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Opening Plenary Session
Growing a Lean Culture-Examples from Toyota Group Companies
Implementing the tools of TPS is much easier than developing the culture that makes the tools useful. Even the Toyota group has had to work hard to build a lean culture in American plants. And the job is never done. Learn how Toyota's Georgetown plant, NUMMI, and DENSO have been working to build and sustain a lean culture. Through ebbs and flows it is a continuous improvement effort.
Speakers
• Jeff Liker (chair), professor, UM Department of Industrial
and Operations Engineering
• Gary Workman,
assistant general manager of car assembly operations,
Toyota
Production Systems (TPS), and productivity planning groups, NUMMI
• Mike
Brewer, Toyota production system coordinator, NUMMI
• Wil James, vice president, Manufacturing, Toyota Motor Manufacturing, Kentucky
• Joe Stich, general manager-production, DENSO Manufacturing Michigan, Inc.
Closing Plenary Session
Growing a Lean Culture Outside Toyota
The state of lean implementation outside Toyota is spotty at best. Little pockets of lean activity are created. But it is difficult to sustain an "island of lean." Learn how companies are working to build a lean culture across the enterprise.
Speakers
• Jeff Liker (chair), professor, UM Department of Industrial
and Operations Engineering
• Ann Katterson, Alcoa
• Greg Scheessele, vice president, global
operations, Pall Corporation
• William Blankemeier, president, Peopleflo
• Paul Brent, director of lean purchasing operations and global supplier development,
Delphi Corporation
Pre-Conference Workshops
We highly recommend that conference attendees who have not been trained in the topics presented participate in the optional pre-conference workshops on May 16. Monday's day-long workshops provide you with key skills and knowledge for adopting Toyota-style production:
TRACK 1
Back to Basics: Introduction to Lean Principles
Bob Anderson, independent manufacturing consultant and UM adjunct lecturer
This session is a practical discussion on the principles of lean manufacturing, suitable as an introduction for the new- comer and an excellent refresher on the basics for the more experienced. The session will highlight the "what" and "why" of the lean principles, preparing the participant for both practical application and additional future in-depth study.
TRACK 2
Developing Lean Leaders
Jay VanderZwaag, lean manufacturing consultant, Jay VanderZwaag and Associates, and Dave
Clark, director of manufacturing, Teleflex Energy
Companies attempting to create a lean organization seem to most often fail because of week middle management. This workshop focuses on the critical role of the "frozen middle" in the lean environment-manufacturing managers, group leaders, and team leaders. It will use case studies to bring this topic to life and simulate some of the basic tools that lean leaders can and should use in their daily work.
Breakout Workshops
Tuesday afternoon and Wednesday will be dedicated to workshops featuring hands-on training sessions and case studies that teach lean principles and tools, and provide implementation skills.
Principles of Lean Product Development
Jim Morgan, director, stamping business unit-engineering, and Art Hyde, manager, lean product development, Ford Motor Company
The Toyota Production System has become synonymous with world class manufacturing. Less well known is that in parallel Toyota was evolving the most efficient product development system in the industry. Lead times of 15 months are common and have sunk as low as less than one year. The principles: integrate people, process and technology into a stable process that continually improves. Jim Morgan and Art Hyde have been drawing on years of research to apply some of the methods of Toyota's system to Ford. They have deep insights from direct study of Toyota and the learning experiences of working to bring this approach to a very different culture at Ford.
Launching New Plants, New Products, and a New Culture
Tony Moore, senior manager, lean product development and production advisor,
DaimlerChrysler
While companies implement cells, kanban, and visual factory
to take waste out of processes they continue to flunk lean launch 101. New product
launches mean a rush of engineers to the plant to fix the myriad of quality problems
and equipment failures. Yet, we hear about the magic of Toyota's near flawless
launches where Friday they are making the last generation and Monday they are
making the new model without missing a beat. How do they do it? What types of
preparations are necessary? Learn from Tony Moore who was launch manager for
Toyota's Princeton, Indiana plant. He is now teaching the detailed planning approach
to DaimlerChrysler. And it is working.
Lean Logistics: Strategy Development to Operational Implementation
Robert Martichenko,
president, LeanCor LLC
As companies continue their lean journey, it becomes clear that lean must extend outside the four walls of the organization. Lean logistics processes from suppliers and customers are crucial to reduce inventory and eliminate supply chain waste. Join Robert Martichenko as he discusses the opportunities and challenges surrounding lean logistics. Through delegate participation, you will actually develop a lean logistics strategy and uncover the key elements that are crucial for operational success. You will discuss and learn about total logistics cost, lean logistics network modeling and the logistics challenges and solutions surrounding unleveled demand.
Costing the Value Stream-Adding Cost/Benefit Analysis to Lean
David Arnsdorf, senior researcher, Altarum
While it seems obvious to lean believers how much waste there is in traditional processes and the vast improvements lean can bring, it is not always obvious to decision makers who demand a business case for change. Unfortunately traditional accounting methods vastly understate the benefits of lean. Learn how you can turn accounting to your advantage and estimate the true costs and benefits of eliminating waste in your value streams.
The Complete Lean Enterprise: Incorporating Value Stream Mapping
in Administrative and Office Processes
Beau Keyte, president, Branson, Inc.
Waste on the shop floor is caused, in part, by production support processes. Once companies begin to understand their production systems from a lean perspective, it is time to challenge and redesign the office support processes from an "enterprise" perspective. This workshop will relate value stream management to administrative areas and get you started in identifying key problems and focusing the direction of your lean efforts in the broader organization.
