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Technical Sessions
 Wednesday, March 23, 2016

TRACK LSS-1 Keynote
Take Your Lean & Six Sigma Deployment to the Next Level

7:30 AM – 8:00 AM Continental Breakfast
8:00 AM – 8:10 AM

Opening Remarks

Joel Smith, Chair, 2016 Lean & Six Sigma World Conference

8:10 AM – 8:50 AM; Session #LSS–011
Lean & Six Sigma: Fun and Games – Seriously?
Don R. Linsenmann, Vice President (ret.), Business Process Excellence, Corporate Six Sigma Champion, DuPont Company 

Don Linsenmann has been dubbed the "Game Boy" of Lean & Six Sigma. Don has used a variety of games to teach and convey the intricacies of a Six Sigma deployment. He will review the key learnings from several games as they relate to the Lean and Six Sigma journey. He will also discuss the benefits of applying these "fun and games" approaches to the serious business objectives facing all of our organizations. As Vice President of Business Process Excellence and Corporate Six Sigma Champion at DuPont Company, Don had global responsibility for the deployment of Six Sigma into all of the DuPont businesses. He led the development of Six Sigma from a cost reduction program, and has validated over $10 billion in benefits from this initiative. 

8:50 AM – 9:25 AM; Session #LSS–012 
Lean & Six Sigma: It's Not About the Product, It's About the Process
Mike Carnell, President, CS International, Author, Entrepreneur, Speaker 

Mike Carnell began his career in the Continuous Improvement disciplines in the early 1980s while employed at Motorola. This makes him one of today’s most experienced Six Sigma providers. Mike is an accomplished speaker, author, and a leading expert in the field of business excellence and sustainable improvement. He is a trainer and coach in Lean and Six Sigma, having developed and taught executive programs in leadership and organizational development at many leading companies spanning various industries around the globe.

9:25 AM – 10:00 AM; Session #LSS–013
20 Best Years in a Row – How Macy’s Logistics and Operations Transformed a Lean & Six Sigma Program
Ronald Prince, Vice President – Process Management, Macy’s Logistics and Operations 

For over 150 years Macy’s has put customers at the center of all decisions and has consistently implemented strategies that solidify its position as a leader in retail. Today, it is one of the fastest growing omni-channel entities in the industry. One of the keys to our success has been our culture of customers first and a willingness to innovate and change. In 1995 Macy’s Logistics and Operations (MLO) was created and today is arguably the best in the industry at retail supply chain logistics. Lean & Six Sigma is in the DNA of the organization and has played a big part in accomplishing 20 best years in a row. This session will discuss both the strategic and tactical applications of Lean & Six Sigma and the lessons learned along the journey. 

10:00 AM – 10:30 AM; Refreshment Break

TRACK LSS-2 Keynote
What’s Ahead for Lean & Six Sigma?
 10:30 AM – 11:05 AM; Session #LSS–021

What’s in Your Toolkit? Don’t Ignore the People Side of Lean & Six Sigma

Don Harrison, President and Founder, IMA

A great solution that is poorly implemented will not produce sustainable results. Each time a new process is introduced, there are potential human and cultural barriers that need to be addressed:

  • Whose work will be disrupted by this process?
  • How will you get the management to fully commit to the new process? 
  • What supporting functions like HR and IT need to be committed?
  • How will you get affected individuals motivated and ready?
  • How will you manage the inevitable resistance at all levels?

The fact is, there is no improvement unless people change their behavior and use the new process on a sustained basis! What’s missing too often is a repeatable process that addresses the critical “human side” of implementation. In this engaging, fast-paced presentation, Don Harrison will lead you through a thought-provoking discussion of how to integrate the people side of Lean & Six Sigma into your toolkit.

11:05 AM – 11:55 AM; Session #LSS–022

The Lean & Six Sigma Standard Moves Forward

At last year’s Conference in Houston one of the most talked about topics was whether the Lean & Six Sigma community needed some standardization of Black Belt and other training curriculum. During the panel discussion, the audience and the panel members concluded that standardization of training was critical for providing consistency. In an effort to respond to the needs of the LSS community, a Committee was formed consisting of a group of well-known experts on Lean & Six Sigma, to create a set of standards for Black Belt Training. After a great deal of work, the LSS Standards for Black Belt Training is complete. This year’s panel, consisting of members of that committee along with representatives from academia, business, and consulting, will discuss how to move the standards forward and answer questions regarding the future of the other planned Belt standards. This is a must-attend session to hear how the LSS community is moving forward and how it will benefit your organization. The audience will be encouraged to ask such questions as:

  • How will the Standard be deployed?
  • What are the key elements of the Standard?
  • How will this Standard help my organization?
  • What other Standards will be developed moving forward?
12:00 PM - 1:00 PM; Network Luncheon

Project Management Using Lean & Six Sigma

1:00 PM – 1:35 PM; Session #LSS–031 

Strategic Exploration: Pushing Beyond the Limits

Dana Ginn, BMGI

Many leaders still describe their strategy sessions as too insular and want their teams to push the innovation boundary further when developing strategy and strategic plans. Learn how to help your teams think bigger andbetter! Stretch your collective thinking and increase your collective strategic IQ using tips, techniques and tools to get the most of your strategy and planning sessions. This presentation will cover the following:

  • Specific tools and how-to's to challenge the boundaries of what you know and where you have been.
  • Actionable techniques you can apply immediately to your next strategy or strategic thinking session.
 2:10 PM – 2:45 PM; Session #LSS–033

Using the Balanced Scorecard in the Define Stage for Better Project Results

Monroe Ratchford, LEAPS Consulting

A common complaint from executives is that while Black Belts are talented, they lack the context of how Six Sigma links to corporate strategy. The Balanced Scorecard is a great tool for expressing company strategy. By integrating the Balanced Scorecard framework, Black Belts can better articulate two critical aspects of theDefine stage. First, the Scorecard perspectives strongly relate to the Six Sigma charter requirements for “voices.” Second, the strategy from the Scorecard metrics must drive Six Sigma project selection and priority. This session will provide a Balanced Scorecard example using strategy maps, the four perspectives and budget prioritizations to show linkage to the Lean & Six Sigma projects.

