sept. 29 - oct. 1, 2014 embassy suites - lake buena … · the only lean and six sigma conference...

WWW.IIENET.ORG/LEANSIXSIGMA

The Only Lean and Six Sigma Conference Created By Engineers for Engineers

Here’s your access to the latest innovations and techniques to improve quality and efficiency in your organization. Learn and network with

your colleagues and explore the challenges and opportunities of lean and Six Sigma!

ON-SITE BROCHURE

www.iienet.org/leansixsigma

Sept. 29 - Oct. 1, 2014

Embassy Suites - Lake Buena Vista South • Orlando

Sponsored by

IIE ENGINEERING LEAN AND SIX SIGMA CONFERENCE 2014 2

WELCOMEWelcome to Orlando, Fla., and the 2014 IIE Engineering Lean & Six Sigma Conference (ELSS), being held for the first time in collaboration with the Lean Educator Conference. This collaboration enhances ELSS 2014 by building on the Lean Educator Conference’s strong history of sharing best practices in lean curriculum, exercises, and training and assessment methods. With more than 50 sessions, there will be myriad ways to discover how to achieve continuous improvement in your organization – raising productivity in your operations and quality in your products and services.

HIGHLIGHTS:

Sessions, Tracks & KeynotersTo take best advantage of the increased opportunities for networking and peer-learning presented by the collaboration between ELSS and the Lean Educator Conference, tracks cover a wide range of lean Six Sigma (LSS) topics in industry, academia and joint industry/academia sessions, on everything from sustaining lean Six Sigma efforts in industry to educational innovation and research. And we’re featuring three keynote presentations from Jane M. Algee of Lockheed Martin’s Missiles and Fire Control Division, Lynne Herer Smith of the Bill and Melinda Gates Foundation, and Timothy J. Greene, Ph.D., of Western Michigan University.

Poster Session Sponsored by LS2 Performance SolutionsThe 2014 ELSS Poster Session will highlight best practices and tangible results achieved by applying lean Six Sigma across multiple industries. Posters are an opportunity to display research and industry-based LSS project storyboards, and the dedicated poster session meet-and-greet is an opportunity for presenters to explain their methodology and results. A panel of lean Six Sigma master black belts and researchers will judge the posters and award cash prizes of up to $300.

Best Paper CompetitionThree finalists will present their papers demonstrating excellence in improving quality and productivity in industrial and systems engineering. All finalists’ papers will be included in the conference proceedings CD.

… And MoreFacility tours at Walt Disney World® Resort, Lockheed Martin and the University of Central Florida Idea Lab are an opportunity to see the inner workings of diverse and successful lean and Six Sigma operations, and two pre-conference workshops offer hands-on training in Toyota kata and effectively adapting lean teaching to new applications. And don’t forget to stop by and see our exhibitors, who have some of the top products and services to facilitate lean and Six Sigma implementations.

Thanks for coming!

2014 CONFERENCE COMMITTEECO-CHAIR - ACADEMIAFazaleena Badurdeen, Ph.D., University of Kentucky, Lexington

CO-CHAIR – INDUSTRYPaul Odomirok, Performance Excellence Associates

CO-CHAIR – LEAN EDUCATOR CONFERENCEHugh McManus, Ph.D., Metis Design Corp.

EMERITUSMD Sarder, Ph.D., University of Southern MississippiJunell Scheeres, LS2 Performance SolutionsPeter T. Ward, Ph.D., The Ohio State University, Fisher College of Business

COMMITTEE MEMBERSAcademiaHaleh Byrne, North Carolina State University – IES Ahmad K. Elshennawy, Ph.D., University of Central FloridaEnrique Marias de Anda, University of TennesseeMerwan Mehta, Ph.D., East Carolina UniversityErtunga Ozelkan, Ph.D., University of North Carolina

IndustryDiana Berry, UPSDonald L. (Don) Smith, ASQ Lean Enterprise Division Education CommitteeJames Swisher, Mary Washington Healthcare

Lean Educator ConferenceGopesh Anand, Ph.D., University of Illinois at Urbana-ChampaignBohdan W. (Bo) Oppenheim, Ph.D., Loyola Marymount University

MONDAY, SEPTEMBER 297 a.m. – 6 p.m. Registration Desk Open

8 a.m. – 5 p.m. Pre-conference Workshops (additional fee required)

1 p.m. – 5 p.m. Exhibitors and Poster Presenters Setup

1:30 p.m. – 4 p.m. Facility Tour: Walt Disney World – Textile Services (additional fee required)

1:30 p.m. – 4:30 p.m. Facility Tour: Lockheed Martin – Missiles and Fire Control (additional fee required)

5 p.m. – 6 p.m. Networking Reception

TUESDAY, SEPTEMBER 307 a.m. – 4:30 p.m. Registration Desk Open

7 a.m. – 8 a.m. Coffee Service

8 a.m. – 9 a.m. Opening SessionKeynote Presentation: Jane M. Algee, program manager, fixed wing programs at Lockheed Martin – Missiles and Fire Control Division

9 a.m. – 9:15 a.m. Beverage Break with Exhibitors

9:15 a.m. – 10 a.m. Concurrent Sessions

10:05 a.m. – 10:50 a.m. Concurrent Sessions

10:50 a.m. – 11:05 a.m. Beverage Break with Exhibitors & Poster Sesson


Noon – 1:15 p.m. Lunch Keynote Presentation: Lynne Herer Smith, deputy director, investment workflow at the Bill and Melinda Gates Foundation

1:15 p.m. – 1:45 p.m. Dedicated Exhibit and Poster Session

1:45 p.m. – 2:30 p.m. Concurrent Sessions


3:20 p.m. – 3:35 p.m. Beverage Break with Exhibitors & Poster Sesson


4:30 p.m. – 5:30 p.m. Town Hall Meeting – Lean Division

WEDNESDAY, OCTOBER 17 a.m. – 3:30 p.m. Registration Desk Open

7 a.m. – 8:30 a.m. Coffee Service

8:15 a.m. – 9 a.m. Concurrent Sessions


9:50 a.m. – 10:05 a.m. Beverage Break with Exhibitors & Poster Sesson



11:45 a.m. – 1:15 p.m. LunchKeynote Presentation: Timothy J. Greene, Ph.D., provost and vice president of academic affairs at Western Michigan University

1:15 p.m. – 1:45 p.m. Dedicated Exhibitor Time


2:30 p.m. – 2:45 p.m. Beverage Break with Exhibitors


THURSDAY, OCTOBER 28 a.m. – 11 a.m. Facility Tour: University of Central

Florida Idea Lab (additional fee required)

SCHEDULE AT-A-GLANCE

EXHIBIT FOYER HOURS

MONDAY, SEPTEMBER 291 p.m. – 5 p.m. Exhibitor and Poster Session Setup

5 p.m. – 6 p.m. Networking Welcome Reception

TUESDAY, SEPTEMBER 307 a.m. – 8 a.m. A.M. Coffee Service

7 a.m. – 6 p.m. Exhibit and Poster Session Area Open

9 a.m. – 9:15 a.m. Beverage Break in Exhibit Area

10:50 a.m. – 11:05 a.m. Beverage Break in Exhibit Area

Noon – 1:15 p.m. Lunch and Keynote Speaker

1:15 p.m. – 1:45 p.m. Dedicated Exhibit and Poster Session

3:20 p.m. – 3:35 p.m. Beverage Break in Exhibit Area

WEDNESDAY, OCTOBER 17 a.m. – 8 a.m. A.M. Coffee Service

7 a.m. – 1:45 p.m. Exhibit and Poster Session Area Open

9:50 a.m. – 10:05 a.m. Beverage Break in Exhibit Area

11:45 a.m. – 1:15 p.m. Lunch and Keynote Speaker

1:15 p.m. – 1:45 p.m. Dedicated Exhibitor Time


KEYNOTE SPEAKERS

Jane M. AlgeeProgram Manager, Fixed Wing ProgramsLockheed Martin – Missiles and Fire Control DivisionTuesday, Sept. 30 | 8 a.m. – 9 a.m. | Magnolia Ballroom

Jane M. Algee is a program manager in Lockheed Martin’s Missiles and Fire Control (MFC) business area. As current support for the F-35 Lightning II program, one of the largest and most scrutinized defense programs in U.S. history, Algee maintains a formal and highly successful LSS program. She will share highlights of Lockheed Martin’s LSS organization and process and her personal remedies for keeping an organization’s LSS program vital. She is a certified LM21 black belt and holds a B.S. and an M.S. in industrial engineering from the University of Central Florida. She earned an MBA from Rollins College.

Lynne Herer Smith Deputy Director, Investment WorkflowFinance and Strategy TeamBill and Melinda Gates FoundationTuesday, Sept. 30 | Noon – 1:15 p.m. | Magnolia Ballroom

Lynne Herer Smith leads the team that is responsible for the design, implementation and continuous improvement of the Bill and Melinda Gates Foundation’s core business process – making and managing investments. The team uses lean Six Sigma to deliver value-added services to internal customers by maintaining a relentless customer focus, using data to drive decision-making and breaking down silos through effective cross-functional work. Her presentation will discuss the adaptability and scalability of the lean Six Sigma approach to many different types of industries and organizations. Smith earned a B.S. in finance from the University of Florida and an MBA from the University of Chicago Graduate School of Business (now the Booth School of Business).

Timothy J. Greene, Ph.D.Provost and Vice President of Academic AffairsWestern Michigan UniveristyWednesday, Oct. 1 | 11:45 a.m. – 1:15 p.m. | Magnolia Ballroom

Timothy J. Greene, Ph.D., has served as provost and vice president of academic affairs at Western Michigan University since August 2008. As provost, he plays a critical role in advancing the mission of the university through continued implementation of a strategic plan that builds on the university’s foundational strengths of being learner-centered, discovery-driven and globally engaged. His previous experiences include dean of the College of Engineering and assistant vice president for research and academic affairs at the University of Alabama, as well as associate dean for research in Oklahoma State University’s College of Engineering, Architecture and Technology. He earned a B.S. degree in astronautical and aeronautical engineering from Purdue University, and an M.S. and Ph.D., also from Purdue University, in industrial engineering.

PRE-CONFERENCE WORKSHOPSBoth pre-conference workshops take place Monday, Sept. 29 from 8 a.m. to 5 p.m. They require advance registration and an additional fee.

Teaching and Training Lean Beyond the Factory Floor – Approaches and ToolsHugh McManus, senior special projects engineer, Metis Design, and associate director, EdNet

This workshop provides an overview of how lean applies to applications such as engineering, healthcare, customer services and business processes. It will explain the key differences between many newer applications of lean and the traditional application to manufacturing processes. This workshop includes a hands-on introduction to a number of teaching and training tools, including 5S exercises for general and medical services, variability exercises and engineering process simulation and product development demonstration.

Toyota Kata: Improving and Coaching Your Way to SuccessBrandon Brown, associate, W3 Group LLC, and Hank Czarnecki, lean group leader, Auburn University Technical Assistance Center

Ideal for all who are searching for a better way to lead, manage and develop people, this workshop adapts the “Buzz Electronics” manufacturing simulation. It has been adopted by several large companies as the standard way to roll out Toyota kata within their organizations. This workshop includes:

• Presentation of the Toyota kata methodology using Mike Rother’s Toyota Kata Handbook materials• Participation in the “Buzz Electronics Improvement Kata” simulation• Coaching kata session that makes clear how the learner, first coach and second coach interact effectively• Explanation and examples linking vision, achievable challenges and short-term target conditions

Walt Disney World® Resort – Textile ServicesMonday, Sept. 29 | 1:30 p.m. – 4 p.m.Departure at 1:30 p.m. from Embassy Suites – Lake Buena Vista South (Motor coach transportation provided)At nearly 40 square-miles, the Walt Disney World® Resort is the most visited touristic destination in the world. It includes four theme parks, two water parks, 35 on-site themed resort hotels and a retail, dining and entertainment district. To support our day-to-day park and resort operations, our back-of-house facilities play an integral role behind the scenes to make sure our guests have a memorable and seamless experience.

