Presenters     Robert E. "Bob" Anderson Robert E. "Bob" Anderson currently serves as an independent Manufacturing Consultant and as an Adjunct Instructor in the IOE Department at the University of Michigan. He retired from General Motors on April 2, 2002 where he was the plant manager for General Motors new Lansing Grand River (LGR) assembly plant. Prior to launching the LGR project, Anderson served as the plant manager of the Ste. Therese, Quebec assembly facility between 1995 and 1999. Anderson began his General Motors career in 1967 as a General Motors Institute (GMI) student at the then Fisher Body Division plant in Lordstown, Ohio where he held positions in engineering and maintenance supervision. He became senior staff assistant, forward planning, at GMAD headquarters in Warren, Mich., in 1979 and was named senior administrator for that function in 1983. In August 1983 Anderson was appointed director, plant engineering, for the GMAD plant at Wilmington, Del., becoming production manager in 1986. In 1987 he was appointed production manager for the former Chevrolet-Pontiac-GM of Canada Group plant at Framingham, Mass. In 1989, he was named managing director of the Inland Fisher Guide plant, Componentes Mecanicos de Matamoros, Mexico. In 1992, Anderson was appointed plant manager for Inland Fisher Guide in Anderson, Ind. In 1995 he assumed the plant manager responsibilities at the Ste. Therese facility. Born April 3, 1949, Anderson received a Bachelor of Science degree in mechanical engineering from GMI in 1972 and a Master's degree in industrial management from Rensselaer Polytechnic Institute, Troy, N.Y., in 1973. In addition to English, Anderson speaks French and Spanish and is a Registered Professional Engineer, licensed in the state of Michigan.     David R. Arnsdorf   Dave Arnsdorf is a senior analyst at the Altarum Institute working primarily in the Supply Chain area. Mr. Arnsdorf has more than 20 years of experience consulting with manufacturers, and is an expert in manufacturing cost accounting and lean manufacturing. He has worked in a variety of areas of manufacturing including activity based costing, lean manufacturing, electronic commerce, strategic planning, CAE and CAD system selection and use, and material management. He developed programs in Electronic Commerce and Activity Based Costing, and was responsible for designing and creating an interactive Web site. Mr. Arnsdorf has published articles in the areas of CAD Use, How to Succeed in the Die and Mold Industry and has made numerous presentations to manufacturing associations on a variety of topics including Activity Based Costing and Lean Manufacturing. He was given the award for best presentation at the Defense Manufacturing Conference in 1997. Mr. Arnsdorf is currently Project Manager on the Air Force Material Command Lean Trailblazer project. In this position he is managing teams at five different Repair Depots around the country in a coordinated effort to demonstrate the power of lean ideas is reducing time and cost in a repair environment. This project is intended to be a model for lean implementation for the Air Force. In his previous position, he was the President of the Alaska Manufacturers' Association (AKMA) headquartered in Anchorage, Alaska and founded by Mr. Arnsdorf in April 2000. The AKMA was the Alaskan office of the NIST/Manufacturing Extension Program (MEP). AKMA was a Non-profit dedicated to helping small manufacturers. AKMA assisted Alaskan companies in implementing quality systems, applying lean concepts, developing marketing and sales plans, and strategic planning. He led the development of a Quality Program for fishermen and fish processing plants in Alaska. Mr. Arnsdorf developed and regularly teaches a course on Lean Accounting and Metrics for the University of Michigan. He also developed an on-line course in Lean Six Sigma for the University of Michigan and regularly teaches courses on Activity Based Costing and Lean for several NIST/MEP Centers. Mr. Arnsdorf earned a BS in Architectural Engineering from Penn State University, and MS in Civil Engineering from the University of Michigan. He is a licensed Professional Engineer in CA, WA, and MI. Prior to his manufacturing consulting experience, he worked for ten years in the area of structural analysis and design. Previous employers include the Michigan Manufacturing Technology Center, Bechtel Power Corp. and the Austin Company.     Hazel A. Beck Hazel A. Beck is co-owner and CEO of Value Innovations, Ltd. Hazel has over 20 years of professional consulting experience in the semiconductor, aerospace, automotive, telecommunications and electronics industries. The primary focus of her work has been launching collaborative cost reduction programs with major manufacturing corporations and their supply chains. At the executive level, she provides an out-sourced cost reduction solution: from strategy and concept development, through pilot phase and initiative launch, to building an in-house group for initiative sustainability, that increases profits and adds value to improve bottom-line performance. She also specializes in organizational procurement transformation, relationship-based supply chain management, business process redesign and executive supplier councils. Hazel has worked extensively in multi-cultural corporate and team environments, primarily in the United Kingdom, Western Europe and North America. Through her efforts, her clients have achieved substantial reductions in outside-purchased parts, materials and services over a 1-2 year period. As a member of the Institute of Supply Management (ISM), she anchored a Satellite Seminar on the "Dynamics of Supplier Relationships" in 2003. She was the keynote speaker for Cal State Long Beach's Vendor Conference in 2004, and a returning presenter at the Plastics Encounter 2004. Hazel heads the west coast branch of Value Innovations, Ltd. in San Diego.     