In Raytheon, Six Sigma (R6s) has aligned with Mission Assurance, and resides under Greg Alston�s department of Mission Assurance. Greg will talk about his R6s specialist project on establishing an HRO Model (High Reliability Organization) to help Raytheon approach near zero failures as a company. The HRO Model works well for organizations that cannot tolerate a failure, such as the nuclear regulatory commission in their efforts to prevent the next 3-Mile Island or Chernobyl accident, or the FAA preventing mid-air collisions. Raytheon has branded �NoDoubt�� in their products and services, which means not even one failure is acceptable. Learn how also you can measure yourself on categories that define an HRO.

Greg Alston is Vice President of Mission Assurance within Raytheon Company�s Engineering, Technology and Mission Assurance organization. Alston is a published author on the topics of safety, aviation, leadership and risk management. He is a member of the Advisory Council to the center of Aerospace Safety and Security Education (CASE), a life member of the Space and Flight Equipment Association (SAFE), and a member of the International Society of Air Safety Investigation (ISASI).

Greg Alston VP, Mission Assurance Raytheon Company

Back to Basics - A framework for executing a lean transformation

More than 90% of Fortune 500 companies are attempting to utilize Lean methodologies to reduce costs, decrease inventory, and better serve their customers; yet, many organizations fail in their transformation efforts. Many claim to understand the highly publicized �Lean tools� and have shown quick results; these benefits are only the �tip of the iceberg�. In order to achieve significant, lasting results one must create a stable foundation built on principles of value creation, relationships, and people development. These concepts can be applied to any product or process, whether working with mass-produced widgets or custom-made products.

This workshop, based on over a decade of experience directly within Toyota and the Toyota Production System, will teach you the underlying principles and beliefs of a Lean organization, a framework for how to develop a strategy and drive change throughout your organization, and how to avoid the all-too-familiar failure modes commonly observed in transformations.

Participants will learn the following:

� Lean basics. A brief history of Lean, along with principles and tools used by many organizations
� Go beyond the tools. Learn what really makes Lean thinking companies, such as Toyota, successful
� Understand the framework for Lean transformation. Phases through which your organization should proceed, in order to ensure a solid foundation for continuous improvement
� A model for change management. How to facilitate the changes necessary to follow the framework
� Avoid the pitfalls. Lessons learned and guidance on how best to avoid common failures during transformation efforts

WORKSHOP LEADER: Brent Tadsen, Co-founder and Managing Director, Adaptive Business Solutions

In addition to his service in the U.S. Army as a Combat Engineer, Brent Tadsen has personally lead successful transformations in GE�s Appliance, Healthcare, and Rail Services businesses as both a process improvement leader and functional owner. Brent is a former GE Lean Six Sigma Master Black Belt, who has trained hundreds of people in both Lean and Six Sigma methodologies. He and his partners have �been there and done that� at companies like Toyota, GE, Rockwell, and have helped numerous clients in a variety of industries and functions.

Tools and Techniques to incorporate Lean and Six Sigma into your business improvement initiatives -
Make the process easier and the results sustainable

Lean Sigma is a powerful process for identifying and implementing change. But often it is the people affected by your improvement initiatives who will determine whether the change can deliver results that are sustainable. Whether we like it or not, these �Targets� of change within the organization will inevitably make their own decisions about whether to accept or reject the change. Anticipating who will likely resist the change, identifying their resistance issues and addressing them early is often the key to minimizing the risk associated with resistance and accelerating the acceptance and adoption of the change. This is the LaMarsh & Associates definition of effective change management. We call our approach and methodology Managed Change�.

Managed Change� increases the probability of achieving and sustaining the desired objectives of the Lean or Six Sigma project. Managed Change� is a powerful, data-based approach that accelerates change and positions the change so that it can be effectively sustained once the project team is disbanded. Help your Lean and Six Sigma community enable your business improvements by dealing with the natural resistance that will be generated.

Objectives of this workshop - to enable participants to:
� Develop a working knowledge of the Managed Change� process and how it supports Lean and Six Sigma efforts to improve your business
� Identify the potential resistance that will impact the success of these efforts
� Understand the role that Communication, Learning and Reward action plans play in reducing that resistance and how to build them

WORKSHOP LEADER: Karl Oestreich, Manager of Consulting Services, LaMarsh & Associates, Inc.