This is one of the three facilities that serves more than 28,000 rooms across the property and processes more than 100 million pounds of laundry a year. The tour will provide a general overview of the area and walk attendees through various examples of how Disney industrial engineers help drive efficiency through value-add process improvements across the Walt Disney World® Resort.

Lockheed Martin Missiles and Fire ControlMonday, Sept. 29 |1:30 p.m. – 4:30 p.m.Departure at 1:30 p.m. from Embassy Suites – Lake Buena Vista South (Motor coach transportation provided)Attendees will get a brief overview of Missiles & Fire Control and a tour of the flexible factory that incorporates various lean principles.

University of Central Florida Idea Lab – Innovation Lab and Senior Design Collaborative LabThursday, Oct. 2 | 8 a.m. – 11 a.m.Departure at 8 a.m. from Embassy Suites – Lake Buena Vista South(Motor coach transportation provided)The Idea Lab is a collaboration space where students can come and sketch ideas on the wall for any type of product, process or project and get faculty engaged to help foster student ideas in senior design or product/process development. The Innovation Lab is a rapid prototyping facility that will be used to develop ideas into reality. These two labs are cornerstones to UCF’s Engineering Leadership program, which spans our curriculum to develop engineers who understand how to use technology and collaborative spaces to develop their ideas for senior design projects as they prepare for professional practice. There will be a 45-minute presentation/demo/tour to demonstrate the concepts and the two facilities, enabling educators to foster ideas for developing better curriculum related to lean Six Sigma (LSS) education. The other part of the tour will be in our Senior Design Collaborative Lab space. Senior design teams have 24/7 access to adjustable spaces that include two 64-inch monitors that allow two teams to develop and practice client presentations simultaneously. All senior design teams are required to follow the DMAIC process, which they learn in our Quality Engineering course. We will discuss two to three selected projects as well as the structure of the Quality Engineering course where students use the LSS principles to drive these and other curriculum projects.

FACILITY TOURSFacility tours require advance registration and an additional fee. Restrictions and requirements are listed on the conference website at www.iienet.org/leansixsigma.


MONDAY, SEPT. 297 a.m. – 6 p.m. Registration - West Registration

7 – 8 a.m. Coffee Service – Cypress Foyer

8 a.m. – 5 p.m. Workshop: Teaching and Training Lean Beyond the Factory Floor – Approaches and Tools – Cypress 1

8 a.m. – 5 p.m. Workshop: Toyota Kata: "Improving and Coaching Your Way to Success" – Cypress 2

10 – 10:15 a.m. Break – Cypress Foyer

Noon – 1 p.m. Lunch – On Your Own

1 – 5 p.m. Exhibits Setup - Pre-function Space B

1 – 5 p.m. Poster Sessions Setup - Pre-function Space A

1:30 - 4 p.m. Facility Tour - Walt Disney World – Textile Services – Departure Conference Center Entrance

1:30 – 4:30 p.m. Facility Tour - Lockheed Martin - Missiles and Fire Control – Departure Conference Center Entrance

3 – 3:15 p.m. Break – Cypress Foyer

5 – 6 p.m. Networking Reception – Cypress Patio

6:30 – 7:30 p.m. ELSS Conference Committee Meeting – Atlantis Boardroom

SESSIONS MATRIX

Legends for levels B = Basic; I = Intermediate; A = Advanced; All = Open to all

TUESDAY, SEPT. 307 a.m. – 4:30 p.m. Registration – West Registration

7 – 8:30 a.m. Coffee Service – Pre-function Space B

8 – 9 a.m. Opening Session and Keynote: Jane M. Algee, Lockheed Martin - Missiles and Fire Control – Magnolia Ballroom

9 – 9:15 a.m. Dedicated Exhibit Time and Poster Session – Pre-function A & B

Room Cypress 1 Cypress 2 Cypress 3 Cypress 4 Cypress 5

Moderator James Swisher Chin Eseonu Fazleena Badurdeen MD Sarder Junell Scheeres

Track Healthcare Sustaining Lean & Six Sigma Efforts IE and Lean Six Sigma Educational

Innovations Integrated Teaching

9:15 – 10 a.m. (One 45-minute

or Two 20-minute sessions)

Strategic Emergency Preparedness and Effective Response

Plan Applying Lean Six Sigma Methodologies

# 5 (All) - IndustryFoad Hosseinkhanli,

Amor Health Services, Inc.

“I Can’t” Not Spoken Here

# 18 (I) - AcademicKaryn Ross

Harnessing the Power of Excel® to

Supercharge Your Lean Six Sigma Initiatives# 29 (All) - IndustryMerwan Mehta, East Carolina University

Innovative Challenge to Promote

5S Education, Implementation, Adaptation and Sustainability

# 33 (All) - IndustryEddie Perez-Ruberte,

Mayo Clinic

Using Games to Teach Lean Construction in

Higher Education# 60 (I) - Academic

Bolivar Senior, Colorado State

University



Moderator James Swisher Chin Eseonu Fazleena Badurdeen MD Sarder Junell Scheeres

Track Healthcare Sustaining Lean & Six Sigma Efforts IE and Lean Six Sigma Educational

Innovations Integrated Teaching

10:05 – 10:50 a.m.(One 45-minute


Developing the New Systems Engineer to

Transform Healthcare# 13 (I) - IndustryTony Chihak, Mayo

Clinic

Sustaining Improvements by

Building Team Leader Lean and Change

Capability # 22 (All) - Academic

Peter Ginty, Isle of Man Business School

Lean Engineering Education: The DNA

of Content and Competency Mastery# 47 (B) AcademicShannon Flumerfelt, Oakland University

Implementing and Teaching Lean in

Real Projects in MBA Program

# 24 (I) - AcademicAngeles Gómez,

UPAEP

Integration of Lean Concepts within

Management Education

# 61 (All) AcademicKyle Stone, Colorado

Mesa University

The Effectiveness and Efficiency of Lean Six

Sigma# 20 (All) - Academic

Dawuda Alhassan, Tomas Bata University

The Value Stream Map in Lean and Green

Manufacturing# 66 (All) - AcademicJuan Sillero, University

of Monterrey

10:50 – 11:05 a.m. Dedicated Exhibit Time and Poster Session – Pre-function A & B


Moderator Valentine Boving Chin Eseonu Ertunga Ozelkan MD Sarder Hugh McManus

Track Healthcare Sustaining Lean & Six Sigma Efforts

Future of Lean Six Sigma Educational Innovation Case Study

11:05 – 11:50 a.m.(One 45-minute


TDABC: Finding the TRUE Cost of

Healthcare#34 (All) - Industry

Eddie Perez-Ruberte, Mayo Clinic

The Soft Side of Lean and Innovation

# 37 (All) - IndustryBill Gundry, Woodward

Enterprise Engineering of Lean Accounting and Value Stream Structure through Collective System

Design # 55 (All) - AcademicDavid Cochran, IPFW-

Indiana University

Development of Value Stream Mapping for Industrialized

Concrete Buildings in Developing Countries # 64 (All) - Academic

Samaneh Ahmadi, University of Tehran

Change Management & Leadership in Six Sigma Teams in the Healthcare Industry# 88 (B) Research/

DoctoralBrian Galli, Old

Dominion University

Promoting Active Learning in

Engineering Classes: A Case Study

# 67 (All) - AcademicFarnaz Ghazi Nezami, Wichita State University

Noon – 1:15 p.m. Lunch and Keynote Speaker: Lynne Herer Smith, Bill & Melinda Gates Foundation - Magnolia Ballroom

1:15 – 1:45 p.m. Dedicated Exhibit Time and Poster Session – Pre-function A & B


Moderator James Swisher Doug Long Larry Aft Paul Odomirok Dave Harry

Track Healthcare Manufacturing Case Study/Industry Practices Panel Session Educational Innovation

1:45 – 2:30 p.m.(One 45-minute


Lean Education and Training for Health

Care# 46 (I) - Academic

Hugh McManus, Metis Design

Streamlining Quality Control Applications in Fluid Dispensing

Process #43 (I) - Industry

Kamrooz Parcham Azad, State University

of New York

Making Excellent Better: Lean at a

Top-Tier South African Hotel

# 65 (All) - IndustryFatima Hamdulay, University of Cape

Town

What Lessons Can be Learned From Lean Six Sigma Implementation That Have Succeeded

and Failed(90-minute session)

Paul Odomirok, Performance Excellence

Associates; Merwan Mehta, East Carolina

University; Daniel Castle, Tata; Harpreet Singh, John Deere; David

Bazinet, Cantel Medical; James Swisher, Mary

Washington Healthcare

New Process Design - Simple Methods to Get

It Right# 6 (I) - Industry

William Hathaway, MoreSteam

TUESDAY, SEPT. 30 (CONT.) Legends for levels B = Basic; I = Intermediate; A = Advanced; All = Open to all



Moderator James Swisher Doug Long Larry Aft Paul Odomirok Dave Harry

Track Healthcare Manufacturing Case Study/Industry Practices Panel Session Educational Innovation

2:35 – 3:20 p.m.

(One 45-minute or Two 20-minute

sessions)

How a “Waste of Time” in VSM

Actually Reduced Waste

# 36 (I) - IndustryAshley Crofton, Mayo

Clinic

Control Phase and Corrective Plan

of a Lean and Six Sigma Project in Manufacturing

# 52 (All) - IndustryRaquel Reif, Curt G.

Joal, Inc.