William R. Blankemeier William R. Blankemeier is the Founder and President of PeopleFlo Manufacturing, Inc. Founded in 2003, PeopleFlo designs, manufactures, and sells pumps based on a business model that involves starting with a clean slate and applying "lean" manufacturing philosophy to build every core business process. Prior to starting PeopleFlo, William was the General Manager for a leading rotating equipment company where he led the change from batch manufacturing to a lean manufacturing system. He holds a BA degree from Middlebury College, Vermont and an MBA from the University of Chicago.     Paul A. Brent Paul A. Brent is director of lean purchasing operations and global supplier development for the Delphi Corporation. His current appointment was effective August 2002. A native of Detroit, Michigan, Brent earned a Bachelor of Science degree in mechanical engineering from the University of Detroit in 1969, and a Master's degree in business administration from the University of Detroit in 1976. He also attended Harvard University's Executive Program for Management Development in 1995. Brent joined General Motors in 1967 as a co-op student at the former Ternstedt Division's Detroit Fort Street plant. He went on to hold positions there in Engineering, Quality Control, Materials Management and Production. In October 1979, Brent was appointed coordinator, manufacturing, and in May 1981, was named superintendent, production for the Fort Street plant. Brent was appointed production manager for the former Fisher Guide-Dundonald plant in Belfast, Northern Ireland in 1986. He was named production manager, Inland Fisher Guide-Anderson, Indiana, in September 1988. In 1990, he was appointed plant manager of IFG's Adrian, Michigan facility, which was later, renamed Delphi Interior Systems. Prior to his current assignment, Brent was the Divisional Lean Change Agent for the Delphi Safety and Interior Division from 1996 to August 2000 and the Delphi Packard Division through July 2002.     Mike Brewer Mike Brewer has worked in the Lean Manufacturing automotive environment since joining New United Motor Manufacturing in 1985. Following his three years at NUMMI, Mike was among the original alums tasked with adapting Toyota Production System (TPS) practices to General Motors Vehicle Assembly Plants across North America. For the next 15 years Mike was involved in lean transformation efforts within GM. He retired from General Motors after 35+ years and is now working as independent consultant in the Lean Manufacturing field. Since retirement from GM, Mike has worked at CAMI Automotive, Lear Corporation and most recently returned to NUMMI where he has been for the last year and a half functioning in the capacity of the Toyota Production System Coordinator. Mike's latest NUMMI involvement has been to help expand and accelerate TPS Training for the entire workforce and elevate Kaizen activities to new levels of performance. He has the distinction of being amongst only two GM employees to have been selected to work at NUMMI twice. In addition to Mike's experience implementing lean practices in manufacturing he has also applied his knowledge and experience in the academic arena where he has taught Lean Manufacturing at the University of Michigan in Ann Arbor.     David Clark   Dave has over 11 years manufacturing experience in a variety of manufacturing leadership positions with increasing responsibilities. Dave's first manufacturing role was as Production Superintendent in paint manufacturing with successive roles as production manager, plant manager and general manager with Magna International. In his current role as director of manufacturing, Dave's key initiative is to bring the Toyota Production System to become part of the Teleflex Energy culture. Dave also calls upon his nine years of experience as an officer in the Canadian Army in developing the leadership of the Teleflex operations team. Dave has experience leading and managing manufacturing facilities with in excess of $150M in sales, over 500 employees and having total financial responsibility over vertically integrated operations including anodizing finishing, chrome plating, injection molding, stamping and assembly. For the last 8 years he has been in Tier 1 automotive manufacturing, including 4 years as general manager with Magna International. Dave's conviction in the application of the Toyota Production System (TPS) is evident in his business practices and message to all levels of the Teleflex Energy organization. He has studied TPS and has developed tools and methods to allow leaders at all levels to understand their roles and responsibilities within the lean manufacturing philosophy. Dave's knowledge of operations from shop floor to the profit and loss statements at month end, he continually emphasizes the understanding of lean as a business philosophy not just a shop floor tool.     