences?
• Applying the right tools
• How does Lean and Six Sigma apply to Financial Services
Participants from the Speaker Panel:
BANK OF AMERICA
LOCKHEED MARTIN CORPORATION
CONSTELLATION ENERGY

C) HEALTHCARE
Aligning Lean Six Sigma in Healthcare – Does It Actually Work?
Analyzing and discussing the more rigorous approach to cost savings and efficiency through Lean Six Sigma in the Healthcare Industry and Supply Chain, translating and learning from other industry experiences, comparing experiences within Healthcare organizations to improve processes for Clinical, Administration and external customers (Healthcare Suppliers, Patients and the Business).
Participants from the Speaker Panel:
WILLIAM BEAUMONT HOSPITALS
CHILDREN'S HOSPITAL OF NEW YORK-PRESBYTERIAN
NEW YORK-PRESBYTERIAN HOSPITAL