Lean Thinking for Healthcare
John Long, MD, director, Lean Concepts Detroit, LLC
One of the fastest growing industries to embrace lean thinking is the medical field. With costs seemingly going up with no end in sight and customers who may or may not be able to actually pay for care there is increasing pressure for medical facilities to take lean seriously. Many are embracing it as a mission in a long-term sense much as the Toyota Way would dictate. One key to success is winning over MDs who have so much power in hospitals. Dr. John Long is up to the task, having practiced medicine for 25 years. He has been following closely the "Learning to See" approach of value stream mapping and waste elimination. He will provide an overview of lean in this exciting and rapidly growing field.
Learning from the Toyota Way
David Meier, president, Lean Associates, Inc. and Jeff
Liker, professor, UM Department of Industrial and Operations Engineering
The Toyota Way became an international best seller because it broke the mold of books about tools and deeply explored the underlying management principles that have made Toyota so successful. Now hear from the authors of the companion, The Toyota Way Fieldbook, which explores at a deeper level the tools and methods companies can use to learn from the Toyota Way. Liker has teamed with David Meier, a veteran as one of the first group leaders hired at Toyota's Georgetown Kentucky plant, to give an inside view of what it takes to get beyond tools and techniques. This is the first seminar to introduce this exciting new book due out in September.
Effective Use of Kaizen Workshops in a Lean Transformation
Keith Leitner, president, Leitner Consulting Group
In this session, you will learn what a kaizen workshop is and how to effectively utilize this powerful tool as part of your transformation. You will learn the "do's and don'ts" associated with kaizen workshops, learn how to properly structure the team and the workshop itself, and learn how to incorporate this process within your overall lean efforts. In addition, you will see many examples of successful kaizen workshops (from repetitive manufacturing, non-repetitive manufacturing and repair) and see the incredible results that are possible when this tool is properly used.
Plan-Do-Check-Act: Toyota's Kaizen Engine
Lyn Hollis, retired general manager of the prototype development department,
Toyota Technical Center, USA
Lyn Hollis presents a disciplined approach to continuous improvement as he taught it for years at Toyota. Companies often embark on benchmarking and other attempts to make quantum improvements in their operations. However, without a steady discipline, true continuous improvement will not take place. PDCA teaches this disciplined approach.
Policy Deployment: Making Knowledge Flow
Erik Hager, partner, Lean Productivity Systems
A key responsibility of management is to set the future direction and move the organization into that future. But conventional planning and execution systems are plagued by disconnects that create the most serious waste of all-that of knowledge, experience, and creativity. Hoshin planning seeks to create flow of Communication (information, ideas and strategies) so that the company can align its human resources with the needs of its customers and stakeholders.
Applying the Kanban Management System
Jeff Smith, lean practitioner and teacher
This workshop concerns the right use of the key ideas that fuel the success of the kanban system. Through application of these ideas a learning environment is created. This environment is a self-initiated growth plan developed by the owners of the process and product to serve the production system targets and customer needs. Through discussion and case study this workshop explains the basics behind why the kanban system is a powerful component of a solid business strategy and challenges the traditional thinking barriers of a push type production process.
Case Study Track 1: Learning from the Toyota Group
Experience
Gary Workman, assistant general manager of car assembly operations, Toyota Production Systems (TPS), and productivity planning groups, NUMMI, Mike Brewer, Toyota production system coordinator, NUMMI, Andris Staltmanis, assistant general manager, manufacturing engineering, and Brian Denbrock, DENSO
Building on the plenary session, NUMMI and Denso, both recognized 'lean models', will share their recent initiatives to further raise the level of TPS. Both companies have learned that a lean culture does not sustain itself. It takes continual energy. Recent efforts are making major improvements and producing incredible results.
Case Study Track 2: Growing a Lean Culture in
Traditional American Manufacturing
Matt Zayko, global director—continuous improvement, and Derek
Whitworth, vice president, manufacturing—process technology division, Pall Corporation
Matt and Derek will describe Pall's journey of more than 10 years to go from pilot programs in the Ann Arbor plant to globalizing lean as a corporate philosophy. The company is making progress toward becoming a lean enterprise in the medical filtration area.
Mike Tomko, director of operations, Hastings Manufacturing Company
Mike will describe how lean is transforming a traditional small Michigan company that makes a huge variety of pistons in low volume as service parts to a lean, agile competitor. Learn how these organizations are working to build sustainable lean cultures.
Case Study Track 3: Building Lean Culture in a
Government Repair Environment
Michael Butler, and Mike Supko, NAVAIR Depot, and
Robert Kucner, NAVSEA
Some would think that the most resistant culture to change would be large government bureaucracies. Yet, all of the branches of the department of defense have active lean programs to reduce lead times, save taxpayer money, and do a better job of defending the nation. Two case studies will illustrate how bases that repair weapon systems for the armed services are using lean to transform the culture and increase service to customers. NAVSEA is responsible for repairing submarines, aircraft carriers and other vessels for the Navy. NAVAIR repairs aircraft for the Navy. Both have private sector counterparts that in some cases have been more efficient. This, however, is changing through the systematic application of lean at the technical and cultural level. Cultural change is being achieved through hands-on activities that remove wastes from processes on the floor and through the dramatic results of these projects.
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