Bryan L. Denbrock Bryan Denbrock is a Section Leader in the Manufacturing Engineering Department at DENSO Manufacturing Michigan, Inc. (DMMI). His main responsibility is that of improving the overall productivity of the HVAC Plant by promoting Efficient Factory (EF) activity and TPS tools. Bryan directs and coordinates the implementation of projects that will result in: • Improved Direct Labor Index • Develop EF culture throughout the company • Reduced lot sizes for model runs/shorten lead time • Synchronizing visual systems from supplier to customer • Aid in company wide development of EF culture Bryan supervises DMMI's fabrication department and a staff of engineers that carry out the EF activities. His additional responsibilities include warehouse design, supplier chain improvement to incorporate EF activities. Develop a pull system with suppliers to reduce warehouse inventories. He is involved with training other engineers from Denso worldwide to implement TPS tools. Bryan has been with DENSO for 16 years. During his tenure he has been a production supervisor as well as new product introduction coordinator. The majority of Bryan's TPS training occurred in Japan beginning in 1999. There he learned the basic skills of kaizen improvement, standardization of non-standard jobs, and high level production systems. Bryan believes that the keys to implementing lean manufacturing strategies are: • Establishing supportive organizational structure • Creating the long term vision for all to embrace • Educating all levels of the organization • Developing kaizen culture To be successful, the challenge lies in breaking down existing mental models held in the organization that resist change and creating an environment of shared responsibility.     Erik Hager Theory without action is lifeless, action without theory is aimless. Erik Hager spent 12 years with Toyota. He joined Toyota Motor Manufacturing Canada (TMMC) at its inception as a shop floor team leader and grew into various international leadership positions including intensive developmental assignments in Japan and the USA. Erik served as principle consultant with the Toyota Supplier Support Centre (TSSC) under the renowned lean master Hajime Ohba. In this capacity he worked with major manufacturing firms across North America implementing the Toyota Production System (TPS). Erik's clients have achieved major benefits including dramatic improvements in customer orders met, reduced inventory, reduced defect rates, shorter lead time, and sharp reductions in changeover time and production space required. Erik has also served as production Group Leader and Practical Kaizen trainer. Erik helped to develop the TPS education framework for TMMC and TSSC. TMMC has since become a multiple winner of the JD Power Gold medal for quality and the Harbour Group Most Productive Plant. Erik continues to work with leading companies across North America implementing leading edge ideas.     Lyn Hollis Lyn Hollis was the General Manager of the Prototype Development Department at Toyota Technical Center U.S.A (TTC). Mr. Hollis, who retired in 2004, joined TTC in 1991 and was responsible for procurement and quality assurance for North American-sourced prototype parts. He also oversaw prototype vehicle production and manufacturing/serviceability evaluations. Included in this was responsibility for managing TTC's "Digital Assembly" activities, which used virtual engineering principles to simulate the assembly process to assist in finding assembly-related design issues. In addition to his responsibilities in prototype development, Mr. Hollis was also General Manager of the Technical Management Department, which included Information Technology as well as Applied Research and Basic Research. Prior to joining Toyota, Mr. Hollis held a variety of engineering positions including Chief Engineer - Passenger Cars for Panda Motor Corporation; Director of Engineering, SSA, Inc.; Vice President of Engineering, Vixen Motor Company; and five years as Design manager with Michelin Tire Corporation. His prior experiences also include seven years with GMC Truck and Coach Division in various positions leading to Project manager, Truck Test and Development. Mr. Hollis earned a Bachelor of Science degree in Mechanical Engineering from the General Motors Institute and has been an SAE member since 1985.     