Karl Oestreich has been working with clients in both Lean and Six Sigma at LaMarsh & Associates, Inc. clients for almost ten year. Karl has integrated Managed Change�, the LaMarsh & Associates change management model, into the DMAIC process at many clients over those years, creating a seamless way for Black Belts to apply the tactics of change management as an integral part of their Six Sigma approach. Karl has contributed to the Lean and Six Sigma efforts in companies such as Motorola, Abbott Laboratories and Caterpillar Inc.

Integration of management by fact and workout methodologies

As most practitioners are aware, Lean Manufacturing and Six Sigma are synergistic tools/methodologies. Practically speaking, however, the Lean Six Sigma approach often comes with a negative connotation. It is viewed as a slow, cumbersome process with tools that are difficult to comprehend and/or explain. Workout and Management by Fact (MBF) methodologies are often used in lieu of the traditional DMAIC approach to accelerate process improvements or as a filter to identify if it is necessary to launch a full-scale Lean Six Sigma initiative.

MBF and Workout used separately can offer a simplistic approach to solving business problems and/or closing performance or scorecard gaps. When used together, the results tend to be a well defined problem statement, a balanced identification of success metrics, a blend of qualitative and quantitative driver and root cause analysis, an alignment of initiatives and countermeasures (with project accountability), and a one page executive communication tool that outlines the process.

Topics covered in this session will include:
� Fundamentals of the MBF and Workout Methodologies
� Integration into company strategy and introduction of concepts within the organization
� Where and when to leverage the tools? How does Lean Six Sigma fit in?
� The marriage of the two methodologies
� Best practices & lessons learned

WORKSHOP LEADER: Jeff Silverio, Operations Performance Group Manager, BMW Group

Jeff Silverio is responsible for leading the Lean Six Sigma Deployment in the BMW Group�s America�s Region and managing the business process consulting team. He is an active member of BMW Group Financial Services Global Process Excellence Program, which is currently evaluating the Global Expansion of the America�s program. After completing his Industrial Engineering degree from Ohio University, Jeff went on to complete his MBA. He is a certified Master Black Belt from Bank of America blending 12 years of proven continuous process improvement experience in both the Services and Manufacturing sectors. Prior to joining BMW FS, Jeff held the positions of Director of Continuous Improvement at Victoria�s Secret Production, SVP-Quality and Productivity Executive at Bank of America, Senior Internal Business Consultant at Huntington National Bank, and also graduated from General Electric�s Operations Management Leadership Program.

Lean Six Sigma Tarpits - What to do when Six Sigma stumbles

While the methods and tools of Lean Six Sigma (LSS) are relatively easy to learn, implementing LSS in a corporate culture can be a real challenge.

People get trained and certified, but can't solve basic problems. Certified belts leave for better higher paying jobs elsewhere. Teams start that never finish or they try to solve other people problems. Companies measure the success of Lean Six Sigma by the number of belts trained and team started instead of bottom-line results. CEOs come and go, cancelling and renewing support for Lean Six Sigma.
Quality departments are downsized and revived.
Quality departments become the control charting department and never get to improve anything.

In this interactive workshop, participants will identify what's working and what isn't; identify countermeasures and share strategies for success.
They will also learn about the power of diffusion to maximize the results from Lean Six Sigma while minimizing costs.

WORKSHOP LEADER: Jay Arthur, President, KnowWare International

Jay was trained in the Deming Award Winning Florida Power and Light improvement process in 1990. He has worked as both a quality and process manager within a Fortune 50 company and on his own as a Six Sigma resultant. Jay applies the 4/50 rule to the discipline of Lean Six Sigma and excels at finding the 4 of the knowledge and tools that are needed to deliver 50 of the results.
He is the author of Lean Six Sigma Demystified, McGraw Hill, and six other books on Lean and Six Sigma.

Kaizen � The Cure. . . or is it Poison?
Take away tips and tools to maximize the Kaizen process every time

Kaizen is a powerful � and often misunderstood approach to improve organizational performance quickly. Done right it is one of the best things to do; done wrong it can put you out of business. In this interactive session you will learn how both of these facts are true � and how to maximize the value of Kaizen and when to choose Kaizen as the right tool in any type of organization. Practical suggestions with real-life case study examples and powerful exercises highlight this pragmatic learning workshop.
Bonus: You�ll leave with a report detailing how to set up a Kaizen Right the first time, and the four magic questions to energize your time for peak performance.