 2:45 P.M. – 3:15 P.M. Refreshment Break
 1:00 PM – 1:35 PM; Session #LSS–041

Is Finance a Critical Success Factor in the Six Sigma Phenomenon?

Daniel Boylan, Ball State University

Why is Six Sigma’s focus on finance good? When looking at the reduction of waste, a financial perspective is important. Even though waste removal is important, there is a limit to how much should be done. To illustratethis point, one might consider whether to spend $500 to save a penny. But what if you saved that penny every time you did an activity and break-even was achieved? Some programs are too hot when they are financially driven. Some programs are too cold when they include little financial accountability. Providing proper balance makes Six Sigma just right. Six Sigma does this by ensuring that the projects performed are those that produce value for shareholders. 

 1:35 PM – 2:10 PM; Session #LSS–042
Six Sigma as a Business Philosophy: Data, Decisions, and Leadership

Cheryl Hild, Ph.D., Aegis Sciences Corporation

In this age, many organizations are in the business of providing data to improve one or more outcomes for a client – for healthcare, laboratory data is used to improve patient care; for a financial institution, investment performance data is used to improve client financial security. Given a single piece of information, decisions are often made that significantly impact outcomes. However, organizations add great complexities and inefficiency to processes as the systems are often managed without the use of data to drive day-to-day and strategic decisions. There are several fundamental principles that must be in place to fill a critical gap in effectively managing with data: 1) Time-Dependency of Data; 2) A Process View; 3) Questions Lead; 4) Language, Observation, Numbers and Insight; 5) Focus on the Differences; 6) Visual and Graphical. 

 2:10 PM – 2:45 PM; Session #LSS–043
Selecting Projects to Maximize Results: The Key to LSS Program Longevity

Russ Aikman, TMAC/The University of Texas at Arlington

The DMAIC methodology provides a structured, rigorous approach to solving business problems. But manycompanies find that while the DMAIC process works, they sometimes find the outcomes to be less than desired. Some firms find that projects chosen are not the ones that drive the most value to the business. Other firms discover they can find good projects relatively easily early in their LSS Program deployment, but they tend to struggle over time once all the ‘low hanging fruit’ is gone. The most successful Lean & Six Sigma programs use a structured approach to selecting ‘good projects’. This presentation will include a discussion of common issues with less structured approaches to project selection. 

 2:45 PM – 3:15 PM; Refreshment Break
Using Statistical Tools in Lean & Six Sigma
 1:00 PM – 1:35 PM; Session #LSS–051

The Longest Drive: Design of Experiments to Improve Your Golf Game

Louis Johnson, Minitab, Inc.

I overheard two avid golfers debate, and finally fight over a fundamental task in golf—how to drive the ball thefarthest off the tee. Even though I know very little about golf, I thought the problem could be easily solved with a Design of Experiments (DOE). However, initial research revealed that the problem was not as simple as it appeared. I talked to statisticians who had attempted to determine how to drive the longest ball from the tee, but they told me they had failed due to high process variation. Clearly, this was not going to be an easy puzzle to solve, making the DOE approach even more appropriate. The game of golf and solving process engineering problems have many characteristics in common: both include a complex process with many variables. This session will draw an analogy between the golf experiment and problem solving in typical manufacturing and process engineering scenarios.

 1:35 PM – 2:10 PM; Session #LSS–052

What You Can't Do with a t-Test

Marilyn Monda, Monda Consulting, LLC

How can quality professionals become better business leaders? One way is to lead through data-baseddecision-making and to apply today’s data to predict tomorrow’s business performance. This requires more than just expertise in statistical analysis, although this is a necessary prerequisite. It means being confident in the proper use of information from sampling and hypothesis tests (like a t-test) to make critical business decisions. This presentation will provide relatable scenarios that will ground the practitioner in the differences between an enumerative study and an analytical study. In doing so it will differentiate between conditions in which using sample data for prediction is possible and when it could be costly.

 2:10 P.M. –  2:45 P.M.; Session #LSS–053

Understanding Variation in Subjective Measuring Systems

Sam Windsor, Charlotte Process Improvement

This session will focus on simple yet powerful ways to apply subjective measurement system evaluation techniques to any process with real examples from many industries. The session will begin with an overview of basic measuring systems used when measurement instruments are not available, such as screening job candidates, reviewing reports, resumes and travel vouchers, reviewing insurance claims, financial applications, and categorizing help desk tickets or job codes for time reporting. Participants will a) learn that any point in a process where a decision must be made is an opportunity for an error in that decision, and b) will develop an understanding of how these errors relate to effectiveness, false alarms and risk in subjective measuring systems.