Wilbert W. James, Jr. Wil James was named Vice President of Manufacturing at Toyota Motor Manufacturing, Kentucky, Inc. (TMMK) in Georgetown, Kentucky on January 2, 2003. As Vice President, Mr. James responsibilities include overseeing all vehicle manufacturing operations within TMMK along with Production Control. He is also a member of the governing body that sets the direction and goals of the company in addition to short and long term volume and model planning for the corporation. Prior to that, he was General Manager of General Assembly and responsible for engineering, maintenance, production and internal parts conveyance for vehicle assembly of TMMK's two assembly lines, along with the Plastics organization. Three years prior to overseeing Assembly, Mr. James was the General Manager of the Production Administration Office. His responsibilities included the coordination and direction of all efforts of Production Support, Facilities Control, Environmental, Planning/Project Management, and TMMK's Toyota Production System Sections, as they related to establishing goals, planning, budgeting, and charting of accomplishments against targets. Prior to joining TMMK in October 1987, Mr. James held the position of Production/Maintenance/Project Engineer at Olin Corporation. He received his Bachelor of Science in Mechanical Engineering Technology from Old Dominion University in 1978. He also holds an Associate degree in applied sciences from Old Dominion University (1976). Mr. James serves as Toyota's representative for the Board of Affiliates for the National Society of Black Engineers. He is also a member of the Board of Directors for the Urban League of Louisville, Kentucky, the Kentucky Humanities Council, and the Partership for Youth Organizations. Past affiliations include Chairman of the Board for both Georgetown Municipal Water and Sewer Service and Toyota Federal Credit Union. Mr. James is a native of Norfolk, Virginia.     James "Beau" Keyte Beau Keyte is the founder of Branson, Inc., a management consulting company focused on the application of lean manufacturing strategies and techniques. Beau began his "lean" consulting career in the mid-80's at the Ford Motor company. He has clients in wide variety of industries such as automotive, pharmaceutical, paper, chemical, refrigeration, financial services, and healthcare. He has focused his implementation efforts on and off the "shop floor," and has successfully adapted many of the lean techniques to the "front office" as well. Beau has also successfully tied lean initiatives to the "bottom line" through the application of lean cost management techniques. In addition to assisting companies in implementing lean strategies, Beau also trains manufacturers and service providers in a variety of public and private settings. He is currently a faculty member and instructor for Lean curriculums at the Lean Enterprise Institute, Ford Motor Company, the University of Michigan, Ohio State University, and the National Institute of Standards and Technology (NIST), where he has assisted in the development and implementation of a consistent training program for use within small- and medium-sized manufacturers. Beau has co-authored a new book, The Complete Lean Enterprise: Value Stream Mapping for Office and Administrative Processes, available through Productivity Press.     Keith A. Leitner Mr. Leitner has been deeply involved in all phases of Lean for well over 15 years bringing particular expertise in the areas of Transformation Management, Kaizen Workshops, and Total Quality Management. Keith spent seven years at United Technologies where he learned the Shingijitsu style of Kaizen Workshops and was developed as a Lean Sensei. He progressed to Manager of the Office for Continuous Improvement and helped his facility become the showcase facility for Lean Implementation within his division. He then achieved major improvements in a very rapid fashion as C.I. Manager for a division of UDI. Later, Keith spent over five years with BTR Automotive, first leading the lean efforts for the North American Division, then leading the Lean Efforts Globally, and finally becoming the V.P. of Continuous Improvement and Quality Systems. In each of these areas, Keith led the efforts that significantly impacted his company's Lead Time, Customer Service, Quality and Profitability. After over 13 years working for manufacturing and service companies, Mr. Leitner joined Optiprise Consulting (Managed by Jeffrey K. Liker—author of Becoming Lean, The Toyota Way and winner of four Shingo Prizes) as a Senior Lean Consultant. During his time with Optiprise, Keith continued to lead successful Lean Transformations for manufacturing firms (ex. SSW Holding) while also leading Lean Transformations for non-repetitive manufacturing such as Northrop Grumman's Ship Systems. He also led Lean Transformations for repair environments like the US Navy (Shipyards and Air Depots) and the Air Force (Warner Robins). In July of 2004, Mr. Leitner formed Leitner Consulting Group where he continues his work with repair environments (continued association with Optiprise) and discreet manufacturers as well as Leading Lean Transformation in the Service Industry (Healthcare). Mr. Leitner holds a bachelor's degree in psychology from Appalachian State University and is an honors graduate with a master's degree in business from the University of North Carolina in Pembroke.     