WORKSHOP LEADER: Ron Crabtree, President, MetaOps

Ron Crabtree, CPIM, CIRM, CSCP, MLSSBB is President of MetaOps, Inc and is an internationally recognized expert in leading-edge business process improvement methodologies. Ron is an expert in communications and has spent more than ten thousand hours providing training and facilitation for large and small groups in hundreds of organizations in many countries on a wide range of topics.

Lean Sigma Deployment Strategies: How to ensure you launch Lean Sigma for sustainability and maximum impact

In this interactive workshop, participants will discuss several approaches to deploying a successful Lean Sigma process that involves several key elements: long term sustainability, maximum immediate benefit impact, measurable and validated results, and optimum organizational infrastructure. This session will share case studies of different, but successful, deployments of leading companies, and link their approaches to their successes, as well as their learning.

The discussion will include how to incorporate the best practices of quality and project management into your Lean Sigma deployment, and will show you how developing a comprehensive, robust strategy can accelerate your organization into a world class role model.

WORKSHOP LEADER: Julie Brignac, President, QuantumSix Solutions

Julie Brignac is President of QuantumSix Solutions, Inc. � a global consulting firm focusing on LeanSigma deployments and training for small and mid-size companies. Julie has held executive positions with DuPont, Honeywell, Newell Rubbermaid and Brambles Limited, and has launched several global LeanSigma deployments that have resulted in project benefits totaling in excess of $300M.

Why go beyond Lean Six Sigma and the balanced scorecard? Introducing the Integrated Enterprise Excellence (IEE) System

Competitive pressures are forcing executives to react faster to changing business conditions and customer requirements. Line managers and decision-makers need to have an efficient and effective system for day-to-day business operation with access to performance metrics that lead to the most appropriate activities. This workshop by renowned Lean Six Sigma and Process Improvement expert, ASQ Crosby Medalist, and bestselling author Forrest Breyfogle introduces the Integrated Enterprise Excellence system. IEE is a system designed to overcome the unprecedented challenges of the 21st century. It combines the best practices of earlier tools and methods like Lean Six Sigma with innovative analytical techniques to drive financial and operational success at the enterprise level and achieve the three Rs of business (everyone doing the Right things and doing them Right at the Right time).

WORKSHOP LEADER: Forrest W. Breyfogle III, CEO and President, Smarter Solutions

Forrest Breyfogle is a Professional Engineer and ASQ Fellow who founded Smarter Solutions in 1992. He has written several books including: Implementing Six Sigma (won Crosby Medal), Managing Six Sigma, The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement, The Integrated Enterprise Excellence System: Going Beyond Lean Six Sigma and the Balanced Scorecard (Three Volumes), Wisdom on the Green: Smarter Six Sigma Business Solutions, Lean Six Sigma in Sickness and in Health.

Compression - When corporate social responsibility becomes a practical necessity

The current economic downturn is but one more signal that about 500 years of economic expansion is ending. Earth lacks the resources and robust ecology to continue expansion in the classic sense, but our systems including business values are based on it. The 21st century challenges are in five big categories: 1. Resource shortages, 2. Ecological fragility, 3. Overconsumption, 4. �Blowback� from those left out of expansion, and 5. Development of vigorous learning work organizations. Coming from the assumptions of expansion, these are difficult to clearly see, but we must do so before we can determine very different courses of action in work organizations.

Lean and Six Sigma are only stepping stones into this new world. Even our old measures of success turn upside down, for we have to do much more using much less, learning to work much smarter. We have to create an industrial standard of living while using well under half the energy and virgin raw material of today and emitting almost zero toxic releases. Sounds impossible, but pathways to do this can be developed. Some possible solutions will be discussed during this session. You will learn how to combine the best practices actually seen in other companies today and how to keep improve them using a different set of �rules for the game.�


WORKSHOP LEADER: Robert W. �Doc� Hall Professor Emeritus, Indiana University

Dr. Hall is Professor Emeritus of Operations Management, Kelley School of Business, Indiana University. He is a founding member of the Association for Manufacturing Excellence, and is now editor-in-chief of the association�s publication, Target. In 2002 he was honored as the first recipient of the association�s lifetime achievement award. In 2006 he was awarded the Gold Medal for lifetime achievement from the Society of Manufacturing Engineers.