 2:45 P.M. – 3:15 P.M. Refreshment Break
How to Get Started with Lean & Six Sigma
 3:15 PM – 3:50 PM; Session #LSS–061
How to Get Started in Lean & Six Sigma: Choosing the Right Approach for Your Organization

Kristine Bradley, Firefly Consulting

You’ve decided you want to implement some form of operational excellence in your organization. After congratulating yourself on your forward thinking, you begin researching what method is right for your organization. Do you want to implement Lean, Six Sigma, Lean & Six Sigma, or even Design for Lean & Six Sigma? Do you need Green Belts, Black Belts, Kaizen Leaders, Yellow Belts or some combination of all of the above? How many people should you train?

There is no single right answer. You can’t buy the right design on the internet. The direction you should takerelies on several questions, some of which you may have answered when deciding to pursue continuous improvement. Some you will need to consider as you design the deployment. The four big questions are Why? How? What? Who? The “why” should come from your organization’s strategy. Do you want to align your culture, become more competitive or increase customer satisfaction? The “why” will shape the deployment decisions you will be making going forward. The “what” focusses on what problems or opportunities will be addressed in your Lean & Six Sigma program. In order to meet the challenge set out in the “why”, what do you need to do differently? Identifying these opportunities will drive the answers to the third question and fourth questions, “how”, and “who”. 

This presentation will ask you to consider your organization’s answers to the first two questions and, based on those answers, present a guide for the “how” and the “who”. It will give you suggestions on how to structure your operational excellence deployment to best meet your organization’s needs and generate the anticipated results.

 3:50 PM – 4:25 PM; Session #LSS–062
Overcoming the Cultural Barriers to Lean & Six Sigma Deployment

Tony Riachi, Ritcom Management Consulting

Lean & Six Sigma has in some developing and third world countries become a fad simply because it's a buzzword among successful companies in the west and some Asian countries. In cultures such as the Middle East, local companies tend to follow the foot-steps of companies of the developed nations, namely Americans or Europeans. However, when it comes to LSS deployment, top management's commitment is key to its success. The implementation of such methodology requires dedication, long-term vision, commitment, and hard work. At a lower level, change management is a key issue. In some companies, you get the job because of who you know rather than what you know. Lots of emotions, relationships, trust and loyalty still prevail at most workplaces in this part of the world. So what do you do? How can you overcome such barriers and move forward with the change? This presentation will show you how.

Reinvigorating Your Lean & Six Sigma Deployment
 3:15 PM – 3:50 PM; Session #LSS–071

Beyond the Belt: Developing Reflective Lean & Six Sigma Practitioners at HSBC

Graeme Knowles, University of Warwick

In 2015 HSBC took the unusual step of partnering with Warwick University (Times and Sunday Times UK University of the Year 2014/5) to revitalize their approach to Lean & Six Sigma. The result is a cutting-edge blend of traditional Lean & Six Sigma training and broader developmental approach to create a more rounded community of change agents. This session will describe how the initiative was born of a recognition of the limitations of the traditional Lean & Six Sigma training model focused on technical and process-related aspects. Participants in this presentation will receive an overview of how to rejuvenate their Lean & Six Sigma initiative by:

  • Refocusing the training to have a much stronger focus on change management and associated ‘softer’ aspects.
  • Modernizing the training approach and adding an academic output to give a different feel to the program.
  • Encouraging participants to take an active reflective stance in understanding not just what worked, but why it worked (or didn’t), and requiring them to demonstrate that learning approach as a necessary element of certification. 

In the spirit of reflective practice, the participants will be invited to consider what our journey might mean for them.

 3:50 PM – 4:25 PM; Session #LSS–072
Balancing the Organizational Skill Set for Lean, Six Sigma, and DfSS Integration

Robert Tripp, CS International

For the few of us that were around for the great migration from DOS-based office systems to a Windows environment, even fewer remember specialized training and certification as Word, Excel, and PowerPoint Masters. These were tools we were expected to learn, and yes, there were courses offered (and still are), but it didn’t require a functional silo to deploy them. The tools were ubiquitous, and if you didn’t figure out how to use the tools, you were planning a new career flipping burgers. Lean & Six Sigma and DfSS are moving in the same direction, with a few twists, and organizations need to figure out how to develop these capabilities and establish a disciplined infrastructure for their use. 

This presentation will begin by establishing what LSS and DfSS are designed to deliver to the organization and how the deployment infrastructure needs to be constructed to maximize success. In addition to benefits capture and reporting, organizational structure, job design and performance management, this presentation will address what it means to develop a core critical thinking discipline in the organization, drawing parallels between LSS, DfSS, and software tools that have become critical skill sets over the last few decades. 

New Product Innovation Using Lean & Six Sigma
 3:15 PM – 3:50 PM; Session #LSS–081

Rapid Integration of New Products into Production Platforms

Rod Hill, Acro Services on Assignment to Johnson & Johnson

Introduction of new products swiftly and effectively is a requirement for survival that becomes more important all the time. Integrating new products into existing production platforms is mostly science with a little art and luck. Drawing from new product integration in multiple industries, this presentation is a how-to for the science and suggestions to exploit the art with the goal of maximizing the probability of the luck working for you. This presentation addresses the initiation period of the product life cycle from the “gleam in the eye” to “product delivery” to “early adopter” customers. What must be done, when it must be done and how it can be managed to minimize risk at all the points of the work. Practical and straightforward, the participants in the session will leave with a half dozen key thoughts that can be applied immediately in their work environment.