Jeffrey K. Liker, Ph.D. Dr. Jeffrey K. Liker is Professor of Industrial and Operations Engineering at the University of Michigan. He is the Director of the Japan Technology Management Program (JTMP) and co-Director of the Lean Manufacturing Certificate Program at the University of Michigan that offers a ten-day lean manufacturing certificate and a five-day lean product development certificate. Dr. Liker has authored or co-authored over 65 articles and book chapters and five books. He is the Editor of Becoming Lean: Experiences of U.S. Manufacturers, (Productivity Press, 1997), winner of the 1998 Shingo prize (for excellence in manufacturing research). He has also won Shingo prizes for his research in 1995, 1996, and 1997. In addition to Becoming Lean, Dr. Liker has published numerous articles and other books, including Engineered in Japan: Japanese Technology Management Practices, (Oxford University Press, 1995); Concurrent Engineering Effectiveness: Integrating Product Development Across Organizations (Hanser-Gardner, 1997), and Remade in America: Transplanting and Transforming Japanese Manufacturing Methods, (Oxford University Press, 1999). His most recent book, The Toyota Way, was released in January, 2004 by McGraw-Hill. He is currently working on Toyota's Product Development System with James Morgan (Productivity Press, in process) and The Toyota Way Field Book with David Meier. Dr. Liker is Department Editor of Manufacturing Systems for IEEE Transactions on Engineering Management. He is active as a keynote speaker, speaker for executive retreats, and as a lean consultant, independently and through a company he cofounded—Optiprise, Inc. Recent clients include G.M., Ford, Intier, PPG Industries, Johnson Controls, Tenneco Automotive, Framatome Technologies, Northrop Grumman Ship Systems, Jacksonville Naval Air Depot, and Portsmouth Naval Ship Yard.     John Long, M.D. Dr. John Long's 35 year background includes 25 years practicing medicine in Boston and Detroit, four years managing manufacturing companies and six years directing the Detroit division of Lean Concepts LLC, affiliated with the TWI Network. A graduate of Northwestern University, Evanston, IL. and Washington University School of Medicine, St. Louis, MO, John took his post graduate medical training in Pathology at Massachusetts General Hospital, Boston, MA. After serving at the Armed Forces Institute of Pathology, Washington, D.C., John was Assistant Professor of Pathology at Harvard Medical School, before joining the Anatomical Pathology Department at William Beaumont Hospital, Royal Oak, MI., where he was Director of the Immunopathology Unit. After practicing medicine for 25 years, John, acting on a lifelong fascination, embarked on a career in manufacturing, where he learned and applied the Toyota Production System. In 1994 John managed two automotive and non-automotive manufacturing companies, (Big Beaver Consolidated in Clawson, MI and Munoz Machined Products in Livonia, MI). At Munoz, a tier one automotive supplier, John successfully implemented Lean Manufacturing, and by improving process flow and efficiency, reduced cost and improved on-time delivery by 30 percent. In 1997 Munoz was awarded General Motors Supplier of the Year. John's combined medical and manufacturing experience (he has 126 medical, literary, manufacturing and business publications and presentations) offers a blend of expertise bridging medical practice, manufacturing and Lean practitioner that contributes to his objectivity and understanding of the challenges medical enterprises confront in their Quest for Lean.     Robert O. Martichenko Robert Martichenko is president of LeanCor LLC. Headquartered in Florence Kentucky, LeanCor delivers logistics and supply chain management services to companies embracing lean manufacturing and Six Sigma in order to eliminate organizational waste. Robert has over ten years of transportation, consulting and third party logistics experience. This experience includes multiple operational launches, including the "green field" start up at Toyota Motor Manufacturing in Indiana. Robert is a student and teacher of supply chain management, logistics, lean and six sigma. He is currently an active instructor for programs offered by the Lean Enterprise Institute and Saint Louis University -John Cook School of Business. Robert currently sits on the Editorial Advisory Board of Logistics Quarterly magazine and contributed the chapter on Lean Six Sigma Logistics in Michael George's book Lean Six Sigma. The author of the leadership handbook Success in 60 Seconds; Robert has recently co-authored the operational management book Lean Six Sigma Logistics, to be published in July 2005 by J. Ross Publishing. Robert complements his years of logistics experience with a Bachelor Degree in Mathematics from the University of Windsor, an MBA in Finance from Baker College and is a trained Six Sigma Black Belt. Past President of the Cincinnati Council of Supply Chain Management Professionals (CSCMP) Roundtable, Robert now serves as a regional advisor to a group of CSCMP roundtables.     