Dr. Hall was one of the first examiners for the Malcolm Baldrige National Quality Award. Currently, he is a judge for the Pace Award (for innovation among auto industry suppliers), and reviews applications for the Industry Week America�s 10 Best Plants competition.

Dr. Hall is the author or co-author of six books on Six Sigma.

Packaging Lean and Six Sigma together for powerful results

Lean Six Sigma has become the dominate new improvement approach regardless of the company size or type of manufacturing. If practiced appropriately this combination can produce significant cost reductions, increase capacity, improve profit margins and grow sales and market share.

In a little over a year the Lean Six Sigma approach at Anderson Packaging saved costs and increased capacity of almost $2.5 MM and increased to $7.5 MM in year three and increased product profit margins by as much as 11%.

How can Lean and Six Sigma be effectively integrated for maximum results? How can a midsized manufacturing company develop a Lean Six Sigma strategy and deploy it to realize these measurable benefits within a year? What is the magnitude of the benefits that can be achieved?

In addition, this workshop will look at the leadership practices and the employee training and responsibilities that are assigned during the process to assure success. Everyone has a role to play in searching for improvement and waste reduction opportunities and to eliminate the root causes.

Specific leadership activities and projects will be shared to prove the effectiveness and success. Creating a multi-year strategy and annual tactical plan allows for smooth and effective leadership and patience to execute and nurture the process.



WORKSHOP LEADER: Charles Aubrey, Vice President Performance Excellence, Anderson Packaging an AmerisourceBergen Company

Charles Aubrey is currently Vice President Performance Excellence and is a Master Black Belt at Anderson Pharmaceutical Packaging a subsidiary of Fortune 500 AmerisourceBergen Corporation. He was formerly President and is now Chairman of the Asia Pacific Quality Organization and their Representative to the World Alliance for Quality. In addition, Charles is an Academician in the International Academy for Quality.
Chuck is the 2006 recipient of Harrington/Ishikawa Medal for his extensive contributions of quality education and implementation in Asia. In addition, he received the Shanghai Magnolia Quality Contribution Award in 2007 for significantly assisting the development of quality in China. He is an Honorary Member of the Argentine Quality Association and the Philippine Society for Quality.

He has written two books, Quality Management in Services and Teamwork-Involving Employees in Quality and Productivity. He has also written chapters in six other books, most notably in Dr. Juran�s Quality Management Handbook. His books have been published in Spanish, Italian and Arabic. He has published over 100 articles and papers that have been translated into a variety of languages.

Kanban Pull Systems

Although single piece flow is the most efficient method to deliver a product or service to a customer, it is usually not possible to design a system in which product flows through the entire supply chain. Pull systems are required to connect areas of flow, and respond to changes in customer demand without the need to release a schedule to every process. Through classroom work you will learn that issues such as changeover, machine breakdown, and quality problems can be accommodated with controlled amounts of inventory. You will find out how to calculate the minimum level of inventory required and several methods for triggering the replenishment of this inventory. Pull systems are not just required to link processes within a single facility � they should be used to control re-order points from suppliers as well, with the inventory calculations accounting for supplier delivery times, late deliveries, defects, and any other supplier issues.
Workshop objectives are as follow:
� Introduce the concept of Pull
� Learn how to calculate inventory requirements
� Learn several kanban systems, and when to apply each
� Demonstrate how upstream production can respond to actual customer demand without a schedule

WORKSHOP LEADER: Todd MacAdam, President, Lean Solutions Limited

As a Lean educator, Todd has helped companies implement Lean in a wide variety of industries including electronics assembly; automotive; machine shops; food processing; aircraft assembly and MRO; and many others. Some of the companies that Todd has worked with include Singapore Airlines, Michelin, Gorton�s Seafood, Bombardier, Pharmacia, and Sentry Safe. Todd is the president of Lean Solutions Limited, a company that offers on-site Lean training and implementation support. Todd has presented a variety of Lean topics at conferences for AME, ASQ, PMI and Saint Mary�s University.