A SIMPLE Lean Six Sigma Framework

# 72 (All) - AcademicErtunga C.Ozelkan,

UNC Charlotte

What Lessons Can be Learned From Lean Six Sigma Implementation That Have Succeeded

and Failed (continued)

15 Years of a Lean Master’s Degree

#45 (All) - AcademicJohn Bicheno, University of Buckingham

3:20 – 3:35 p.m. Break Exhibit Time and Poster Session – Pre-function A & B


Moderator Ertunga Ozelkan Dave Harry Valentine Boving Hugh McManus

Track Healthcare Manufacturing Case Study Industry Practices Educational Innovation

3:35 – 4:20 p.m.


sessions)

University Paradox: Academics and

Research in the Lean Healthcare

# 56 (All) - AcademicJoe Paxton, University

of Alabama - Huntsville

Implementing Designed

Experiments on the Production Floor# 2 (I) - Industry

Frank Murdock, FKM Consulting LLC

Reduce Time and Number of Errors to Input Billing Data# 7 (All) - Industry

David Qing, University of Texas

MD Anderson Cancer Center

Integrating Lean Engineering Design

Process (K12)# 81 (All) - AcademicAlok K. Verma, Old

Dominion University

4:30 – 5:30 p.m. Town Hall Meeting - Lean Division – Cypress 4

WEDNESDAY, OCT. 17 a.m. – 4:30 p.m. Registration - West Registration

7 – 8:30 a.m. Coffee Service – Pre-function B


Moderator Chin Eseonu Junell Scheeres Fazleena Badurdeen Hugh McManus James Swisher

Track Healthcare Sustaining Lean & Six Sigma IE and Lean Six Sigma Panel Session Integrated Teaching

8:15 – 9 a.m.


sessions)

Building a Culture of Team-Based

Improvement at the Front Line

#25 (All) - IndustryTomasz Majek,

Vancouver Coastal Health

Employing a System’s Approach to Your

Lean Program # 3 (B) - Industry

Scott Smith, SWS Lean Training & Consulting

LLC

Transitioning from Teaching Lean Tools

to Teaching Lean Transformation

# 71 (I) - AcademicTheodore Mayeshiba, University of Southern

California

Industry Need forLean–Savvy Graduates

(90-minute session)Hugh McManus,

Metis Design;James Lauer,

Caterpillar Inc.;Jane Algee, Lockheed Martin - Missiles and

Fire Control;Jan Martinson, The Boeing Company

Creating Value in Healthcare through

Lean and Health Information Technology

# 69 (I) - AcademicSharon Johnson,

Worcester Polytechnic Institute

A Conceptual and Strategy Map for Lean

Education# 44 (All) – Academic

Waleed Mirdad, Oregon State University

9:05-9:50 a.m.


sessions)

Reducing Variation in Patient Room Temperatures

# 28 (I) - AcademicTimothy Peglow, MD

Anderson Cancer Center in Houston

Transform Your Process Excellence

Training: Skill Building, Culture

Change and Employee Engagement

# 38 (I) - IndustryRob Stewart, The Quality Group

Improving Processes Using Simulation

# 21 (B) – IndustryDavid Tucker,

ProModel

Orienting Context-A Persuasive Force Impacting Lean

Education in Healthcare

# 9 (I) - IndustryKelly Frankson,

Vancouver Coastal Health

TUESDAY, SEPT. 30 (CONT.) Legends for levels B = Basic; I = Intermediate; A = Advanced; All = Open to all

Legends for levels B = Basic; I = Intermediate; A = Advanced; All = Open to all WEDNESDAY, OCT. 1 (CONT.) Legends for levels B = Basic; I = Intermediate; A = Advanced; All = Open to all

9:50-10:05 a.m. Dedicated Exhibit Time and Poster Session – Pre-function A & B


Moderator Valentine Boving Larry Aft Paul Odomirok Ertunga Ozelkan Doug Long

Track Healthcare Sustaining Lean & Six Sigma Supply Chain Industry Practices Integrated Teaching

10:05-10:50 a.m.


sessions)

Lean in Vet Medicine# 54 (All) - Academic

Dalia Farhat, MD Anderson Cancer

Center

Implementation of SSMO Approach

to Solve an Online Inventory Control

Problem#53 (A) - AcademicEmad Abualsauod, Taibah University

Applying Reliability Engineering Methods

to Operations and Sourcing

# 26 (I) - IndustryCharles Bradley,

Charter Communications

Lean for Banking # 11 (All) - Industry

Bohdan Oppenheim, Loyola Marymount

University

Right Structuring Your LSS

Certifications for Enhanced Impact

# 30 (All) - AcademicMerwan Metha, East Carolina University

10:55-11:40 a.m.


sessions)

Improving Patient Flow and Throughput in an Ambulatory OB-

GYN Clinic# 57 (B) - IndustrySara Correa, Tampa General Hospital

SSBB Project (TBD)# (89 ) Industry

Ranjith Rajendran, Zodiac Aerospace

Adding Lean to a Traditional SCM Course Through

Hybrid Course Design# 39 (B) - Academic

Larry Navarre, Kettering University

Evolution of Caterpillar’s

Enterprise Excellence#42 (I) - Industry

James Lauer, Caterpillar Inc.

A Lean Way to Teach Lean Product

Development to Graduates

# 32 (All) - AcademicLuis Gonzaga

Trabasso, Instituto Tecnológico de

Aeronáutica – ITA

11:45 a.m. – 1:15 p.m. Lunch and Keynote Speaker: Timothy J. Greene, Ph.D., Western Michigan University - Magnolia Ballroom

1:15-1:45 p.m. Dedicated Exhibit Time – Pre-function B


Moderator Valentine Boving Doug Long Hugh McManus Merwan Mehta MD Sarder

Track Healthcare Educational Innovation Future of Lean Industry Practices Integrated Teaching

1:45-2:30 p.m.


sessions)

The Application of Six Sigma to Patient

Safety in Peri-Operative

Services# 87 (All) Academic

Brian Galli, Old Dominion University

Blending Gemba Coaching and

Classroom Learning# 86 (All) AcademicPeter Ward, The Ohio

State University | Fisher College of

Business

Preventing Irrelevance: Boeing’s Fresh Approach to Solving Problems

# 80 (All) - IndustryJulie Stewart, Boeing

Defense, Space & Security

Application of Lean Principles to

Improve Productivity of Maintenance

Function# 16 (All) - Academic

Wolday Abrha, University of Tennessee

The Use of Academic Facilities for

Experiencing the Importance of 5S in

Manufacturing # 40 (I) - Academic

Mikhail Zade, Auburn University

Productivity Improvement of

Packaging and Shipping Using Lean Principles:

A Case Study#19 (B) - Academic

Dinesh Patlolla, University Of

Tennessee

Service Industry: Service Quality,

Expectations, and Improvement

# 31 (B) - AcademicMohammad Rahman, University of Southern

Mississippi


2:30-2:45 p.m. Break – Pre-function B


Moderator Larry Aft Fazleena Badurdeen Chin Eseonu Paul Odomirok Junell Scheeres

Track Healthcare Educational Innovation Healthcare Industry Practices Manufacturing

2:45-3:30 p.m.


sessions)

Implementing Lean in 10 Large Medical

Laboratories# 10 (I) Industry

Bohdan Oppenheim, Loyola Marymount

University

e-Factory Lab: A Hybrid Model Supported With

Educational Technologies

#68 (All) - AcademicJonathan Cuevas

Ortuño, Tecnológico de Monterrey

Integration of Healthcare Lean Six Sigma into

Industrial Engineering Curriculum

# 50 (B) - AcademicSampson Gholston,

University of Alabama - Huntsville

Extension of 5S to 6S – A Lean Six Sigma

Tool # 70 (All) - Academic

Saurabh Tiwari, Southern Illinois

Improvement in Plant Uptime at KGLT

#82 (All) – IndustrySaurabh Gupta, Leaf Tobacco Division of

ITC

Using Lean in Classroom Pedagogy to Improve Students

Results# 8 (I) - AcademicBenjamin Chibaira,

eFundo

Legends for levels B = Basic; I = Intermediate; A = Advanced; All = Open to allWEDNESDAY, OCT. 1 (CONT.)

THURSDAY, OCT. 28 – 11 a.m. Facility Tour – University of Central Florida - Departure Conference Center Entrance

PANEL SESSIONSTUESDAY, SEPTEMBER 30 | 1:45 – 3:20 P.M.

What Lessons Can Be Learned from Lean Six Sigma Implementations That Have Succeeded and Failed?Paul Odomirok, Performance Excellence Associates; Merwan Mehta, East Carolina University; David Bazinet, Cantel Medical; Daniel Castle, Tata; Harpreet Singh, John Deere; and James Swisher, Mary Washington HealthcareMost lean Six Sigma implementations undertaken by companies do not succeed as we would like them to. The most recent research by The McKinsey Company and IBM, discovered that at least 70 percent of change and improvement efforts fail. In this panel discussion, panelists will begin by sharing examples of lean Six Sigma projects that they have seen succeed and fail. This will be followed by a discussion of the panelist’s view on best practices that are worth emulating to increase the chances of process improvement projects to succeed. Participants will then be given an opportunity to describe their failed projects and seek panelist advice on what could have been done differently to succeed. The discussion will conclude by the panelists prioritizing best practices that they recommend should be followed for achieving maximum success in implementing lean Six Sigma initiatives.

WEDNESDAY, OCTOBER 1 | 8:15 – 9:50 A.M.

Industry Need for Lean–Savvy GraduatesHugh McManus, Metis Design; Jane Algee, Lockheed Martin - Missiles and Fire Control; James Lauer, Caterpillar Inc.; and Jan Martinson, The Boeing Company Industry increasingly needs process improvement skills in employees at all levels. Students perceive this need and strive to get lean courses or certificates on their resume. But traditional university programs do not provide these skills, and adding lean courses to already-crowded curricula is not always easy. In this panel discussion, industry lean leaders present what process improvement skills they would like to see in new hires and why. An open discussion will follow on creative approaches, both ongoing and envisioned, for universities to meet these needs.

TRACKSINDUSTRY

Industrial Engineering & Lean Six SigmaLean and Six Sigma have their roots in industrial engineering. Lean tools are traditionally used by industrial engineering to improve productivity and eliminate wastes while Six Sigma tools are originally used by engineering to improve quality, reliability and defect level of products and services. Sub-categories within this track include:

Measurement | Simulation

Lean Six Sigma Industry PracticesThese presentations share how lean and Six Sigma can be used to achieve world-class performance in a wide variety of applications and industries. However, new applications may require specialized process knowledge and careful selection and modification of LSS tools and techniques to be successful. Examples include:

Government | Healthcare | Manufacturing | Supply Chain

Lean Six Sigma Case StudiesCase studies are stories with an educational message. A case is a description of an actual situation, commonly involving a decision, a challenge, an opportunity, a problem or an issue faced by a person or persons in an organization. The decision-maker faced with the situation described in a case can choose between several alternate courses of action, and each of these alternatives may plausibly be supported by logical argument. In this track, lean practitioners will share real-world cases of LSS deployment and present in-depth analyses of the challenges faced and the results obtained.

Sustaining Lean Six Sigma EffortsSuccessful lean implementation requires a fundamental change in organizational culture. However, many lean implementation efforts begin with much fanfare and fizzle out without realizing their anticipated results. This track presents strategies, tools and technologies that are necessary to develop sustainable and reliable lean systems. The target audience is business improvement researchers and business leaders, as well as managers and industrial experts who are at different levels of business leadership, but it is not limited to those who have successfully implemented lean processes.

ACADEMIC

Responding to the Voice of the Customer: Teaching Lean in the University EnvironmentA variety of approaches have been taken by educators to satisfy industry needs. The context-dependence and holistic nature of process improvement thinking has challenged educators to use a variety of advanced educational tools with mixed results to date. This track will explore:

Integrated Teaching | Educational Innovation

Research About the Future of Lean Six SigmaWhile organizations from manufacturing to healthcare have sought to implement lean and transform organizational performance, many still are not able to sustain the efforts. Anecdotal evidence suggests this is partly due to an overarching emphasis on lean tools at the expense of focusing on building a culture to promote the value needed; organization and industry specific differences, too, could pose challenges for cross-industrial implementation that necessitate further research into applying lean to such situations. This track will explore avenues for continuous improvement in lean research and practice for sustained and effective lean implementation.

COOPERATIVE INDUSTRY/ACADEMIC

Listening to the Voice of the Customer – Industry Needs for New GraduatesNew graduates in industrial engineering and related disciplines will typically be expected to execute process improvements as an important part of their professional responsibilities. At most academic institutions, education in such methods is often lacking or ad-hoc in nature. The issue is compounded by the need for on-the-job knowledge and experience to understand how process improvement works beyond the introductory level – only so much can be taught in the classroom. This track is an opportunity for industry to discuss the desired skill sets for new graduates and present experiences and techniques for integrating new graduates into corporate process improvement cultures; for universities to present their own studies of corporate partner needs and/or their plans and responses; and for young engineers to present their own experiences of making the transition from academic learning to on-the-job applications.