David Meier   www.leanassociates.com David Meier learned the Toyota Production System (Lean Manufacturing) while working in Management for Toyota Motor Manufacturing in Georgetown, Kentucky. He learned the true essence of TPS from several sensei's during his 10 years with Toyota. David has been assisting companies with their improvement activities since 1992 when he first helped a small bird feeder manufacturer (Cedar Works) in Ohio. From those early efforts David learned how to implement Lean Manufacturing using an activity focused approach designed to generate substantial results while training experts within the company. In recent years David has worked with some of the largest companies in the world as well as with small privately owned companies. He has successfully applied the Lean principles, in both high volume and custom work environments, and in both manufacturing and office work places. David has recently completed The Toyota Way Field Book with Jeffrey Liker, author of the best selling book, The Toyota Way. In this hands-on book David and Jeff detail the language, concepts, and tools that managers need to bring Toyota's success-proven practices to life in any organization.     Tony L. Moore Tony Moore is a senior manager in product development at the Daimler-Chrysler Corporation (DCX). He manages the lean product development organization and is also an advisor for Chrysler's lean manufacturing initiatives. Mr. Moore has played a key leadership role in implementing lean launch and quality improvement initiatives at Daimler-Chrysler since joining the corporation in late 2000. His current responsibilities include: designing and implementing the chief engineer process at DCX and implementing a process for digital product/process simulation and validation for new programs. He is also responsible for managing chrysler's product development technical training group. Prior to joining DCX, Mr. Moore worked in various management positions at Toyota Motor Manufacturing Indiana (TMMI) within the project management and production control departments for five years. At Toyota, he was a member of the facility start-up team and held responsibility for leading overall project management and new model launch activities for the Toyota Tundra, Sequoia and Sienna programs. In addition, he also managed the production control and planning department. Mr. Moore participated in extensive Toyota Production System (TPS) training programs at one of Toyota's top Japanese plants (Tahara) and also trained at the Toyota Georgetown Kentucky facility.     James Morgan, Ph.D. James Morgan is a former vice president of a tier one tool and engineering supplier and director of lean product creation at Ford Motor Company with over 24 years of experience in product development. He holds MSE and Ph.D. degrees in engineering from the University of Michigan where he completed a three-year comparative study of Toyota and a North American OEM's product development systems. Dr. Morgan's research has lead to a multi-level, coherent systems model of lean product development which he has utilized in analyzing the development of new products and improving the product development performance of several Fortune fifty companies in both the US and Europe. Dr. Morgan has developed and taught numerous classes and seminars in product development at the University of Michigan, the Lean Enterprise Institute, SAE, the Lean Enterprise Academy and elsewhere. His research forms the basis a published article and a book he is currently co-authoring with Jeff Liker.     Gregory Scheessele Greg Scheessele is group vice president, Global Operations for Pall Corporation, the water and advanced materials sales groups within Pall's process technology division and a member of the Operating Committee. Greg joined Pall in 1993 and was most recently group vice president of global operations. Prior to that role Greg held the position of senior vice president of worldwide manufacturing. Prior to his employment at Pall, Greg has held many pivotal roles in operations where he was responsible for improving manufacturing efficiencies, ensuring consistent product quality and reducing costs. In his current role, Greg will support Pall's profitable growth objectives and the continued commitment to quality improvement and excellence in customer service. Greg holds a Master of Science degree in Industrial and Systems Engineering from the University of Michigan and a Bachelor of Science degree in Mechanical Engineering from Purdue University.     Jeff Smith   Jeff Smith is a lean practitioner and teacher.     Andris I. Staltmanis Andris Staltmanis is currently an assistant general manager (AGM) of manufacturing engineering at DENSO Manufacturing Michigan, Inc. (DMMI). His main responsibility is to manage DMMI's overall productivity (performance) system and promote/implement lean manufacturing activities to reach performance goals. Current activities include the following: 1. Improve the company productivity system. 2. Development of a mid-term plan along with the infrastructure to achieve related profitability targets. 3. Development of a long term vision for EF (efficient factory) to support the Global Denso vision of 2015. Beginning at DMMI in 1986 as an entry-level engineer, Andris has gained experience during his 18 year career by working in or managing several different engineering departments. These departments focused in the following technology fields: Injection molding, HVAC assembly, Heat exchange technology, and most recently TPS (Toyota Production System) implementation. Andris has a Bachelor of Science Degree in Mechanical Engineering from Michigan State University and is currently active in the following affiliations: ASME (American Society of Mechanical engineers), BAMA (Blue Grass Automotive Mfg. Association), and EF Enhancement Association.     