 3:50 PM – 4:25 PM; Session #LSS–082

Practical Sustainable and Lean Design in Product Development

William Ingram, III, Interface

Interface, Inc. is the world's largest manufacturer of modular carpet, with manufacturing sites in six countries worldwide. The company’s business strategy shifted in the mid-1990s when Interface’s Chairman and CEO, Ray C. Anderson, aimed to redirect its industrial practices to include a focus on sustainability without sacrificing its business goals. Anderson described the initial inspiration as “a spear in the chest” and an awakening to the responsibility of corporate citizens and their role in a sustainable business future.

With the expectations for sustainable solutions well established, Lean thinking has been particularly useful inthe custom design studio, which works on engineer-to-order flooring solutions. The department leveraged Lean best practices to improve the design process. Through Kaizen events, the team initiated a continuous improvement process in the custom design studio where it is crucial that customer needs are understood and their wishes are translated to the “designers’ language” correctly. The administrative front end of the design process was analyzed through value stream mapping and re-engineered. The new process includes a Kanban planning system that allows an administrative person to allocate work according to complexity and the designers’ skill level. The results of these changes have been dramatic: digital project cycle time has been reduced by 82% and physical samples project cycle time by 40%. The presentation will take you through the journey of the implementation process.

 Lean & Six Sigma World Excellence Awards
 4:25 PM – 5:00 PM; Session #LSS–083

Brian Clark, engines, inc.; Jonesboro, AR, USA

For the first time, the Lean and Six Sigma World Conference will be awarding “Deployment of the Year”“Project of the Year”, and “Innovation of the Year” awards at the 2016 Lean & Six Sigma World Conference. We want to hear from you about why your team should win! To apply please visit the conference web site at:

Lean Six Sigma DEPLOYMENTof the Year Award

Are you part of an outstanding Lean & Six Sigma deployment? We want to hear from you about why your deployment should win! To enter your deployment, you will be asked to answer a few questions, and also submit a Power Point or a PDF presentation summarizing your deployment and results.

Lean Six Sigma PROJECT of the Year Award

Were you a part of an outstanding Lean & Six Sigma project? Did the project make a meaningful difference for your company? We want to learn more about it! To enter your project, you will need to answer a few questions and upload a presentation about your project. A committee member may follow up with you to ask clarifying questions. Finalists will present their project at the Conference.

Lean Six Sigma INNOVATION of the Year Award

Has your team done something new and innovative with the Lean & Six Sigma methodology? Or, have you designed and developed a particularly interesting new product, process, or service? To enter, you will need to answer a few questions and upload a presentation about your innovation. A committee member may follow up with you to ask clarifying questions. Finalists will present their project at the Conference. The committee will evaluate the projects at the Conference to select the winner.

To be eligible for consideration of these awards, a representative from the deployment must attend the Conference to accept the award in person.

Technical Sessions
ay, March 24, 2016

 TRACK LSS-9 Culture and People Side of Lean & Six Sigma
 7:30 AM – 8:00 AM Continental Breakfast

8:00 AM – 8:05 AM Opening Remarks

8:05 AM – 8:40 AM; Session #LSS–091

A Practical Technique for Influencing People Who Resist Improvement and Change

Ken Feldman, Ph.D., Dr Pepper Snapple Group

As most Black Belts (BBs) and Master Black Belts (MBBs) know, one of their biggest frustrations inimplementing the improvement changes of the projects they facilitate is the resistance they encounter from Team Members, Process Owners, and those on the receiving end of improvement recommendations. Since most BBs and MBBs have little authority to mandate change, they must often rely on their influencing skills to get others to do what is needed. Unfortunately, few practical approaches are available and the theoretical and conceptual literature doesn’t provide much of a structured method for analysis of behavioral change. Towards this end, I have developed the Behavioral Failure Modes and Effects Analysis (BFMEA) which uses change management techniques in the context of a traditional FMEA.

 8:40 AM – 9:15 AM; Session #LSS–092

Treat Employees with Dignity Using Lean & Six Sigma Techniques

Grace Duffy, MBA, LSSMBB, Management & Performance Systems

Swami Reyes, SRA

Treating employees with respect is a core tenant of Lean. Both Lean & Six Sigma initiatives achieve greatersustainable results when front line employees are empowered to deliver on project improvements. Respect is the foundation of the Eighth Lean Waste. Lean & Six Sigma projects benefit the organization, from executive to entry level. Using corporate as well as workforce culture to design daily processes goes a long way toward improved and sustainable results. Respect for the individual is shown universally, although there are cultural differences that must be understood among populations. The Lean considerations incorporated into this session are: respect for people and community, clear, consistent, visual communication, empowering ideas, and creating partnerships.

 9:15 AM – 9:50 AM; Session #LSS–093

Change: Wrong Approach = Wrong Results

Sumeet Kumar, MBA, LSSBB, North Bay Regional Health Centre

Businesses today are spreading globally and it is hard to be in all places at the same time. The ability to serviceall your businesses can become costly and time consuming. From the formation of the remote team members to the launching of the first project you must realize that success is not dependent on where you are but where your team members are. The presenter will share how they have been able to grow a global team of Continuous Improvement experts who are delivering high quality results against global standards. He will explain how this is done through education and execution. 