TUESDAY, SEPTEMBER 30 | 9:15 A.M. – 10 A.M.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES - HEALTHCARE

Strategic Emergency Preparedness and Effective Response Plan Applying Lean Six Sigma MethodologiesFoad Hosseinkhanli, Amor Health Services Inc. | # 5 (All) – Industry Complete destruction can occur in seconds and no one is immune to a disaster. The purpose of this strategic plan is to establish prompt actions to be taken to assist the clients of Amor Health Services Inc. to keep the business operational and provide essential services during natural and man-made emergencies and disasters. Amor Health Services Inc. assists in planning by educating staff, attendants, supervisors and clients about disaster risks. There will be a summary of policies and procedures implemented for strategic emergency preparedness and an effective response plan applying lean Six Sigma methodologies, including the mitigation, preparedness, triage, response and recovery phases.

TRACK: SUSTAINING LEAN & SIX SIGMA EFFORTS

‘I Can’t’ Not Spoken HereKaryn Ross, Liberty Mutual, and Leslie Henckler, Paychex | # 18 (I) - AcademicAs lean application moves to service organizations whose processes have more complex system interactions, multiple decision points and highly variable transactions and customer needs, how do we sustain lean over time? This presentation will assert that service organizations can move from a culture of “I can’t” to a culture of “I can” through continuous coaching at all levels and by adopting and adapting lean manufacturing tools and concepts in ways that work for unique organizations.

TRACK: IE AND LEAN SIX SIGMA

Harnessing the Power of Excel® to Supercharge Your Lean Six Sigma InitiativesMerwan Mehta, East Carolina University | # 29 (All) - IndustryThere are many kinds of software on the market to perform analysis for Six Sigma. They can be very helpful for doing advanced analysis, but for the starting novice on the path of continuous improvement, Excel® provides all the tools to understand basic concepts and get stellar initial results. In this session, various Excel® functions that can be used for process improvement will be presented with application examples and recommendations on appropriate use.

TRACK: EDUCATIONAL INNOVATIONS

Innovative Challenge to Promote 5S Education, Implementation, Adaptation and SustainabilityEddie Perez-Ruberte, Mayo Clinic | # 33 (All) - IndustryLean practitioners at Mayo Clinic were aware of departmental struggles with managing space, supplies and equipment. While there was need to resolve these issues, departments lacked the time to allow for optimal use of resources. They did not have the luxury of stopping patient care or incurring overtime for extensive lean training and events. We needed to find a way to make it easy for staff to learn lean concepts and feel empowered to apply them to their daily work so they can improve their work flow and ultimately patient care. Using a competition-style learning environment, lean practitioners at Mayo Clinic delivered 5S instruction and encouraged participants to form teams and enroll in “The Challenge.” In the end, 57 staffers were trained in 5S concepts, and three teams participated in “The Challenge.” A diverse panel of judges audited the teams using standardized 5S audit sheets. Teams were recognized at various venues/events.

TRACK: INTEGRATED TEACHING

Using Games to Teach Lean Construction in Higher EducationBolivar Senior, Colorado State University | # 60 (I) - AcademicGame-playing has been a widespread tool for teaching lean construction since the early days of this segment of the lean movement. Classroom experience accumulated over years has resulted in significant lessons about best practices for the efficient implementation of these games. This presentation discusses how games such as the Last Planner, Parade of Trades, Oops! and Win as Much as You Can are used in higher education to teach lean construction and includes instructor insight discussing their experience using these games. The conclusion will reflect on the pedagogical implications of games to the advancement of lean construction and provide recommendations for their use in other teaching contexts.

SESSION DESCRIPTIONSLegends for levels B = Basic; I = Intermediate; A = Advanced; All = Open to all

Legends for levels B = Basic; I = Intermediate; A = Advanced; All = Open to allTRACK: LEAN SIX SIGMA INDUSTRY PRACTICES - HEALTHCARE

Developing the New Systems Engineer to Transform HealthcareTony Chihak, Mayo Clinic | # 13 (I) - IndustryExternal forces such as the Affordable Care Act (ACA) and other economic stresses are driving many of the payers in the public and private sector to transition the current payment models from paying for volumes to paying for value. A recently published joint report from the National Academy of Engineering (NAE) and the Institute of Medicine (IOM) advocated the widespread application of systems engineering tools to improve healthcare delivery. This talk will focus on the competencies, training and roles industrial engineers will need as they are recruited to help fix our national healthcare systems.


Sustaining Improvements by Building Team Leader Lean and Change Capability

Peter Ginty, Isle of Man Business School | # 22 (All) - AcademicMost lean initiatives fail because they are treated as a “project.” Successful lean implementations need to become part of the company standard operating procedure. In addition to designing an integrated lean management program that incorporates lean techniques with change management and business management practices, it is critically important to ensure the training program is independently accrediting with a nationally recognized standard. The result is a lean management program that achieves consistency and motivates team leaders to play a key role in ensuring lean techniques are consistently applied and integrated.

TRACK: IE AND LEAN SIX SIGMA 10:05 A.M. – 10:25 A.M. (20 MINUTES)

Lean Engineering Education: The DNA of Content and Competency MasteryShannon Flumerfelt, Oakland University | # 47 (B) AcademicSignificant bodies of research published by engineering professional organizations highlight the difficulties that early career engineers experience during the transition into the workplace. These gaps in effective engineering practice include difficulty with competency areas, such as systems acumen, as well as some technical content areas like risk management. The academy is beginning to understand the significance of these shortfalls as they are related to educational pedagogy. Lean engineering education is a proposed approach to meld both content and competency mastery into engineering instruction.

TRACK: EDUCATIONAL INNOVATION10:05 A.M. – 10:25 A.M. (20 MINUTES)

Implementing and Teaching Lean in Real Projects in MBA ProgramsAngeles Gómez and Daniel Domínguez, UPAEP | # 24 (I) - AcademicProviding a new approach to a well-known theme, this presentation will explore the implementation of lean enterprise methodology given in final semesters when the student works on a practical project. This methodology begins with a necessary diagnostic of the company where the student will be working. The student will choose a process that he or she feels can be improved. The presenter will discuss the benefits of this methodology for the student – the opportunity to apply his or her cumulative knowledge to a real-life project; process – including flow betterment, resource optimization, elimination and/or minimization of waste and lead-time reduction; company – improving the efficiency and effectiveness index in the processes; and faculty – increasing competency of graduates.

10:30 A.M. – 10:50 A.M. (20 MINUTES)

The Effectiveness and Efficiency of Lean Six SigmaDawuda Alhassan, Tomas Bata University | # 20 (All) - AcademicConstant technological progress and increased globalization has forced companies to search for innovative ways of improving the quality of their services and products in order to be able to provide customers with better value. Various techniques and strategies exist and are still being developed to help achieve objectives. One improvement initiative is a synergy of lean and Six Sigma – lean Six Sigma (LSS). Many companies have tried to utilize this methodology; however, the level of success has varied from company to company. This presentation examines the core ideas behind LSS, its implementation process and the reasons some companies have yielded considerable results while others have come up with nothing.

TRACK: INTEGRATED TEACHING10:05 A.M. – 10:25 A.M. (20 MINUTES)

Integration of Lean Concepts within Management EducationKyle Stone, Colorado Mesa University | # 61 (All) AcademicThis presentation is focused on helping other educators within higher education and industry learn how the author integrates lean concepts throughout various courses, such as operations management, organizational behavior, human resource management and leadership. The author will provide numerous examples of connecting academic materials to the lean concepts of self-managed teams and kaizen teams, followership within the context of lean leadership development, recruiting employees for lean environments, change management and the cycle of change during a kaizen event, and team compensation within lean environments. The presenter will also provide examples from an MBA Operations Management course employing the case-study teaching method.

10:30 A.M. – 10:50 A.M. (20 MINUTES)

The Value Stream Map in Lean and Green ManufacturingJuan Sillero, University of Monterrey | # 66 (All) - AcademicThe aim of this presentation is to share with the educators from the lean manufacturing audience the importance of including a course unit devoted to studying and practicing the value stream map within industrial engineering curricula. This tool is useful for analyzing and developing kaizen efforts to eliminate green waste in addition to the conventional lean waste. The teaching-learning process was based on an “active learning approach,” which has been shown to be an effective method to involve students.

TUESDAY, SEPTEMBER 30 | 10:05 A.M. – 10:50 A.M.




TDABC: Finding the TRUE Cost of HealthcareEddie Perez-Ruberte, Mayo Clinic | #34 (All) - IndustryVery few healthcare providers and organizations have a good grasp on how much it truly costs them to deliver care. Our current billing systems are generally based on what payers will pay, influenced by market conditions and negotiations, with very little relation to actual costs. Time-driven, activity-based costing (TDABC) is a technique aimed at understanding the real costs of healthcare. TDABC consists of mapping out every step involved in delivering care, whether it is for a lab procedure or a surgical journey (from patient registration to post-operative visits). Each step is studied in detail to determine who (staff) and what (equipment, supplies) is involved and for how long. Costs for all resources are calculated and added to produce a very detailed, accurate roll-up. This will be a very interactive session where attendees will be immersed in the TDABC technique and participate in an exercise to create a TDABC map, calculate costs and provide a roll-up estimate of costs and opportunities for improvement.


The Soft Side of Lean and InnovationBill Gundry, Woodward | # 37 (All) - IndustryLean is a daily practice that requires the involvement of everyone. Innovation is no different. To be successful at both, employees must be engaged and feel empowered. Through servant leadership, and the development of a learning culture, companies can foster change that will be sustainable. Innovation is about understanding the needs of a user and gaining a point of view. Empathy is the key to developing innovative solutions. Much like lean, respect for people and doing what is right for the user will motivate employees, change the culture and move you toward your true north.

TRACK: FUTURE OF LEAN SIX SIGMA

Enterprise Engineering of Lean Accounting and Value Stream Structure through Collective System Design David Cochran, IPFW-Indiana University, Rick Sereno and Wendell Aldrich, Oji Intertech | # 55 (All) - AcademicThe purpose of this session is to provide a systems engineering perspective about the future of lean enterprise design and engineering that includes both the design of the value stream(s) and performance measurement (i.e., lean accounting) structure. Future system designers and engineers must understand the importance and approaches for gaining collective agreement about customer needs, enterprise design requirements and the implementation of physical solutions to sustain the enterprise. Enterprise design is described as an interactive learning-loop process to achieve enterprise design requirements through standard work. Examples of the pitfalls of standard costing in both the management and design of systems will be provided, with an emphasis on why the “Lean Accounting Box Score” measures should be aligned with enterprise design requirements and customer needs.

TRACK: EDUCATIONAL INNOVATION11:05 A.M. – 11:25 A.M. (20 MINUTES)

Development of Value Stream Mapping for Industrialized Concrete Buildings in Developing Countries Samaneh Ahmadi and Gholamreza Heravi, University of Tehran | # 64 (All) - AcademicAfter successful implementation of lean production principles, managers have been trying to apply these principles to the construction industry. However, the nature of construction is different from that of production due to the high levels of variability and complexity existing in construction. Nowadays industrialized building provides fast and affordable constructing in developing countries. Industrialized or modular buildings consist of sections manufactured in a factory and then transported to the project site to be assembled. As a result, these buildings can be considered quite similar to a production line so lean principles may be applied. However, a new management approach is required to decrease wastes and add value to the production processes.