Joe Stich As general manager of production at DENSO Manufacturing Michigan Inc., Joe is responsible for manufacturing and operations in the HVAC Plant, including process engineering, plant engineering, efficient factory leadership, and Toyota Production System (TPS) promotion. Before joining DENSO in 1988, Joe worked at Modine Manufacturing, Clinton Tennessee for four years as a personnel manager and then as plant superintendent. Prior to that, he worked at AllisChalmers Corp. of West Allis, Wisconsin for nine years. Joe received a Bachelor of Science degree in Business Administration from Marquette University, Milwaukee. He is on the board of the Battle Creek Area Math and Science Center and a member of the Society of Automotive Engineers and the Bluegrass Automotive Manufacturers Association.     Michael Tomko Mike Tomko is an experienced problem-solver, coach and mentor who applies the philosophy of TPS to all aspects of his life. Mike is a Six Sigma black belt as well as a graduate of the University of Michigan's Lean Certification program. He has over 10 years of manufacturing experience and has functioned in a variety of roles ranging in responsibilities from managing lean and technical initiatives to director of operations. Mike is currently the director of operations at Hastings Manufacturing Company (HMC). He has been with Hastings Manufacturing for the past three years. Hastings Manufacturing Company is an engine parts supplier for the automotive OEM and aftermarket specializing in the manufacturing and distribution of combustible engine piston rings. In addition to automotive applications, Hastings also offers pistons rings that are used in non-automotive markets including motorcycles, compressors, and other small engine applications. Hastings Manufacturing Company is a unionized facility located in Hastings, Michigan. Initial lean activities have yielded approximately $2.3 million savings during the first year in labor alone. Mike serves as a member of the Barry County Manufacturers' Round Table (BCMRT) Steering Committee, which is sponsored by the Michigan Economical Development Alliance. The mission of this group is to provide area business owners and Sr. Managers with the necessary resources to promote manufacturing job creation and retention within Barry County. Mike has taught several classes on lean manufacturing in order to help "kick start" lean activities within the attending companies. `     Jay R. VanderZwaag Jay has over 20 years manufacturing experience, filling a variety of leadership positions in all areas of manufacturing operations including team facilitator, group leader, manufacturing manager and Donnelly Production System facilitator (lean coordinator). He has direct experience with vertically integrated operations including paint processing, injection molding, roll forming, stamping, glass grinding, assembly, and shipping and receiving. For seven years he worked at Donnelly Corporation where he was intimately involved in and responsible for developing and implementing the Donnelly Production System (DPS). The DPS is a lean manufacturing philosophy modeled after the Toyota Production System. Jay was responsible for training hundreds of employees at Donnelly, from team members on the shop floor to vice presidents, in the use of lean tools. Not only was Jay responsible for the training but the teaching, coaching and mentoring of the practical application and implementation of the lean tools. He has hosted several Ford boot camps at Donnelly, he has taught standardized work classes at Ohio State University, Grand Valley State University, and is an instructor for the University of Michigan's Lean Manufacturing Certification Program where he teaches standardized work, developing and leading workgroups, job instruction, leading the change to lean, supporting lean tools and cell analysis and design. Jay is a lean manufacturing consultant providing training of lean tools, consulting services and shop floor implementation support to companies making the transition to lean principles. With his knowledge and understanding of the shop floor, he emphasizes the development of lean tools and the practices of lean manufacturing as well as the development of shop floor leaders to directly improve the bottom-line results of the operation.     Derek Whitworth Derek is corporate vice president, process technologies, manufacturing and a member of the executive committee of the process technologies division of Pall Corporation. In this role, Derek is responsible for the effective delivery of products to Pall customers across the world via the option of 15 manufacturing facilities in the USA, Europe, and Asia. Derek joined the company in 2003 as European manufacturing director, where he was responsible for the operation of Pall's manufacturing facilities in Europe. Prior to his employment at Pall, Derek held a number of key manufacturing, quality and business improvement positions with two multi-national aerospace companies. Derek has a BSc in Mechanical Engineering from Imperial College, London and is a Fellow of the Royal Aeronautical Society.     