Deploying Lean Six Sigma for < 500 personnel organizations to large deployments

Although the major steps in integrating business re-engineering, Lean, Six Sigma and DFSS in smaller organizations are the same as large deployments, adapting these steps into the smaller business culture is critical to success. In this session you will learn:
� All what you need to know about the foundation of success requirements such as: establishment of regular operational excellence training routines; clear, definable incremental goals; major process restructuring initiatives; strategic governing projects.
� How to create ROI for your Lean Six Sigma deployment
� How to put the intelligence into Lean Six Sigma deployment valuations
� How to create financial deployment success and discover financial value in Lean Six Sigma deployments

Other major topics covered include: business and customer/supplier balance scorecard, gap analysis to identify project, establishment of core processes and/or tollgates, KPI gap analysis, demand planning linked to profitability, IT support infrastructure, constant reassessment of project priorities based on VOC and VOB, right project using the Right Tool(s) at the Right Time, All initiatives driven by ROI (Internally and Externally), Project Management Infrastructure, Keep it Simple Sir.

WORKSHOP LEADER: Jim de Vries, Director TMC Operational Excellence, CH Robinson

Jim de Vries is a certified MBB (1998). He has spent 15 years at GE and 5 years of independent consulting through Six Sigma Academy. Jim has been CH Robinson Worldwide for the past three years.
His experience and expertise includes: Deployed change management and Six Sigma principles within multiple manufacturing to service based Fortune 500 companies; documented savings of $100+M internally and $100+M for customer.

Flexible IT essential to scale and sustain Lean & Six Sigma processes

Manufacturers have been implementing the principles of Lean manufacturing for years to increase efficiency, lower cost and eliminate waste. The fundamental of Lean processes require extensive collaboration and dependence on real time information from inside the four walls operations and from partners across the supply chain.

The ability to deliver on Lean & Six Sigma processes depends on IT systems that are seamlessly linked so that all information and data can be accessed on demand by the people throughout the supply chain who need it, when they need it. As manufacturers work to adopt the principles of Lean & Six Sigma processes - the IT infrastructure will need to support these initiatives. While still an emerging technology, Service Oriented Architecture (SOA) offers a promise of integration, flexibility and scalability - a powerful combination that can drive efficiencies for better on-time delivery at minimum cost. The SOA platform enables manufacturers to seamlessly integrate asset management, production optimization etc. and other components with their ERP or backend system -effectively merging critical best-of-breed components within a widely accepted enterprise-wide IT infrastructure capable of driving Lean manufacturing processes throughout the extended supply chain.

In this session you will learn about:

� The latest tools available to Lean and Six Sigma work teams to gather KPIs and metrics to support continuous improvement initiatives
� How to accelerate, scale and sustain Lean and Six Sigma programs across your business
� Case studies of "leaders in lean" leveraging current IT technology to drive faster adoption of lean and six-sigma processes

WORKSHOP LEADER: Allan L. Wilson, Vice President Lean Manufacturing Operations, SAP

As Vice President Lean Manufacturing Operations, Allan Wilson is responsible for the leadership of the SAP Lean Planning and Operations Group (LPO) which forms part of the SAP Business Suite. Prior to joining SAP, he was CEO of Factory Logic Inc, which was acquired by SAP in December of 2006.

Using Lean Service to achieve long-term profitability by changing the thinking, feelings and perceptions of Customers, Employees and Managers

For many years, Lean experts have been claiming that Lean is a different way of thinking about the way organizations are managed, but there has been a distinct lack of scientific evidence until now. A research has been conducted for over eight years which found that Lean Service, when implemented correctly, positively changes the behaviours and perceptions of customers and employees alike, leading directly to differentiation and long termprofitability. However, the research also exposes a number of myths inherent within much of the Lean community, and it also highlights what Lean Changes work and those that don't.

Stephen Parry will outline the management changes necessary to create the conditions for the creation of a Lean Service Enterprise. He in addition will use a recent case study from the telecommunications industry to demonstrate how companies are actively re-engineering their approach to the design of work in an effort to create a new climate for service which will have far- reaching consequences for companies and customers alike.