11:30 A.M. – 11:50 A.M. (20 MINUTES)

Promoting Active Learning in Engineering Classes: A Case Study Farnaz Ghazi Nezami, Farshid Azadian and Mehmet Bayram Yildirim, Wichita State University | # 67 (All) - AcademicThis research presents a case study of a supply chain management course where the quality of learning experience is enhanced using nontraditional pedagogical methods. Traditional instructional methods in this course include class lectures and case study analysis. For improvement purposes, a simulation game was implemented to facilitate hands-on-experience learning. The simulation provides the opportunity for students to learn fundamental concepts such as kanban, pull and push, just-in-time production systems, forecasting customer demand, and product and process design by being physically involved in a teamwork-based educational game. Due to similarity of concepts, the applied simulation game can favor lean production systems classes as well. To evaluate the effectiveness of the applied methods, a survey was conducted to measure students’ perceptions of knowledge and satisfaction, and results will be investigated.

TRACK: CASE STUDY

Change Management & Leadership in Six Sigma Teams in the Healthcare IndustryBrian Galli, North Shore LIJ Health System - Laboratories | #88 (B) – AcademicChange management has a profound impact in many areas of quality teams, especially the area of leadership. Research shows that the style of leadership a team utilizes throughout a project will vary based on the degree of change management complexity. Improvement coaches and teams must have the tools and knowledge necessary to assess the degree of change management and select the appropriate style of leadership that enables the team to maximize its likelihood of success.

TUESDAY, SEPTEMBER 30 | 11:05 A.M. – 11:50 A.M.




Lean Education and Training for Health CareHugh McManus, Metis Design | # 46 (I) - AcademicThere is growing recognition that healthcare processes are often both excessively expensive and lacking in quality. Lean is one of the tools that will be needed to improve healthcare quality and reduce cost. There are strong challenges to using traditional (factory-based) lean tools in healthcare settings, however, including some fundamental differences in the types of processes to be improved and multiple cultural barriers. A multi-institution, multidisciplinary team created a curriculum to address these issues and has refined it over the last five years. Content is customized to match healthcare process problems, and innovative teaching methods, such as interactive exercises and simulations, are used. Healthcare professionals are involved in the development and delivery of the material, use of healthcare-specific case studies and overcoming cultural barriers. The current version of the course is reviewed, and successes and improvement opportunities are established using student satisfaction data.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES - MANUFACTURING

Streamlining Quality Control Applications in a Fluid-Dispensing Process Kamrooz Parcham Azad, Desta Hailemariam, Shadi Al-B’Oo and Rajiv L. Iyer, State University of New York | #43 (I) - IndustryThe need for miniaturization and high-density component packaging has recently challenged the SMT industry. As a way to address these challenges, a number of innovative solutions are reviewed in the PCB assembly processes. One of the important processes in the PCB assembly is the dispensing process in which controlled volumes of packaging materials are deposited on the substrate. The first objective of this presentation is to apply quality control techniques to improve the dispensing process. A 24 full-factorial design is implemented to identify the significant factors that influence variation in the volume deposited. Results obtained are interpreted accurately and validated using experimental data. For a robust and top quality product, apply quality tools and techniques at different levels of this automated system. The second objective of this presentation is to apply quality techniques at the hardware level. Process capability analysis with control charting techniques is implemented at the hardware level to understand the capabilities of two laser systems.

TRACK: CASE STUDY / INDUSTRY PRACTICES

Making Excellent Better: Lean at a Top-Tier South African Hotel Fatima Hamdulay, University of Cape Town | # 65 (All) - IndustryThis presentation describes the first tentative steps taken by a top-tier privately owned hotel in Cape Town, South Africa. This was not a hotel in crisis; it was a hotel already rated excellent in its class but wanting to get better. Hence the key question: How does one make “excellent” better? This case study covers how lean was first encountered, how ideas started to grow and what kind of reception it received. It also covers what experiments were undertaken and the major enablers and inhibitors then and now. The case concludes with key learning to date and analyzing the key questions of where to go next and how.

PANEL SESSION1:45 P.M. -3:20 P.M.

What Lessons Can Be Learned from Lean Six Sigma Implementations That Have Succeeded and Failed?Paul Odomirok, Performance Excellence Associates; Merwan Mehta, East Carolina University; David Bazinet, Cantel Medical; Daniel Castle, Tata; Harpreet Singh, John Deere; and James Swisher, Mary Washington HealthcareMost lean Six Sigma implementations undertaken by companies do not succeed as we would like them to. The most recent research by The McKinsey Company and IBM, discovered that at least 70 percent of change and improvement efforts fail. In this panel discussion, panelists will begin by sharing examples of lean Six Sigma projects that they have seen succeed and fail. This will be followed by a discussion of the panelist’s view on best practices that are worth emulating to increase the chances of process improvement projects to succeed. Participants will then be given an opportunity to describe their failed projects and seek panelist advice on what could have been done differently to succeed. The discussion will conclude by the panelists prioritizing best practices that they recommend should be followed for achieving maximum success in implementing lean Six Sigma initiatives.

TRACK: FUTURE OF LEAN

New Process Design – Simple Methods to Get It RightWilliam Hathaway, MoreSteam | #6 (I) – IndustryLean Six Sigma has been around for many years now - over 20 years, in fact. Total quality management has been around even longer. So you may have thought that everything was fixed by now. Not quite. In spite of the ever-growing army of green belt and black belts who are busy digesting process improvement (DMAIC) projects, the rate of new process problem creation appears to exceed the rate of process problem resolution. The only way we’ll ever make real progress on process quality is to upgrade our design practices so processes behave properly from the start. Process design is a critical skill for every organization – but it’s often left to chance. Every day, folks are busy designing new processes with only experience and good intentions. Not surprisingly, the solution is to design the process that is used to design processes. This presentation will present a design process based on simple tools and common-sense methods.

TUESDAY, SEPTEMBER 30 | 1:45 P.M. – 2:30 P.M.




How a ‘Waste of Time’ in VSM Actually Reduced WasteAshley Crofton and Eddie Perez-Ruberte, Mayo Clinic | # 36 (I) - IndustryHave you ever had push back from members of a team regarding the use of lean Six Sigma tools? Have you ever heard the phrase “this is a waste of time” in the beginning stages of an improvement project? How about someone on the team already knowing what the solution to a problem is? This presentation will walk through the steps taken in a project to show how the use of the value stream mapping (VSM) tool helped with positive change of perception of using lean and process mapping tools. It illustrates how a VSM tool can help a team realize how a “waste of time” can actually reduce waste.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES – MANUFACTURING

Control Phase and Corrective Plan of a Lean and Six Sigma Project in Manufacturing Raquel Reif, Curt G. Joal Inc. | # 52 (All) - IndustryThe purpose of this project is to control actions and to study the impact of a lean and Six Sigma project that we developed and implemented the previous year in a low-volume, high-diversity machine shop. After implementing the actions that were a consequence of measurement and analysis in the previous project, we detected that savings, rework and rejects reduction were not as big as expected. We need to perform research and analysis to find the root causes of this deviation. In this study, the presenter questions first and proves after analyzing data that the performance of those who are actively participating in the program is better than the performance from those who are reluctant or do not have interest in learning and applying the lean and Six Sigma principles. The presenter also studied attitudes, perceptions, interest, participation levels and performance of the employees. After analyzing the data, he looked for the root causes and corrective actions to improve participation and interest levels that will lead to overall performance improvement and expected savings.

TRACK: CASE STUDY / INDUSTRY PRACTICES

A SIMPLE Lean Six Sigma Framework Ertunga C.Ozelkan, UNC Charlotte, and Ian Cato and Ismael Sanchez, Lean Sigma Professionals | # 72 (All) - AcademicThe purpose of this presentation is to present a new integrated continuous improvement framework called SIMPLE. SIMPLE is a six-step framework to guide business leaders through a successful lean Six Sigma journey defined as:

S – strategize: assessment and decision I – investigate: exploration of current system M – model: design future system P – prove: ensure sustainability and flexibility L – leverage: replication and change E – establish: continuous improvement platform

The presentation discusses alignment of SIMPLE with respect to the traditional Six Sigma DMAIC (define, measure, analyze, improve, control) cycle and the theory of constraints. A case study is presented to illustrate the SIMPLE framework.

TRACK: EDUCATIONAL INNOVATION

15 Years of a Lean Master’s DegreeJohn Bicheno, University of Buckingham | #45 (All) - AcademicThe Master of Science (MS) in Lean began in 1999 at the Lean Enterprise Research Centre founded by Dan Jones. The part-time executive program for practicing managers is now the Master of Science in Lean Enterprise at the University of Buckingham. A unique feature is that most modules are taught at “the Gemba” of student work sites. During the past 15 years the program has evolved to include aspects of systems thinking, theory of constraints, TWI, factory physics, kata, design thinking and TRIZ as well as Six Sigma. Established areas of lean, such as mapping and lean accounting, have evolved. The integration and interconnections between these areas has been rewarding for both staff and students.




University Paradox: Academics and Research in the Lean Health CareJoe Paxton, Kenneth Sullivan, Brian Tucker, Nicholas Loyd, Mary Hays, Sherri Messimer, Sampson Gholston and Jeff Siniard, University of Alabama – Huntsville | # 56 (All) - AcademicIncreasing a university’s research capability enables academic institutions to gain four main assets: bolstering faculty credentials, providing hands-on experience for graduate and undergraduate students, allowing full-time researchers to address their customers’ immediate needs by developing state-of-the-art solutions and assisting in overhead costs to alleviate the risk of higher tuition. The University of Alabama in Huntsville has developed an organizational model that addresses all of these areas while working in the lean healthcare market. The project encompasses the schools of Business, Engineering and Nursing with the university’s research organization. The presentation will explore the organizational structure to execute such a model and the tools developed to accomplish the task. The differences between research and student projects and their management will be discussed.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES – MANUFACTURING

Implementing Designed Experiments on the Production FloorFrank Murdock, FKM Consulting LLC | # 2 (I) - IndustryThe application of design of experiments (DoE) in the industrial environment, though not new, has always had unique challenges. It is much easier to implement designed experiments in the laboratory. This presentation provides guidance for the application of DoE while providing some practical guidance

through case examples of how to plan and implement such experiments. It takes the DoE methodology and adjusts it using several of the standard quality tools to engage the production personnel in the excitement of the discovery while not sacrificing the integrity of DoE. It starts with the problem definition in terms of common- and special-cause variation. It then uses screening and factorial experiments to sort out and model the common causes. It finishes with confirmation and ways to communicate the results to all of the stakeholders so that the implemented process improvements deliver business results.

TRACK: CASE STUDY

Reduce Time and Number of Errors to Input Billing DataDavid Qing, Toby Boyett , Erika Dennis , Linda Jones, Bacardi Bryant , Lucas Ramsey , Stephen Lim, Cristina Gonzales, Gilbert Castro , Liliana Trevino, Valentine Boving and Wes Venderhoofven, University of Texas MD Anderson Cancer Center | # 7 (All) - IndustryApply lean Six Sigma methodology to develop and implement an automation process that extracts, transforms and loads EDI835 files from insurance companies to a database to eliminate the manual intervention procedures, therefore reducing the process time and number of errors. Pareto charts, cause-effect diagrams, process maps and control charts were used to identify the baseline process and the main causes of the complicated data input process and to measure the baseline process time and number of errors. The improvement has reduced the average data input process time from 218 minutes to less than one minute and the defects from 25 percent to less than 1 percent, respectively. The intervention saves four to six hours of a financial analyst’s valuable time per week, about $6,000 to $10,000 annually.