9:50 AM – 10:15 AM; Refreshment Break

 TRACK LSS-10 Maximizing Returns with Lean & Six Sigma


7:30 AM – 8:00 AM Continental Breakfast

8:00 AM – 8:05 AM Opening Remarks

8:05 AM – 8:40 AM; Session #LSS–101

Practical Significance: When Analysis and Cost Intersect

Smita Skrivanek,, LLC

Statistical significance refers to whether an observed effect is larger than we would expect by chance and is typically addressed by p-values associated with T-tests or ANOVAs, etc. Practical significance is about whether the effect is useful in an applied context. An effect could be statistically significant, but that doesn't in itself mean that it's a good idea to pursue in the context of the problem to be solved. This presentation will address the roles played by real cost and risk when considered relative to potential gains in process improvement, and how these considerations should be reflected both in test set-up and interpretation of analytical results. Case studies will illustrate how the issues of risk, cost and practical significance affect choices presented to decision-makers faced with analytical results.

 8:40 AM – 9:15 AM; Session #LSS–102

Predictive Analytics and Quality Control in Healthcare

Eduardo Santiago & Daniel Griffith, Minitab, Inc.

It is increasingly important for practitioners to be familiar with techniques that can help determine the probabilityof an undesirable event from occurring. Many models have been suggested to model the probability of such events, but only recently new tools have been considered to monitor the stability of such a process that attempts to anticipate and prevent the readmission of a patient after being released from a hospital. This session will demonstrate how you can utilize effective means of solving this problem, which has a huge impact on the quality of the service provided by hospitals. However, by no means are the tools presented here exclusive to healthcare, as they can be re-purposed to monitor fraud detection techniques and other adverse events for banks and in general for the financial industry. 

 9:15 AM – 9:50 AM; Session #LSS–103

When is Six Sigma Not Six Sigma?

William Levinson, P.E., Levinson Productivity Systems PC

"Six Sigma" refers to six process standard deviations (Sigmas) between the nominal and each specificationlimit. When the process is centered on the nominal (halfway between the specification limits), we expect 1 nonconformance or defect per billion opportunities at each limit. All of this assumes, however, that the process follows a normal or bell curve distribution. If it does not, the estimated nonconforming fraction (DPMO) can be off by several orders of magnitude. The best way to avoid embarrassing situations of this nature is to (1) fit the data to an appropriate distribution, (2) test the data for goodness of fit to the selected distribution, and (3) report process performance indices that are based on that distribution. Come and find out the implications of non-normal distributions.

 9:50 AM – 10:15 AM; Refreshment Break
 TRACK LSS-11 Process Improvement Using Lean & Six Sigma
 7:30 AM – 8:00 AM Continental Breakfast

8:00 AM – 8:05 AM Opening Remarks

8:05 AM – 8:40 AM; Session #LSS–111

Crayola: Doing a DOE Where You Can’t?

Richard Titus, Crayola

The Crayola Company began the Lean & Six Sigma journey in 2000. Peter Ruggiero, Executive Vice Presidentof Worldwide Operations has championed Crayola’s Lean & Six Sigma efforts, resulting in significant financial savings and improved operating results. Mr. Ruggiero challenged his team to focus on inventory reduction without sacrificing customer service. A number of projects have focused on inventory management. Improvements from these projects included cycle time reductions, material variance reductions, and the determination of crayon hold time via DOE. A Black Belt project was initiated to reduce crayon inventory levels via optimum Kanban level. Attend this session and learn how this unconventional use of DOE led to reducing inventory levels.

 8:40 AM – 9:15 AM; Session #LSS–112

Pull System Deployment Kaizen for a Discrete Process

Alberto Yanez-Moreno, Ph.D., MBB, TMAC/The University of Texas at Arlington

Deploying a Pull System in a week by means of a Kaizen event can be intimidating and nerve-racking. Thepresenter will share the lessons learned to control both Work-In-Process (WIP) and finished goods inventory. The challenge during this case study deployment was that the process had a seasonal demand and inventory levels needed to be adjusted to take this into account. No two pull systems are alike and the person who is creating the conceptual design needs to understand the ins-and-outs of the process. The presenter will review the basic formulas used to determine the inventory levels, and will share how to select parts in the pull system. 

 9:15 AM – 9:50 AM; Session #LSS–113

Downtime Reduction and Process Improvement: A Six Sigma Case Study

Raid Al-Aomar, Abu Dhabi University in the UAE

This session will describe a case study of downtime reduction in a business process at a local company. Thelocal establishment is a renowned multi-dimensional business with entities ranging from aviation machinery and equipment to travel agencies, tour operation, and transportation products. The presentation will analyze the need for improvement and what can be done using the Six-Sigma approach. The session will also discuss significant tools and techniques and their appropriate application for defect reduction and meeting the specifications set as standards.

 9:50 AM – 10:15 AM; Refreshment Break
 TRACK LSS-12 Lean & Six Sigma in Service Industry
 10:15 AM – 10:50 AM; Session #LSS–121

Think Outside the Black Belt Box - Specialized Tools for Transactional Applications

Kimberly Watson-Hemphill, Firefly Consulting

Due to time constraints, traditional Lean & Six Sigma Green Belt and Black Belt programs focus on a standardgroup of data analysis tools that require normal, continuous data, along with basic Lean. Did you know that there is a much wider range of tools available to you and these tools aren’t any more difficult than the ones you already know? This presentation will focus on specialized tools for transactional applications. The goal of the presentation is not to be detailed and technical, but rather to broaden the attendee’s awareness of the toolset available to them by presenting examples from multiple industries. Case studies include financial processes, sales processes, and marketing processes.