Four points of learning in this Workshop include:
1 The reasons current change models are ineffective
2 Compare your current approach to change with Lean Service change approaches
3 The ways in which Lean creates a superior service climate
4 How Lean Service creates differentiation and long-term profitability

WORKSHOP LEADER: Stephen Parry, President, See Business Differently

Stephen is an internationally recognised authority and strategist in the creation of Lean Enterprises. He has applied 'Lean and Systems' principles to the design and operation of corporations in Europe , Asia-Pacific and the USA . He has over 20 years experience in operational transformation and has directed large-scale international service centres in a number of sectors, including manufacturing, IT services, retail, and direct marketing. His Sense and Respond management approach resulted in being awarded the 'Best Customer Service Strategy' in the National Business Awards. UK. Stephen regularly lectures at leading business schools, including Cambridge-MIT Institute, Aston Business School and Cranfield School of Management. He has won several European Industry Awards for Innovation and Creativity for his work establishing new management practices in the service sector. In March 2005, his work at Fujitsu Services was featured in the Harvard Business Review, Lean Consumption by Womack and Jones. Author of Sense and Respond the Journey to Customer Purpose (MacMillan 2005) Principal founder of See Business Differently, visiting fellow to the Lean Enterprise Academy, U.K the Lean Enterprise Institute USA and member of the Customer Contact Association Research Council Europe

The 5th Annual Lean, Six Sigma & Business Improvement Summit will bring together senior-level quality & process improvement professionals from a broad range of organizations.

One of the key benefits of attending this conference is the networking opportunities you will find.

WCBF structure their events to make them as interactive as possible to maximize knowledge sharing. As well as networking opportunities over breakfast, breaks, sit down plated lunches, a gala reception and various dinners, there are roundtable sessions, panel sessions, Q&As and various benchmarking forums. WCBF understands networking is a key value driver, and we make sure our events are at cutting-edge of the latest networking thinking, including recently introduced initiatives such as the "Wall of Opportunity" and "Speed Networking"

Sponsorship provides a unique opportunity to demonstrate your presence amongst a pre-eminent network of senior management executives. A range of sponsorship and advertising options are available, if you are a consultant or vendor and wish to take further advantage of these opportunities, you should contact Flora Hamilton of WCBF about taking an exhibition booth or sponsoring one of the lunches, breaks or evening receptions.

Email: flora.hamilton@wcbf.com

WCBF invites all Senior Executives and Professionals striving for business improvement and competitive advantage including:

� Presidents and CEOs

� Chief Operating Officers

� Chief Information Officers

� Chief Quality Officers

� SVPs and VPs of Quality

� SVPs and VPs of Six Sigma and Lean Six Sigma

� VPs of Operations

� Heads of Process Excellence

� Heads of Continuous Improvement

� Deployment Leaders and Six Sigma/ Lean Six Sigma Champions

� Master Black Belts

� Heads of Process Engineering

� Heads of Organizational Development

� Heads of Innovation

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Toll-free: 1-800-228-9290

Overlooking expansive lawns and soothing waterways, the Oak Brook Hills Marriott Resort offers an impressive stay whether for a golf getaway or a conference retreat. With a recent $15 million renovation, the suburban Chicago resort includes a stunning new look in all public areas, guestrooms, suites and meeting spaces. Convenient to downtown Chicago and O'Hare Int'l Airport, this Marriott hotel in Oak Brook Illinois features state-of-the-art business facilities and exceptional amenities including 42,000 square feet of flexible event space, custom catering, high-speed Internet access, audiovisual services and a business center. Delicious fine dining at the Oak Brook Hills hotel restaurant Windows pairs well with casual cuisine from The Grille. The Chicago golf resort offers its own challenging 18 holes at the Willow Crest Golf Course along with tennis, scenic trails, two pools and a fitness room. At day's end, unwind in the whirlpool or sauna before retreating to the lavish comfort of your room. For more information go to www.marriott.com:80/hotels/travel/chimc-oak-brook-hills-marriott-resort

The Conference experience is unique, but we can still provide you with the documentation of the event you missed on CD, for $699 (inc.p&p).

To order call (1) 800-959-6549 0r (1) 312-466-5774 - or email reg@wcbf.com.