Integrating Lean Engineering Design Process (K12)Alok K. Verma, Old Dominion University | # 81 (All) - AcademicWith the VA STEM CoNNECT project funded by the Department of Education, Virginia has attempted to address the integration of engineering design process by developing project-based learning kits and associated instructional modules to engage K-12 students in engineering tracks. Lean principles were used in the development and implementation of the curriculum. An exemplar for the design of the motor life boat was selected given the prominence of marine and shipbuilding industry in Hampton roads. Associated instructional

modules and concept activities were developed under the grant to incorporate engineering design process at the middle school level. The teacher training component of the project has provided training in using and implementing these modules. The presentation will share the motivation behind developing these project-based learning (PBL) modules, issues related to implementation and results from teacher workshops. The goal is to create a long-term pipeline of students leading to engineering and engineering technology degrees. The project has successfully developed and integrated project-based learning activities for lean engineering design within the middle and high school curriculum.

TUESDAY, SEPTEMBER 30 | 3:35 P.M. – 4:20 P.M. (CONT.)

WEDNESDAY, OCTOBER 1 | 8:15 A.M. – 9 A.M.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES – HEALTHCARE

Building a Culture of Team-Based Improvement at the Front Line Tomasz Majek, Vancouver Coastal Health | #25 (All) - IndustryLean has made great inroads in healthcare over the past decade. Significant challenges remain in sustaining the gains made through RPIWs or larger redesign efforts led by lean experts. In order to build a culture of team-based continuous improvement, Vancouver Coastal Health has adopted a coaching approach to lean management, whereby interdisciplinary clinical teams learn to embed process improvement into their daily work. A case study of this approach in a 93-bed, long-term, residential care facility has demonstrated sustained improvements of 50 percent to 70 percent in clinical outcomes and a return on investment (mostly cost-avoidance) of over 300 percent over a 12-month period. All of this was accomplished with less than a week of dedicated education, coaching and facilitation time and minimal staff commitment outside of regular duties.


Employing a Systems Approach to Your Lean Program Scott Smith, SWS Lean Training & Consulting LLC | # 3 (B) - IndustryApproximately 50 percent of lean initiatives are deemed to be failures and are abandoned by the companies that undertake the process. One of the major reasons for this high failure rate is a misunderstanding of the lean philosophy and its roots in the Toyota Production System (TPS). Companies will try to cut costs, remove waste, etc., by employing the tools of lean without also embracing the pillars of lean such as respect for people and delivering perfection to the customer. The focus of this presentation will be to dig deeper than your typical discussion of simple tool usage and discuss how company culture, management systems and strategic planning can be utilized and configured to improve your chance of success.


Transitioning from Teaching Lean Tools to Teaching Lean Transformation Theodore Mayeshiba, University of Southern California, and Kyle Stone, Colorado Mesa University | # 71 (I) - AcademicLiterature indicates that lean principles are desired in industry practice. Research shows that university graduates are entering the workforce unprepared. This presentation expands on a paper presented in 2011 to show that it is important that universities introduce lean principles and that adjusting teaching methods to align with Knowles theories (andragogy) better prepares students and industry participants to speed up and ease the lean transformation introduction and journey.

PANEL SESSION8:15 A.M. - 9:50 A.M.

Industry Need for Lean–Savvy GraduatesHugh McManus, Metis Design; Jane Algee, Lockheed Martin - Missiles and Fire Control; James Lauer, Caterpillar Inc.; and Jan Martinson, The Boeing Company Industry increasingly needs process improvement skills in employees at

all levels. Students perceive this need and strive to get lean courses or certificates on their resume. But traditional university programs do not provide these skills, and adding lean courses to already-crowded curricula is not always easy. In this panel discussion, industry lean leaders present what process improvement skills they would like to see in new hires and why. An open discussion will follow on creative approaches, both ongoing and envisioned, for universities to meet these needs.

TRACK: INTEGRATED TEACHING8:15 A.M. – 8:35 A.M. (20 MINUTES)

Creating Value in Healthcare through Lean and Health Information Technology Sharon Johnson, Worcester Polytechnic Institute | # 69 (I) - AcademicAs healthcare leaders seek to improve value in their delivery systems, many organizations are investing in both health information technologies (HIT) and lean process improvement programs. In this study, we explore interactions between lean improvement programs and HIT through the Affordance-Actualization (AA) lens, which describes the potential created by an IT system in relation to goal-oriented actors and the process by which such potential is actualized. The framework focuses on intermediate outcomes, such as standardization, which can lead to organization goals such as improved quality. Our work is based on longitudinal interviews with primary care physicians and staff at two different healthcare organizations implementing electronic health record (EHR) systems. In many cases, lean and health IT implementations share desired intermediate outcomes and organization goals. The AA lens reveals how lean’s continuous improvement focus can support health IT implementation, while health IT can provide structure to support desired lean implantation outcomes.

8:40 A.M. – 9 A.M. (20 MINUTES)

A Conceptual and Strategy Map for Lean Education Waleed Mirdad and Chinweike I. Eseonu, Oregon State University | # 44 (All) - AcademicThe widespread adoption of lean has led to challenges of adoption across industries. Consequently, only 20 percent or fewer organizations attempting lean implementation have been successful. Literature addresses the confusion in lean nomenclature that is often at the root of misunderstanding and failed implementation attempts. The development of this study includes: highlighting the literature between different methods of lean education; highlighting and validating the conceptual disagreement among lean experts; identifying lean principles that reduce conceptual confusion and clarify direct association between lean principles, practices and performance measures; suggesting a lean educational tool based on the validated lean principles, practices and performance measures. This presentation is the first step toward designing a lean educational lab that will serve as a tool for students, trainers and practitioners in lean process improvement environments.




Reducing Variation in Patient Room Temperatures Timothy Peglow, MD Anderson Cancer Center in Houston | # 28 (I) - AcademicThe MD Anderson Cancer Center undertook an initiative to reduce temperature variation in inpatient rooms in order to foster improved customer satisfaction, a key metric under the Affordable Care Act. The HVAC system as designed is capable of controlling patient room temperatures within two degrees of a requested set point, but baseline data suggested improvement opportunities. The presenter will discuss details of this project, which supported goals of focusing on customer service, improving operational efficiency and being good stewards of institutional resources. This effort increased Press Ganey scores and reduced energy costs by $800,000 annually. This effort was awarded the ASHE Maintenance Excellence in 2013.


Transform Your Process Excellence Training: Skill Building, Culture Change and Employee Engagement Rob Stewart, The Quality Group | # 38 (I) - IndustryMany companies have spent millions of dollars on training their employees in lean and Six Sigma tools, approaches and culture in order to make process improvement (PI) the way everyone works in the organization. For most, the training need continues – employees new to PI, refreshers for previously trained belts, case studies and just-in-time tool training for staff, PI strategy training, communications to everyone and more. In this presentation, you will learn how you can establish, support and sustain a process excellence capacity building program that is powered by advanced blended learning technology to develop skills, change culture and foster engagement so that you can make continuous process improvement an ongoing and ever-present reality. You will also learn 12 steps to evaluate and implement the new learning models and more effectively address your process excellence training and communications challenges.


Improving Processes Using SimulationDavid Tucker, ProModel | # 21 (B) – IndustryThis session challenges attendees to use simulation modeling as part of their organization’s lean Six Sigma or process improvement program efforts. Simulation models can be created from process flow diagrams on desktop computers using simulation software. Real business process data can then be added to models as well as resources, inventory, work in process (WIP), constraints, and business rules, etc. Once a model has been validated, then numerous “what-if” scenarios can be created to predict the impact of change. Predictive data from a model can be further analyzed to reduce the risk of solution implementation. Numerous process model examples will be shown and discussed during the session highlighting business cases where simulation modeling techniques have been successfully applied in industries such as manufacturing, aerospace, transportation, healthcare and government.


Orienting Context – A Persuasive Force Impacting Lean Education in HealthcareKelly Frankson, Vancouver Coastal Health | # 9 (I) - IndustryContext is a pervasive and potent force in any learning event and has a powerful influence when trying to undergo a cultural revolution and embed an army of problem-solvers throughout a health authority with over 23,000 employees. Although efforts have historically been made to consider learner characteristics and constraints in the instructional and transfer context, very little has been done to influence the orienting context (including learner-perceived utility and accountability) or consider factors that can happen before the course even begins to impact learner motivation. At Vancouver Coastal Health, we used the framework presented by Tessmer and Richey in “The Role of Context in Learning and Instructional Design” (1997) to make subtle changes to how our entry-level lean education courses were promoted to front-line staff. The changes made and reasons behind them will be explained as well as the benefits gained and unexpected side effects.

WEDNESDAY, OCTOBER 1 | 9:05 A.M. – 9:50 A.M.


TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES – HEALTHCARE10:05 A.M. – 10:25 A.M. (20 MINUTES)

Lean in Vet MedicineDalia Farhat, MD Anderson Cancer Center | # 54 (All) - AcademicThis presentation will cover the processes at Vet Med Lab at MD Anderson Cancer Center, emphasizing employee work flow, information flow, sample wait times and standardization by implementing lean methodology to create a more efficient work flow. Highlights include developing a lean culture in the Vet Med Lab by reducing the turnaround time; developing a systems approach by focusing on the current conditions that individuals work under and interconnecting the departments involved in the supply chain for the samples studied to reach the pathologist who is the customer; understanding the functions of all the departments involved to close the gap and interconnect them and create a more efficient work flow, information flow and ambient space to enhance the customer’s experience; and building a network to reduce errors, streamline processes and increase customer satisfaction.

TRACK: SUSTAINING LEAN & SIX SIGMA EFFORTS10:05 A.M. – 10:25 A.M. (20 MINUTES)

Implementation of SSMO Approach to Solve an Online Inventory Control ProblemEmad Abualsauod, Taibah University | #53 (A) - AcademicMost service and manufacturing organizations are attempting to maintain process performance and reduce variability. However, it is a challenge to maintain process performance in the case of multiple performance objectives, which in most business cases tend to be in conflict. Thus, it is essential

to develop a reliable control plan in order to maintain stability in process performance. This presentation proposes an innovative integrated Six Sigma multi-objective optimization (SSMO) approach for a well-known and well-studied inventory management problem. The approach provides real-time feedback for out-of-control events while attempting to balance two common, relevant and conflicting objectives in inventory management process. These objectives are minimizing average holding cost and minimizing unit-ordering cost.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES – SUPPLY CHAIN

Applying Reliability Engineering Methods to Operations and Sourcing Charles Bradley and Ken Williams, Charter Communications | # 26 (I) - IndustryCharter Communications’ development of a Reliability Engineering and Sourcing Standardization Department is a reflection of the need to understand and determine operational performance objectives while controlling costs. In addition to managing risk and services, it sets the stage for a nonbiased mathematical approach to financial and network management decisions. This presentation will examine, from an operations and design perspective, the preparation, execution and delivery of Charter’s highly reliable, lean, low-cost delivery system. We will examine the technical requirements and operational considerations and review results, accomplishments and lessons learned from industry partners as well as suppliers.



TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES

Lean for Banking Bohdan Oppenheim, Loyola Marymount University | # 11 (All) - IndustryThis presentation will describe the inroads of lean in the banking industry. Special circumstances and challenges of using lean in banks will be discussed, in particular the “Chinese Walls” used for handling confidential customer data and bank safety and security considerations. Lean fundamentals, particularly waste, will be reviewed in the banking context. The presentation will identify methods for identifying and removing waste and cite the use of lean in banks and financial institutions.