 10:50 AM – 11:25 AM; Session #LSS–122

Deploying Overall Equipment Effectiveness in Service

Stefan Sheckells, CSMBB, Prudential Financial; and Subhro Gupta, Cognizant Technology Solutions

Overall Equipment Effectiveness (OEE) is a concept used in manufacturing industries to simplify performance measurement, and enhance systems thinking and optimization efforts, but is less commonly implemented in service industries. The Prudential Continuous Improvement team remodeled the concept of OEE so it would be accepted within service functions and applied it to measure associate, process, and functional performance. Then, linking all three measures to the cost of operations, enhanced business management’s ability to identify and respond to non-standard conditions. The speakers will share lessons learned in deploying OEE in service functions and how using the metric and an OEE program did improve expense management, augment employee engagement and enhance customer experience.

 11:25 AM – 12:00 PM; Session #LSS–123

Agile Process Design: Faster, Better, and Cheaper

Bill Hathaway,, LLC

The study of Agile Process Design (APD) incorporates proven techniques to achieve superior results indesigning and deploying processes of all types. Beginning with techniques and tools for learning and defining process specifications, APD entails developing proposed solutions and rapidly prototyping them, which in turn creates opportunities for further innovation and experimentation. Once a possible solution is developed, piloting and testing against specifications (validation) provides a feedback loop for further innovation, development, piloting, and testing. At the core of ADP is a highly iterative approach which provides a useful toolbox to Lean & Six Sigma practitioners.

 12:00 PM – 1:00 PM; Networking Luncheon
 TRACK LSS-13 Increase Efficiency in Healthcare Using Lean & Six Sigma
 10:15 AM – 10:50 AM; Session #LSS–131

Financial Stewardship in Oncology - The Art of Healthcare with Lean & Six Sigma

Madhura Chandak Bajaj, FACHE, MSPT, JPS Health Network

In the JPS Hospital Oncology Infusion clinic, lack of a standardized workflow for obtaining authorized referrals prior to providing Infusion and Chemo services led to claims denials and significant financial impact in terms of reimbursement. Application of the Lean & Six Sigma principles and the DMAIC methodology has resulted in a cumulative 32% increase in authorized referrals from 19% to 51%. This in turn led to a 47% decrease in the number of accounts denied due to access-related reasons. It equates to a 53% decrease in reimbursement dollars denied due to access-related reasons. The operational success is boosted by the fact that this attainment of revenue cycle efficiency was FTE neutral and we have sustained the gain in the Control phase of the LSSBB project lifecycle. Come and learn the strategies used and lessons learned in this application. 

 10:50 AM – 11:25 AM; Session #LSS–132

Safer, Smarter, Smaller: Using Lean Driven Planning to Create Efficient Healthcare

Barry Kowalsky, MAAA, Stantec

Using a Business Intelligence Model based on Lean concepts to analyze variables including clinical activity,demographics, cycle times, utilization, availability, and treatment spaces, participants learn how to use Lean planning to improve management of healthcare facilities. Optimizing the relationships of all the variables will result in a functional plan that is appropriately sized (smaller), operationally efficient (smarter) and allows for more time for clinician and patient interaction (safer) over traditional functional planning processes that do not recognize the impact of Lean process improvement and may simply be based on historical anecdote.

 11:25 AM – 12:00 PM; Session #LSS–133

Apply Lean & Six Sigma Tools to Reduce Preventable Readmissions

Brian Galli, Ph.D., PMP, PE, LSSBB, Long Island University

Hospitals are driven to reduce unwarranted readmissions for patients with advanced illness while also improving utilization of resources and alignment of practices with the preferences of the patient and family. The Model for Improvement methodology can be utilized to develop and implement sustainable improvement strategies that not only support a hospital’s effort to reduce unwarranted readmissions for this population, but also improve the alignment of care resources with the preferences of the patient and family.

 12:00 PM – 1:00 PM; Networking Luncheon
 TRACK LSS-14 Lean & Six Sigma Professional Networking Meetings
 10:15 AM – 12:00 PM; Session #LSS–141

Lean & Six Sigma Round Table Discussions and Networking Meetings

Please join us to network with fellow practitioners who share common interests or career paths with you! Topics are grouped into two categories: (1) based on your area of interest, or (2) your career path. Note that these groups are not mutually exclusive and you may attend more than one group meeting, time permitting. Group seating is limited and will be assigned on a first-come, first-served basis. 

Lean & Six Sigma Professionals Networking Meetings

Please note that you do not need to be certified in the following categories to attend. For example, if you are planning on acting as a Master Black Belt or get a Master Black Belt Certification, you may choose to attend their meeting to find out how to get started.

  • Master Black Belt & Black Belt
  • Green Belt
  • Yellow Belt
  • Lean & Six Sigma Executives & Leaders
  • Lean & Six Sigma Beginners
  • Lean & Six Sigma Consultants & Trainers
  • User Groups
  • Careers in Lean & Six Sigma
  • Change Management
  • Dashboards
  • Deployment
  • Design for Lean Six Sigma
  • Employee Engagement
  • Getting Started
  • Global Applications
  • Healthcare
  • Hoshin Planning
  • Innovation
  • Kaizen
 12:00 PM – 1:00 PM; Networking Luncheon
 TRACK LSS-15 Apply Lean & Six Sigma in Government Operations
 1:00 PM – 1:35 PM; Session #LSS–151

City of Titusville, Florida, Expands Its Lean & Six Sigma Commitment to All Departments

Christine McGraw and Richard Stillwagon, City of Titusville

Titusville, FL, a city of 44,000 with a staff of 485, implemented "pathfinder" process improvement projects in two of its departments. Led by two LSS Green Belts, significant improvements were realized in the utility billing and payroll departments. Based on this success, the City Manager directed expansion of continuous improvement to all departments. Eight projects were completed across multiple departments, from reducing the time to get a citizen's water turned on to fire truck repairs. The two original Green Belts coordinated this newly named "Lean Team". This presentation will explore the challenges the city overcame during the deployment. The presenters will discuss the steps taken toward developing a culture of continuous improvement, and overcoming "because we've always done it that way" attitudes.