Jeffrey P. Wincel Jeffrey P. Wincel is founder and president of LSC Consulting Group and Lean Supply Chain Forum. LSC Consulting Group is an independent professional consulting service specializing in the integration of supply chain management and lean manufacturing, having served customers from high technology and automotive industries. Lean Supply Chain Forum is the educational arm of the LSC group, bringing seminar, conference, and written services for supply chain professionals and educators. Mr. Wincel is also an adjunct professor of supply chain management for Grand Valley State University's MBA and undergraduate programs. In 2004, Mr. Wincel released his first book through Productivity Press, titled Lean Supply Chain Management: A Handbook for Strategic Procurement. This book is already considered a ground-breaking work in brining together Lean Manufacturing Methodologies and Supply Chain Management. Previously Mr. Wincel served as vp and general manager aftermarket business unit and vice president of corporate procurement and materials for Donnelly Corporation. At Donnelly Mr. Wincel was responsible for running Donnelly's aftermarket business, which has approximately $50m in annual sales. He was also responsible for global purchasing activities for Donnelly's worldwide operations. These responsibilities included strategic commodity and supplier initiatives, source selection, and other procurement activities for approximately $600 million in annual purchases. Supplier development, supplier quality, and distribution/logistics are also part of the materials function under Mr. Wincel. Previously Mr. Wincel served as vice president and general manager of Donnelly's modular systems business unit, a $300 million operation. Prior to Donnelly Corporation, Mr. Wincel served as director of worldwide purchasing for TRW-Vehicle Safety Systems, Inc (VSSI) and director of worldwide purchasing for TRW Occupant Restraints System Group (ORSG). Mr. Wincel also served as director of purchasing and supplier quality assurance for ASC Inc; purchasing specialist for Ford Motor Company, North American Automotive Operations; and materials planner at Fisher Guide Division of General Motors. Mr. Wincel has a Masters of Business Administration (MBA) in Materials and Logistics Management Operations from Michigan State University and a Bachelor of Science in Employee Relations from Michigan State University. Mr. Wincel has also been selected as one of the 2002 and 2004 "Pros to Know" by Supply & Demand Chain Executive (formerly iSource Business) Magazine. He is a frequent contributor to many professional & industry publications, including Supply Chain Management Review and Purchasing Magazine. Mr. Wincel has also been a featured presenter at the University of Michigan Conference on Lean Manufacturing, the National Manufacturing Week Conference, the Institute for Supply Management, and the Institute for International Research. Mr. Wincel has also been a featured panelist on the NAPM national satellite education series.     Gary Workman Gary Workman is NUMMI's assistant general manager of car assembly operations, Toyota Production Systems (TPS), and productivity planning groups at New United Motor Manufacturing Inc. (NUMMI), in Fremont, California. In addition to managing the car assembly shop, Gary's responsibilities include overseeing company-wide TPS Kaizen and training activities. He is leading efforts to apply the latest TPS practices aimed at recalibrating the NUMMI organization. Since joining NUMMI ten years ago, Gary spent the first eight years in quality engineering and QC/QA, which included the launch of the Toyota Voltz export to Japan. Gary also functioned as the leader of QC's Ohbeya activity before moving to his current position. Prior to joining NUMMI, Gary worked for ten years with Federal-Mogul Corporation in engineering, quality and productivity improvement roles. Gary has a BSME degree from Michigan State University and an MSMM from GMI (Kettering University).     Matt Zayko Matt Zayko is director, continuous improvement for global operations at Pall Corporation. In this role, Matt and his team support the development, launch, and implementation of the Pall operating system throughout the organization. Prior to joining Pall in 2002, Matt has worked for Chrysler Corporation/University of Michigan joint project, Gelman Sciences, and General Motors/Delphi Corporation. Matt has held pivotal management roles in operations, engineering, and production control and logistics where he was responsible for delivering customer expectations, improving value stream efficiencies, ensuring successful process design, and reducing total costs at both plant- and regional/global-levels. Matt holds a Master of Science degree in Industrial and Operations Engineering from the University of Michigan and a Bachelor of Science degree in Physics from Alma College. In addition, Matt has co-authored numerous articles dealing with quality improvement, lean implementations, and more.         University of Michigan Japan Technology Management Program 1205 Beal Ave, 2715 IOE Bldg. Ann Arbor, MI 48109-2117 (734) 763-3258 (734) 763-0686 (fax) leanconference@umich.edu www.leanconference.org

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