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Workshops and Plant Tours

Lean 101

A1 Lean Fundamentals
In this session, we'll explore the basics of achieving and sustaining enterprise-wide Lean. We'll review five rules of lean DNA: 1) the standard work that governs all lean activities; 2) the pathways of communication; 3) the flow of products, material, and information; 4) the scientific method that governs all changes to standard work; and 5) the Socratic method that guides lean leaders.
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B1 Value Stream Mapping
This module will take you through a step-by-step method of value stream mapping and story boarding. You will learn how to gather the information needed to eliminate non-value-adding processes, and how to use value stream management to plan the implementation of your Lean activities for sustained improvements over the long haul.
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C1 Building a Continuous Improvement Culture using 5S
It is no secret that the implementation of Lean is 20% technical and 80% social. Today, many companies have a firm understanding of the technical side, but fall short of their improvement goals because they can't make the necessary changes on the social side. As a result, gains are short term and aren't sustained, and the program loses momentum and eventually support. While most of today's managers understand the principles of 5S and can make the connection between implementation and a cleaner, better organized workplace, few understand the tremendous potential the 5S implementation process has to truly empower the people, resulting in a culture of continuous improvement that will ensure sustainable results. In this session learn how to use the 5S methodology to not only clean and organize your workplace, but to empower your people and instill a culture of continuous improvement in your organization.
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D1 Standard Work
Standard work is central to achieving and sustaining the Lean enterprise. By definition Standard Work demands adherence to today’s best practices and must be imbedded in all we do, from standard operations in the workplace to standardized policies and procedures. In manufacturing operations, standard work is a key element in the elimination of waste and excess inventory and in achieving balanced and synchronized production. What it boils down to is that absent of standard work there can be no Lean. Guided by a classroom simulation, participants will use a proven methodology to develop a standard procedure, and then apply document control and visual workplace principles and techniques to train others in their new best practice, or standard work
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E1 Quick Changeover
Learn the principles and techniques needed to decrease changeover times and increase inventory turns. This workshop will teach you the changeover methodology that will allow you to gain manufacturing flexibility while increasing your ability to react to customer demands and competitive pressures. Through a combination of lecture, group exercises and simulation this workshop will demonstrate how to use standard work to reduce changeover time and make more changeovers to satisfy one-piece flow.
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J1 Team Based Problem Solving Using CEDAC
From symptoms to root causes, this module teaches an effective problem solving system that allows the user to create a logic chain. Learn a reliable method for identifying a problem's root cause and for generating effective solutions. Using a powerful kaizen tool called CEDAC (winner of the Deming Prize), unlock your team's knowledge and creativity while learning how to integrate problem solving with improvement tools to focus on "priority" problems and opportunities. Lean 101
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K1 Introduction to TPM (Total Productive Maintenance)
This module will carefully explain each of the basic TPM Pillars, how they relate to each other to create a natural synergy, and how they can result in an immediate return of the TPM investment when properly utilized in today's maintenance and manufacturing workplace. Actual case studies will be explored to show the rates of sustained improvements and to show the relationship between TPM and the roots of Lean Manufacturing.
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Lean 201

A2 Strategic Planning and Policy Deployment
The fundamental purposes of hoshin kanri (strategic management) action in a Lean enterprise is to focus a company's improvement efforts on a small number of very well defined initiatives to align and mobilize SBU's, plants, departments, and all supporting personnel in the transformation process. In this module, we'll present a proven business renewal planning and deployment process that will allow you to incorporate your strategic priorities into daily work at every level in your organization. We will also review and discuss the key performance indicators, targets to improve, bowlers, and countermeasures that will ensure you remain on course and that your improvement projects are meeting your strategic objectives.
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C2 Value Stream Management
This session will start with a quick review of value stream mapping discussing pit falls and common mistakes. Then we will look at the value stream process with renewed emphasis on information flow and the four rules of the Toyota Production System.
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D2 Value Stream Quantitative Analysis
Many organization’s value stream mapping efforts have fallen short when it comes to a) clearly explaining the logic in establishing data-box kaizen priority, and b) translating future-state data-box values into expected business impact. This session introduces an easy to understand approach that ensures you are working on the “first things first” when it comes to the improvements exposed via value stream data-box metrics. Laptop PC with MS Excel is required.
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E2 Establishing Flow
For many organizations involved in a Lean journey, the realization that Lean success is not easily attained is a daily reality. The key to successful implementation of Lean is not so much about the implementation of tools, but the creation of a self-regulating, self-correcting, learning system that consistently and constantly improves. To accomplish this, standard work must be the foundation of all improvement initiatives. In this module, we will take a second look at what it takes to create workplace standards and a process to ensure the constant evolution of those standards as the key factor in your improvement initiatives.
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J2 Mixed Model Kanban
Do you manage value streams that could accurately be characterized as being “high Mix”? This session delves deeply into the process of determining how to best connect value stream processes that cannot, in the near-term, be connected using continuous flow principles. In this session, using interactive presentation and case study, you will learn the mechanics of kanban, how to perform the necessary quantitative analyses, key future state value stream performance metrics, and how to design a mixed model kanban board. Laptop PC with MS Excel is required.
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K2 Leveling
To maximize the benefits associated with achieving continuous flow production, your production control function must develop a schedule eliminates the variation in demand amplitude...while at the same time optimizing your flexibility and responsiveness to the customer. This session explores several approaches to developing a level schedule at the pace maker process in your value stream. Laptop PC with MS Excel is required.
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Lean Office