Right Structuring Your LSS Certifications for Enhanced Impact Merwan Mehta, East Carolina University | # 30 (All) - AcademicThe market for providing lean, Six Sigma or lean Six Sigma certification programs is booming. Consultants and universities alike have their own certification programs to cater to the burgeoning demand. However, at best these programs are fragmented and do not holistically do justice to the synergy that can be availed to improve manufacturing and service processes through the true merging of lean principles and Six Sigma concepts. Companies are made to believe by consultants and academics that they need to go one way or the other and choose between lean or Six Sigma as their vehicle for achieving process improvement success. In this session, the ideal way to train employees to achieve long-term process improvement results using both lean and Six Sigma, as developed by East Carolina University, will be presented. Attendees will learn how best to train employees at various levels of process improvement. A detailed justification of the body of knowledge for each level will be presented along with ideas on how to implement a continuous improvement plan in a business setting.

WEDNESDAY, OCTOBER 1 | 10:05 A.M. – 10:50 A.M. (CONT.)



Improving Patient Flow and Throughput in an Ambulatory OB-GYN ClinicSara Correa, Tampa General Hospital | # 57 (B) - IndustryA 1018-bed academic hospital in Florida uses lean Six Sigma tools to evaluate patient flow in one of its ambulatory clinics. The objective of this initiative is to identify opportunities to reduce wait times and streamline flows to increase capacity. A process assessment and direct observations were conducted for a sample size of 112 patients over a two-month period. Cycle data and delay reasons were documented during this period. SWOT sessions were facilitated for staff and physicians and discrete-data models were built to analyze exam room and provider capacity. Based on findings, no additional exam rooms were recommended, but the need for one additional provider was identified. Improvement opportunities were identified to eliminate excess travel times. New scheduling rules were implemented to reduce double-booking and no-show rates. An analysis of data three months post-implementation shows an improvement of up to 8 percent for the number of high-risk appointments completed.


Inventory Accuracy Improvement by Leveraging Lean & Six Sigma ToolsRanjith Rajendran, Zodiac Aerospace | # 89 (I) – IndustryThis presentation includes lessons learned from a team effort to improve and sustain inventory accuracy in our manufacturing facility. While the team noticed only moderate gain (63.5 percent to 72 percent) in the first round of the PDCA/DMAIIC cycle, it has achieved significant gain in the second round of PDCA (72 percent to 89.5 percent) with the help of process audit. The leadership support and application of lean Six Sigma tools in data tracking and analysis also played a big part in the improvement journey.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES – SUPPLY CHAIN

Adding Lean to a Traditional SCM Course through Hybrid Course DesignLarry Navarre, Kettering University | # 39 (B) - AcademicTeaching SCM using lean as well as traditional methods is in demand by students and their employers. Teaching lean and traditional coursework in one term is a challenge. Also, lean is best learned by student-active exercises that reinforce lean principles but consume a lot of class time. This presentation outlines an approach taken using a hybrid course structure to contrast lean with traditional techniques, including the use of several student-active

exercises in one term. The hybrid structure uses video lecture to move some coursework “outside class” to make time for “inside class” hands-on exercises, including two versions of The Beer Game, a lean materials handling exercise, VSM for SCM, and the ERPsim Logistics Simulation. The approach and lessons learned from two terms of course instruction are presented.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES

Evolution of Caterpillar’s Enterprise ExcellenceJames Lauer, Caterpillar Inc. | #42 (I) - IndustryIn 1999, Caterpillar’s new chairman and CEO, Glen Barton, recognized the need for a significant cultural shift in the organization. Barton led the deployment of Six Sigma across the Caterpillar enterprise worldwide. The fact-based, data-driven Six Sigma approach to process improvement is aimed at the near elimination of defects in every process and transaction. Its launch was unique in that it occurred in a single wave simultaneously throughout the entire corporation worldwide. In 2006, the Caterpillar Production System was created and deployed, which focused on transformation of the order-to-fulfillment processes. Both efforts created a major shift in providing common tools and methodologies. In 2013, Caterpillar began deploying a focused effort to create a systematic recipe for enterprise excellence in all processes, products and services. This journey and its achievements will be conveyed as well as future vision for a global organization.


A Lean Way to Teach Lean Product Development to GraduatesLuís Gonzaga Trabasso and Marcus Pessoa, Instituto Tecnológico de Aeronáutica – ITA | # 32 (All) - AcademicThis presentation describes the discipline of lean product development (LPD) taught in the Mechatronics Engineering Graduate Program from the Instituto Tecnológico de Aeronáutica – ITA (Aeronautics Institute of Technology). During the discipline, the sensei-professor discusses the theory, proposes frameworks, asks questions and challenges the students. The core framework is based on the value function deployment (VFD) technique, which interlaces concepts from LPD, integrated product development, systems engineering and project management. The VFD is used in a disciplinewide practical exercise, stressing the concepts of “go and see,” obeya, set-based concurrent engineering (SBCE) and pulled development. Finally, the students’ theoretical evaluation occurs by applying the “Design for Correction” tests. The professor guides the correction process, and the students advocate their choice of alternatives. Therefore, the discipline promotes a lean way to teach LPD.




The Application of Six Sigma to Patient Safety in Peri-Operative ServicesBrian Galli, Old Dominion University | #87 (All) AcademicCompliance to the time-out safety protocol is critical for any peri-operative department since the protocol is a mechanism to prevent patient harm; but often it is difficult for teams to adhere consistently to the safety protocol due to confounding factors such as standardization and cultural acceptance. Six Sigma can be utilized to optimize the safety protocol in order to overcome confounding factors and help to improve its compliance to the safety protocol.


Blending Gemba Coaching and Classroom LearningPeter Ward, The Ohio State University - Fisher College of Business | # 86 (All) AcademicFind the right blend of classroom efficiency and one-on-one coaching. This session will focus on blending project coaching and classroom learning. We will describe our experience at Ohio State in blending classroom and project learning. This experience has shown that providing individualized coaching is the most challenging and the most important aspect of blended classroom-project learning. We will describe the use of a rubric and standardized work for coaches and A3s for student projects.

TRACK: FUTURE OF LEAN

Preventing Irrelevance: Boeing’s Fresh Approach to Solving Problems Julie Stewart and Veronica Brooks, Boeing Defense, Space & SecurityBoeing Defense, Space & Security is reinventing lean from a structured, workshop-focused approach to become more flexible and adaptable to support our current business environment. Tools and training have been developed to help novices solve simple problems and experienced facilitators tackle complex problems. The key is to reinforce the importance of defining the problem and determining root causes before selecting lean tools to apply. Our new direction is to promote the Boeing Problem Solving Model to align existing improvement methodologies and eliminate confusion between competing methodologies and tools. We’re helping facilitators to evolve and find new and innovative ways to achieve the same results without requiring a structured workshop or event.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES1:45 P.M. – 2:05 P.M. (20 MINUTES)

Application of Lean Principles to Improve Productivity of Maintenance FunctionWolday Abrha, University of Tennessee | # 16 (All) - AcademicCement manufacturing is one of capital (machinery) and energy – an intensive sector as it comprises both the mining and manufacturing processes. Each function at the manufacturing plant plays an immense role when proper ground is created for lean implementation; the maintenance function is singled-out for this study. This presentation describes an application of lean principles to improve the productivity of the maintenance team and reduce the need for contractors. On-site study at a local CEMEX cement plant indicated on average about 14 percent to 32 percent of the associates’ time is wasted in non-value-added issues due to lack of communication and standardized work procedures.

2:10 P.M. – 2:30 P.M. (20 MINUTES)

Productivity Improvement of Packaging and Shipping Using Lean Principles: A Case StudyDinesh Patlolla, Rapinder Sawhney, Wolday Abrha and Enrique Macias De Anda, University Of Tennessee | #19 (B) - AcademicCement manufacturing’s avenue to customers is its packaging and shipping section within the production function. Even though each function at the manufacturing plant plays an immense role when proper ground is created for lean implementation, the packaging and shipping is singled-out for this study

for an application of lean principles to improve the productivity. On-site study at a local CEMEX cement plant indicated excess inventory of cement bags and transportation wastes. Phase one of this study showed an improvement of 83 percent, 67 percent and 30 percent in inventory of full pallets, average inventory time and empty pallets inventory, respectively.

TRACK: INTEGRATED TEACHING1:45 P.M. – 2:05 P.M. (20 MINUTES)

A Novel Way to Implement and Sustain 5S Methodology Mikhail Zade, Sivasubramanian Thirugnansambandam, Anto Jeson Raj Robert Raj, Tom Devall, Auburn University | # 40 (I) - Academic5S methodology has been viewed as a tool to improve workplace organization. This presentation focuses on the human factors responsible for sustaining 5S projects. This presentation highlights the issues faced and solutions developed during 5S implementation of Tiger Motors Lab at Auburn University. One of the hurdles encountered during the implementation was resistance of people to changing the current work environment. This encouraged us to focus on a primary strategy of implementation and leadership. There were many failed trials during this project related to improper communication and misunderstanding of the human element. Lack of coordination and team effort during initial phases provided better understanding of the important role leadership plays in effectively implementing a 5S system.

2:10 P.M. – 2:30 P.M. (20 MINUTES)

Service Industry: Service Quality, Expectations and ImprovementMohammad Rahman, University of Southern Mississippi, and Ahad Ali , Lawrence Technological University | # 31 (B) - AcademicThe balance between customer expectations and a company’s commitment to customer service is important for customer satisfaction and business success. Service industries increasingly encounter intangible factors such as innovative ideas, new service attributes and learning principles, which have to be measured alongside the tangible elements. Business leaders need a tool to quantify and rank the service quality attributes to set the priorities and resource allocation to improve the service performance. The study implements the theory of Analytic Hierarchy Process (AHP) to identify the quantitative relations and pairwise comparison of the service quality attributes within and between two hierarchical levels in the context of service industry. Based on an empirical illustration, the study develops a tool on the likelihood of implementing 18 service practices to establish a local and global hierarchical priority among different categories of service quality attributes and rank the attributes to develop a service quality index.

WEDNESDAY, OCTOBER 1 | 1:45 P.M. – 2:30 P.M.




Implementing Lean in 10 Large Medical LaboratoriesBohdan Oppenheim, Loyola Marymount University | # 10 (I) IndustryThe presentation will describe the approach, effort, results, challenges and opportunities of introducing lean into 10 large medical laboratories in Southern California, including chemistry, immunology, genetics, hospital inpatient and outpatient lab services, and citywide transportation of samples between labs and medical centers.

2:45 P.M. – 3:05 P.M. (20 MINUTES)

e-Factory Lab: A Hybrid Model Supported With Educational TechnologiesJonathan Cuevas Ortuño, Araceli Zavala Martínez , María del Pilar Moral Carrillo and Estefanía Gutiérrez Mercado, Tecnológico de Monterrey | #68 (All) - AcademicIt is still a challenge to ensure that the students adequately implement lean concepts and tools in real processes. This presentation provides a model that we named e-FactoryLab, which supports the use of educational technologies to ease the collaboration and learning between students from different semesters working on a project to improve processes in a Mexican transnational company of electronic manufacturing. Our hybrid model simplifies for the student the knowledge exchange inside and outside the classroom using educational technologies and sessions inside a laboratory, in addition to incorporating other didactic techniques like the case study method. At the same time, the experiential formation is obtained with the participation of students in an in-company project, which allows the application of some lean tools, with the objective of analyzing/improving a manufacturing system in real operation conditions. The experiences obtained in the year 2013 are documented with the application of our model with undergraduate students, and their work is summarized.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES – HEALTHCARE2:45 P.M. – 3:05 P.M. (20 MINUTES)

Integration of Healthcare Lean Six Sigma into Industrial Engineering CurriculumSampson Gholston, Sherri Messimer , Mary Hays, Kenneth Sullivan, Nicholas Loyd, Joe Paxton, Brian Tucker and Sheila Dyas, University of Alabama – Huntsville | # 50 (B) - AcademicIn 2005, the University of Alabama in Huntsville’s Department of Industrial and Systems Engineering and Engineering Management introduced lean Six Sigma into its curriculum. Working with the Center for Modeling and Economic Research, a certification in lean Six Sigma was also developed for industry professionals. The purpose of this presentation is to detail how healthcare lean Six Sigma is now being integrating into the curriculum for both engineering and nursing students with the intent of soon including business students. The goal is to add elective courses for engineering and nursing students that will provide practical experience for both professions.