 1:35 PM – 2:10 PM; Session #LSS–152

NASA Lean & Six Sigma: Improving the Federal Government from the Space Station and Back 

Michael Moxley, NASA Glenn Research Center

Mark Adrian, Evoke Research and Consulting

NASA has been using Lean & Six Sigma since 2005 with great success in improving a variety of processes. Thepresenters will explain how NASA began this journey as a grass roots effort at Marshall Space Flight Center. During that time they focused primarily on Kaizen events using NASA trained Belts as facilitators. Since then NASA has gotten more senior leader support and also opened up the LSS toolkit to include DMAIC projects, 6S events, and Design for Six Sigma. One of the unique aspects of the program is the low cost of implementation. NASA spent considerably less per year for equal results. This presentation will focus on the history of NASA LSS and lessons learned.

 2:10 PM – 2:45 PM; Session #LSS–153

How Lean & Six Sigma Helped the City of El Paso, Texas, Improve Pot Hole Patching Operations

Richard Bristol, City of El Paso, Texas

The city of El Paso has engaged the principles of Lean & Six Sigma into many of its services and operationswith amazing results, specifically in the area of pot hole patching. For the five years prior to adopting Lean & Six Sigma, the city on average spent around $2.5 million per year repairing 1.3 million square feet of potholes. Included in this process were excessive traveling times, non-value added processes, and antiquated methods of data collection. Through the use of LSS, the city has saved over $200,000 on its patching program, increased its pothole repair production by 18%, implemented an automated data management process for tracking information, and gone from patching an average of 40 sites a week to an average of 56 sites a week.

 2:45 PM – 3:15 PM; Refreshment Break
 TRACK LSS-16 Achieve Long-Term Success Using Lean & Six Sigma
 1:00 PM – 1:35 PM; Session #LSS–161

Six Sigma – A Sixteen Year Transformation Journey

George Strodtbeck, SBTI, Inc.

This presentation describes the successful transformation of a $20 billion company to a continuousimprovement culture through the global deployment of Six Sigma over 16 years, resulting in savings of 2-3% annually during that time. Subjects covered include: the impact to the company’s bottom line; using the S-Curves and the Kano Model to drive organizational change; the evolving role of leadership; the changing nature of projects; operational versus transactional improvements; and Six Sigma as leadership development. The goal of this presentation is to help the attendee understand an operational approach to organizational change using Six Sigma.

 1:35 PM – 2:10 PM; Session #LSS–162

Making Lean Last - 12 Prosperous Years of Lean Transformation

James Joyner, Card-Monroe Corp.

Card-Monroe Corp. (CMC) located in Chattanooga, TN is the premier manufacturer of tufting machinery for theglobal carpet, rug and artificial turf markets with over a 50% domestic and international market share. With an average price tag of $1 million the highly sophisticated machines are customized to the exacting requirements of each customer order. The machines are typically comprised of three thousand unique parts and assemblies, with as many as 40,000 parts in the final assembly – most of which are manufactured in our own machine shops. It is a low-volume (60 per year), high-mix manufacturing environment.

 2:10 PM – 2:45 PM; Session #LSS–163

Have You LEANed Your cLEANing?

Michael Parks, LSSGB, Lean Expert, CIMS, AMS, Veritiv Corporation

Today many industries are applying Lean Principles to their businesses including: manufacturing, healthcare,construction, commercial printing, restaurant management, hotels, government, commercial office buildings, and more. This session will uncover that many Lean efforts today are overlooking a critical area of application – cleaning! Cleaning is embedded in Lean by way of sorting, setting in order, shining, and standardizing. However, most often these concepts are only applied to 7 recognized waste categories in production. As companies undertake Lean they will do some level of cleaning simply by virtue of the Lean process – Shining. What is often overlooked is the on-going act of cleaning the facility itself, holistically. Focusing on production efficiency is critical, but applying Lean to the actual activity known as “cleaning” is another opportunity to apply Lean principles. 

 2:45 PM – 3:15 PM; Refreshment Break
 TRACK LSS-17 Role of Lean & Six Sigma in Social Responsibility
 3:15 PM – 3:50 PM; Session #LSS–171

Continual Improvement for Social Responsibility: Applying Six Sigma for Sustainability

Holly Duckworth, Ph.D., Kaiser Aluminum; and Andrea Hoffmeier, Sherpa, Inc.

This presentation will allow attendees to participate in discovering common causal factors for excellence inQuality and in Social Responsibility, with Social Responsibility as a pathway to sustainability. Root cause analysis for corrective action and risk assessment preventive action are common tools for both Quality and Social Responsibility. The presenter will demonstrate the use of tools that can accomplish both. Attendees will walk away from this presentation as equipped advocates for sustainability and social responsibility in their organizations.