A3 Administrative Value Stream Mapping
Develop a different set of lenses with which to see your work processes. Through a combination of classroom, case study, and group exercise, you will learn how to identify and scope Lean projects within the context of a business process. You will develop a current state map visualizing a cross-functional value stream and then develop a future state map linking the changes in the value stream to the necessary changes in the business outcomes of the enterprise. An implementation plan will then be developed, highlighting the critical process kaizens necessary to achieve the future state. NOTE: This is an 8-hour session. The session continues on Tuesday morning. Lean Admin
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C3 Lean Administrative Simulation
This simulation-based session will introduce you to the various Lean concepts and their application to administrative processes. Working in teams in a simulated administrative environment, you will identify improvement opportunities and then through an actual kaizen event, implement your ideas. Through several rounds of simulation you will measure the impact of improvements and gain an understanding of how both the basic and progressive Lean tools all play a part in the value stream and organization-wide improvement process. NOTE: This is an 8-hour session. The session continues on Wednesday morning.
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E3 Leading the Lean Enterprise
Companies in many industries have struggled to sustain the benefits that have been realized by the application of various lean concepts such as flow, pull, and workplace organization. But, why is sustaining so difficult? The key to the successful application of Lean is to recognize that it requires a change in the “culture” of an organization - a change in the way the organization acts, interacts, communicates and makes decisions. Further, it is the leadership of an organization that determines its culture. However, few people in leadership roles truly understand what it takes to lead in the Lean Enterprise. In this workshop we will explore the role of the Lean leader and the necessary move from traditional command and control management practices to the practice of facilitative leadership. Participants will begin to create a Lean Daily Management System -- structured series of activities that are a must for all Lean leaders. The result will be a clear understanding of the leader’s new role, and how to fulfill it. The rest comes with practice.
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J3 Lean Office through Kaizen
The Kaizen Blitz is a very effective tool and an intensive and focused approach to process improvement. The Kaizen Blitz is action oriented and has proven to be an effective means to apply standard work, flow and pull concepts in the office, as well as workplace organization and visual management techniques. In this session, participants will learn how to scope and prepare for a kaizen event, the 5-step methodology to conduct a kaizen event and the characteristics necessary to ensure a successful event. Numerous photographed examples will be provided throughout. Specific tools often used in kaizen events will be reviewed including waste walk forms, 5S audit forms, kaizen presentation templates, analysis sheets, and more. Finally, the role that a Kaizen Practice Office (KPO) can play in driving continuous improvement in an organization will be reviewed.
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K3 Team Based Problem Solving Using CEDAC
From symptoms to root causes, this module teaches an effective problem solving system that allows the user to create a logic chain. Learn a reliable method for identifying a problem's root cause and for generating effective solutions. Using a powerful kaizen tool called CEDAC (winner of the Deming Prize), unlock your team's knowledge and creativity while learning how to integrate problem solving with improvement tools to focus on "priority" problems and opportunities.
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TPM (Total Productive Maintenance)