TRACK: LEAN SIX SIGMA INDUSTRY PRACTICES2:45 P.M. – 3:05 P.M. (20 MINUTES)

Extension of 5S to 6S – A Lean Six Sigma Tool Saurabh Tiwari and Emmanuel S. Eneyo, Southern Illinois University | # 70 (All) - AcademicIn today’s organizations ranging from manufacturing to healthcare and financial institutions, 5S has become an important lean Six Sigma tool to create organized and effective work environments. With increasing market competition for better quality product with lower operating cost, worker safety is crucial. The 5S is expanded to include a sixth S: safety. Lean production and Six Sigma are commonly and widely used as business improving techniques. To implement them, most organizations struggle to identify the starting point. This is where 6S becomes the true solution. 6S is a basic and easy tool to implement an approach to create an orderly and safe workplace. This presentation undertakes a detailed study of 6S and its successful implementation in workplaces, such as production lines, and its extension to other work environments such as healthcare, manufacturing labs, construction, offices, etc.

TRACK: EDUCATIONAL INNOVATION3:10 P.M. – 3:30 P.M. (20 MINUTES)

Using Lean in Classroom Pedagogy to Improve Student ResultsBenjamin Chibaira, eFundo | # 8 (I) - AcademicA South African third-grade public school mathematics class was used to test whether lean manufacturing principles and tools could be applied in a primary school classroom environment to improve the quality of results while reducing the curriculum lead-time. Classroom processes were designed using equivalent manufacturing models and lean tools were applied on them. The results showed a curriculum lead-time reduction of 25 percent while results improved by 2 percent when compared to the primary control group and 4 percent against the secondary control group in the first year of implementation. In addition, a lean implementation framework for schools was developed.

TRACK: MANUFACTURING

Improvement in Plant Uptime at KGLTSaurabh Gupta and Chandra Sekhar, Leaf Tobacco Division of ITC | # 82 (All) – IndustryHigh plant uptime is an important indicator of the good health of an industrial unit. This enables realization of maximum return on investment through additional processing volumes and lesser maintenance expenses. The Leaf Tobacco arm of ITC Limited has a processing unit at Mysore, Karnataka, in India. One of the unit objectives for 2013 to 2014 was to improve the overall uptime from the baseline of 88.64 percent to 96 percent (Global Benchmark) in order to achieve planned volume of 38 million kilograms. A full-scale improvement project was completed successfully to achieve this objective, which helped in achieving annualized savings of INR 5.4 million to ITC. The project involved extensive application of FMEA and Hypothesis Testing Tools such as ANOVA and Regression to establish critical relationships and take required actions. The association of this project with the domain of agribusiness makes it a great learning experience for those who are in the process of deploying Six Sigma in nontraditional settings.

WEDNESDAY, OCTOBER 1 | 2:45 P.M. – 3:30 P.M.



A Very Special Thank You!Poster Session Prizes Sponsored By:

Exhibitors:

POSTER SESSIONPre-function Area B

In-Place Poster Access: Authors to share findings with judges and peers from 1:15 p.m. - 1:45 p.m., Sept. 30.

SME Judges & Peer Voting: Ballots will be accepted from 10 a.m. on Sept. 30 to 10 a.m. on Oct. 1.

Winners Announced & Prizes Awarded: Conference luncheon on Wednesday, Oct. 1, at 11:45 a.m. – 1:15 p.m.

The poster session is open to all conference attendees. There will be a dedicated poster session meet-and-greet time during the conference, but the information contained on the poster should speak for itself. Posters will be on display throughout the duration of the conference. Winners will be announced and prizes distributed at the luncheon on the final day of the conference.

Attendee (Peer) Voting: Go and View Posters and Cast Your Vote!Each registered ELSS Conference attendee will receive a poster session ballot in his or her welcome package/tote. The ballot will contain the title of the poster, the name of the submitter, and the type of poster (research or LSS project). Attendees will designate their first, second and third preferences (only). Drop off completed ballots at the IIE registration/information booth prior to 10 a.m. on Wednesday, Oct. 1. Peer scores will be combined with the scores from the judging panel for an overall score.

Enjoy the conference!

Junell ScheeresPresident, LS2 Performance Solutions LLC Sponsor, Poster Contest

BEST PAPER COMPETITIONSelected papers demonstrating excellence in improving quality and productivity in industrial and systems engineering will be presented. The papers were peer-reviewed by academic and industry experts. All finalists’ papers will be included in the conference proceedings CD.

Paper #7: Reduce Time and Number of Errors to Input Billing DataDavid Qing, Valentine Boving, Toby Boyett, Erika Dennis, Bacardi Bryant, Lucas Ramsey, Stephen Lim,Cristina Gonzales, Linda Jones, Gilbert Castro, Liliana Trevino and Wes Venderhoofven, University of Texas MD Anderson Cancer Center

Paper #16: Application of Lean Principles to Improve Productivity of Maintenance FunctionWolday Abrha, Dinesh Patlolla, Enrique Macias De Anda and Rapinder Sawhney, University of Tennessee

Paper #19: Productivity Improvements of Packaging and Shipping Using Lean Principles: A Case StudyDinesh Patlolla, Rapinder Sawhney, Wolday Abrha and Enrique Macias De Anda, University of Tennessee

Paper #32: A Lean Way to Teach Lean Product Development to GraduatesLuís Gonzaga Trabasso and Marcus Pessoa, Instituto Tecnológico de Aeronáutica

Paper #40: The Use of Academic Facilities for Experiencing the Importance of 5S in ManufacturingMikhail Zade and Sivasubramanian Thirugnanasambandam, Auburn University

Paper #47: Lean Engineering Education: The DNA of Content and Competency MasteryShannon Flumerfelt, Oakland University

Paper #53: Implementation of SSMO Approach to Solve an Online Inventory Control ProblemEmad Abualsauod, Taibah University

Paper #55: Enterprise Engineering of Lean Accounting and Value Stream Structure through Collective System DesignDavid Cochran, IPFW; Rick Sereno and Wendell Aldrich, Oji Intertech

Paper #82: Improvement in Plant Uptime at KGLTSaurabh Gupta and R. Chandrasekhar, ITC Limited


EXHIBITORSProductivity Press, part of CRC Press, is the premier source for books on organizational improvement. Stop by our booth to view our latest titles and take advantage of our conference discount. Also be sure to ask about our organizational pricing for companies looking to purchase books for their managers.

Productivity Press/CRC Press6000 Broken Sound Pkwy NW, Suite 300Boca Raton, FL 33487P: (800) [email protected]

Table #2

New! EngineRoom® web-based, data analysis software provides an outstanding user experience. Using drag and drop VOODU technology, it’s the best suite of Lean and Six Sigma project completion tools on the market today. Make your project data accessible from anywhere and easy to share, EngineRoom “cuts the cost of calculation.”

MoreSteam.com LLC9976 Brewster LanePowell, OH 43065P: (614) 602-8190 | F: (614) [email protected]

Table #3

ProModel Corporation provides simulation technology-based, predictive decision support solutions which enable decision makers to reduce costs, increase capacity, accelerate cycle time and improve business performance to achieve rapid ROI. Whether you are optimizing a supply-chain or implementing lean/six sigma, ProModel’s predictive technology and expert consulting services will improve your bottom line.

ProModel Corporation7540 Windsor Drive, Suite 300Allentown, PA 18195 P: (877) 333-4499 | F: (610) [email protected]

Table #4

Minitab is the leading provider of quality improvement software. For more than 40 years, thousands of distinguished organizations in more than 100 countries have turned to Minitab for tools that help quality initiatives yield bottom-line benefits.

Minitab1829 Pine Hall RoadState College, PA 16801P: (814) [email protected]

Table #6

Through the Fisher College of Business Master of Business Operational Excellence program, you become an expert in creating and managing processes that drive improvements. This first-of-its-kind program combines the rigor of a degree from top-ranked Ohio State University with the industry gold standard of a Six Sigma Black Belt certification.

The Ohio State University Fisher College of BusinessProgram: Master of Business Operational Excellence110 Pfahl Hall, 280 W Woodruff Ave.Columbus, OH 43210-1133P: (614) 292-8575 | F: (614) 292-6644www.fisher.osu.edu/[email protected]

Table #7

To eliminate waste, drive down variation, cut costs, and improve customer experiences, everyone needs to be trained, engaged, and involved. Build your Process Improvement capability – from Belts to Champions to Frontline Associates -- with configurable and customizable Lean Six Sigma/Process Improvement and Project Management blended e-Learning that inspires performance excellence.

The Quality Group Inc.5825 Glenridge Dr., #3-101Atlanta, GA 30328P: (770) 531-1160 | F: (404) [email protected]

Table #8

EXHIBITORSThe Lean Zone® is a place where process improvement methodologies meet practical application in the workplace. At Visionary Products, we’ve spent more than 15 years applying Lean Practices to all types of organizations in ways that educate, stimulate, and motivate.

Visionary Products Inc.2009 Estes Park RoadSouthlake, TX 76092P: (817) 509-0680F: (817) [email protected]

Table #5

Did you enjoy the conference? It was brought to you in part by the IIE Lean Division Leadership. Consider joining the IIE Lean Division to stay connected with your peers as well as receive up-to-date, relevant information. The IIE Lean Division supports its members by fostering networks, offering programs and maintaining resources that represent your core competencies and areas of specialized practice as well as discounts for a variety of learning opportunities. Join today!

www.iienet.org

BOOTH LAYOUT

2 Fisher College of Business

3 MoreSteam.com

4 ProModel Corporation

5 Visionary Products Inc.

6 Minitab

7 Fisher College of Business

8 The Quality Group Inc.


HOTEL INFO

THANK YOU FOR JOINING US, AND WE’LL SEE YOU

NEXT YEAR IN ATLANTA!


November 12 | Virtual Global Conference

Enhance Your Organization’s Continuous Improvement Initiatives — Register for the Best Practices in Managing Continuous Improvement Virtual Conference

Register now to save your seat! www.iienet.org/managingCI

This daylong virtual conference will share insights on enabling continuous improvement, the Toyota Production System, implementing a culture of continuous improvement and more. Hear from expert speakers who research or implement continuous improvement initiatives at their organizations!

Jannis AngelisAssociate Professor of Operations StrategyRoyal Institute of Technology

Derek BartleyPresident and CEOC2Q

Brian CarrollVice President of Field OperationsHoneywell Building Solutions Americas

Steve HoeftChief of Operations ExcellenceBaylor Scott & White Health

Paula RomoSenior Performance Analyst for Process ImprovementCity of Fort Lauderdale, Fla.

Wade VincentManagerToyota Motor Engineering & Manufacturing North America Inc.


ATLANTA, GA


SAVE THE DATE

sept. 29 - oct. 1, 2014 embassy suites - lake buena … · the only lean and six sigma conference...

Documents