 3:50 PM – 4:25 PM; Session #LSS–172

Rebuilding Lives through Lean Applications

Brian DeVries, Haworth

This program will center on the story of the adoption of Lean at the Holland Rescue Mission, a not-for-profitorganization, and how it has been supported by Haworth, an office furniture manufacturer. The story will focus on the challenges, learning and results at both organizations in this partnership. The presenter will cover the importance of the following:

  • How they all came together, and the importance of leadership support and living your organization’s values
  • Working together and determining the next step
  • The Kaizen (spoiler alert, it was a great success)
  • Preparation and planning 
  • Customer focus: students/staff as well as end user
  • Execution: develop a delivery of the tailored training
  • Lessons learned and validating results of changes.
  • Going forward, what’s next (for both organizations)
Summary of lessons learned and a video of the work complete
 TRACK LSS-18 Pursuit of Excellence Using Lean & Six Sigma
 3:15 PM – 4:25 PM; Session #LSS–181

Really! This is Lean & Six Sigma Jeopardy!

Grace Duffy, MBA, LSSMBB, Management & Performance Systems

Have fun and test your knowledge in this interactive, modified version of Jeopardy. Participants will be groupedinto teams that will compete on category topics and related questions related to Lean & Six Sigma. Each topic category will progress from basic to advanced with something for all belt levels. Participate in this interactive game of Jeopardy with topics focusing on Lean & Six Sigma that include “Identify the Waste”, “Things That Sound Funny”, and “Go With The Flow”. Your hosts will pit contestants against each other in a match where even the audience gets a chance to win wonderful prizes. This session will provide you with an entertaining look at a tool that can be used to educate or reinforce training on any type of topic to any target audience. This presentation will include:

  • Introduction to a training tool – Lean & Six Sigma Jeopardy
  • Lean manufacturing topics
  • Six Sigma/DMAIC topics
  • Audience participation
  • Question and Answer period
 4:25 PM – 5:00 PM End Keynote; Session #LSS–182

The Relentless Pursuit of Operational Excellence

John E. Howard, II, MBB, Director of Operations, Olympic Steel, Inc.

Operational excellence is a mindset to continuously find ways to improve performance and profitability. It meansturning over every stone to find money and boost performance. The concept of operational excellence in manufacturing started with Lean and Six Sigma. Technology has allowed manufacturing to go faster. Quality must be built into each step of the process or the organization will be left behind. Mr. Howard will explore the pursuit of excellence at Olympic Steel, nationally and locally in Chambersburg, PA. Discover the ups and downs and the current results of the never-ending journey.

John Howard joined Olympic Steel in 2013 as the Director of Operational Excellence for Zeus Executives. He is responsible for Olympic Steel’s company-wide strategic development, tactical program management, facility deployment, systems integration and financial results consistent with Operational Excellence. His duties also include the corporate functions of safety, quality, operations, maintenance, asset management, and Lean & Six Sigma Black Belt training, certification and performance turnaround deployments. Mr. Howard’s career includes positions at General Motors, Allied Signal, Amazon, and Ingersoll. He received his Master Black Belt in 2005.

 5:00 PM – 5:10 PM 

Closing Remarks

Joel Smith, Chair, 2016 Lean & Six Sigma World Conference

Technical Sessions
ay, March 25, 2016

 Lean & Six Sigma 

Yellow Belt Certification Workshop

 8:00 AM – 4:00 PM; 0.7 CEU

Presented by Don Johnston and Bonnie Stone of CAS Adaptive Solutions

Note that this special workshop price is made possible by our sponsor CAS Adaptive Solutions. Upon successful completion of this workshop, participants will be Lean & Six Sigma Yellow Belt Certified and will receive 0.7 CEU for attendance.

Workshop Description: An ideal introduction to Lean & Six Sigma for those not yet trained as a Belt. The workshop received such rave reviews last year that we brought it back! This interactive workshop combines instruction with hands-on application of Lean & Six Sigma concepts. With this workshop you will learn:

  • The fundamental Lean principles, Six Sigma principles, and the overwhelming benefits of blending the two in a unified approach
  • Project execution based on the DMAIC (Define, Measure, Analyze, Improve, Control) methodology
  • Project targeting criteria and what makes a great LSS project
  • Lean & Six Sigma concepts and tools
  • Key elements of successful Lean Transformation 
  • Project Selection
  • Team Roles
  • Voice of the Customer (VoC)
  • Value Stream Mapping
  • Value-Add versus Non-Value-Add
  • Root Cause Analysis
  • Fishbone Diagrams
  • Lean Flow & Work Cells
  • 5S
  • Visual Tools
  • Capacity & Bottlenecks

Faculty: Don Johnston is CEO of CAS Adaptive Solutions, a business excellence consulting firm. Don has trained people at all levels in a variety of enterprises, from small businesses to Ford Motor Company and the Space Shuttle Program. Don received his Bachelor’s Degree in Mechanical Engineering from MIT and his Masters in Engineering Management from the Florida Institute of Technology. 

Bonnie Stone has over 20 years of experience in the aerospace and healthcare industries in Quality, Engineering and Organizational Excellence. Bonnie received her undergraduate degrees from Memphis State University, an MBA from Florida Institute of Technology and a Masters in Industrial Optimization from Embry Riddle Aeronautical University. She is a certified LSS Master Black Belt.

Who Should Attend: This is an outstanding workshop for beginners, practitioners, and executives wanting to better understand Lean & Six Sigma and who are seeking a Yellow Belt Certification.

Fee: $445 if registered by February 12, 2016; $495 after this date. The fee includes course materials and a certificate.


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