A4 Autonomous Maintenance -Operator Based Maintenance
When properly implemented, Autonomous Maintenance can eliminate the causes of 40-60% of unplanned downtime. In this module, learn the seven steps of implementation, how to transform the relationship between operators and maintenance, and how to implement operator-based maintenance activities that contribute to overall equipment effectiveness.
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B2 Maintenance Manager 101
What is your maintenance plan? For many maintenance organizations burdened by constant firefighting there is no plan, there is simply a rally cry to “get it fixed”. Yet to be most effective, today’s maintenance organization should have a well thought out plan. In this workshop, we will explore what it takes to put together an effective maintenance management plan. Using the 10 Things to Consider Checklist, we will look at establishing a maintenance vision, discuss skills and skills training, understand the current state of our lubrication, predictive and preventive maintenance programs and answer the question...”what does it take to approach zero equipment stoppages?”.
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C4 Focused Improvement
This module will use video from an actual operation to demonstrate how to move from OEE measurement through Loss Analysis to specific Focused Improvement, in a case study format. Participants will be introduced to the Focused Improvement Diagram, an eight-step visual approach to the Define, Measure, Analyze, Improve and Control cycle.
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D3 Maintenance Planning and Scheduling
Moving from a reactive maintenance organization to a proactive maintenance organization requires constant improvement in the way the maintenance process is managed. A key element of any proactive maintenance organization is its ability to properly plan and schedule repairs and PM's. In this session we will teach the value of good planning and scheduling, present the basics of a good maintenance planning & scheduling process, and introduce participants to useful metrics that will help justify the implementation of a planning and scheduling program.
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E4 Maintenance Pillar of TPM
The basics of good maintenance are essential for any TPM initiative. However, studies have shown that up to 50% of all equipment breakdowns have a root cause related to the neglect of maintenance basics. How do companies develop the maintenance pillar of TPM to insure it supports the other pillars? This module details the necessary components of the maintenance pillar of TPM and how to make it a sustainable part of your company's TPM strategy.
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J4 Cost Deployment...Beyond OEE
Cost Deployment is an advanced TPM approach that goes beyond OEE and Loss Analysis to define the cost of specific losses and focus improvement activity where it will best enhance profitability. To do this, the TPM Loss Analysis model is extended to 16 losses to cover manpower and resources as well as equipment. Cost Deployment also introduces the concept of causal and resultant losses, so that the full cost of breakdowns and performance losses can be assessed. In this workshop we use the example of a beer-bottling line to illustrate causal and resultant losses and the cost deployment process.
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K4 Integrating Total Productive Maintenance and Six-Sigma
This module explores the integration of TPM and the tools of Six-Sigma to provide a well ordered approach for acquiring total process control. Applying both of these methodologies in tandem presents today's most powerful means of achieving your equipment performance improvement goals of "zero breakdown" and "zero defects" with minimum maintenance costs. (Note: This module requires participants to have a working knowledge of Total Productive Maintenance and Six-Sigma.)
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Innovation

A5 Innovation Leadership
Innovation Leadership: Why is it that some companies seem to have a “knack” for consistently introducing creative products/services? What is different about the beliefs, skills, behaviors and expectations of the leadership of these organizations? Can they be replicated in your organization? In this session we will discover the answers to these questions and others by decoding the innovation “DNA” of the leaders of some of the world’s most innovative companies.
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B3 The Strategy of Innovation
The Strategy of Innovation: In this session we present the key concepts associated with innovation in your products/services and strategic intent. We present the supporting structures and mechanisms that the best innovators adopt in order to visibly and directly connect innovation to the strategy of the organization. The outcome... employees and teams are well set-up to meaningfully deploy the various tools and techniques of creativity and innovation as part of their daily work routine.
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C5 Lean Innovation - Tools and Techniques
How deep is your organizations knowledge of the core principles associated with creative thinking? How extensive is your company’s idea generation and evaluation tool kit? In this session we present the concepts of the minds creative immune system, vertical vs. lateral thinking, pattern recognition, the power of previous perceptions, the Graham-Wallis 5-Step Creative Process. Tools to be explored include Idea-mapping, 8R’s, TRIZ, and the morphological matrix.
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E6 Lean Product/Process Design Using 3P
Are you ready to advance your improvement efforts past kaizen into the realm of kaikaku and do it in a way that leverages your organizations newly acquired innovation capabilities? In this session we will explore the secrets to Toyota’s approach to achieving innovative product and process designs that are relatively waste free from the start. Learn some of the tools and techniques which attack design related waste and ratchet-up the level of creative thinking that we embed in our products and processes.
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J5 Four Fields Mapping
In traditional project planning, the project is scoped out, broken down, chunked up, and then parceled out to those who will be working on the individual tasks. And while this method has its strengths, it also has its weaknesses…typically people and quality. The problem with traditional project planning is that it does not put nearly enough emphasis on who will be doing the work and even less on quality. Four-fields mapping is the Toyota technique of project planning using what we might call a cross-functional process map. This simple mapping system helps connect four fields - people - phases - tasks - standards - to create a robust project planning system that cements the cross-functional relationships that are critical to success. In this workshop we will explore the Toyota approach to project planning, look in more detail at the four fields and learn how to draw the four fields map.
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Plant Tour

E5 Lochinvar Corporation

The Lebanon, Tennessee facility is the world headquarters for Lochinvar Corporation, manufacturer of high efficiency commercial and residential water heaters, boilers, pool heaters and storage tanks. They have nine distribution centers worldwide, 350 employees in their Lebanon facility and 400 worldwide.

At their plant in Lebanon their focus on Lean manufacturing processes include:

  • Quick Changeover - incorporated into almost all processes and equipment enabling flexible manufacturing.
  • Teams - including both formal work teams and cross-functional teams utilized in most processes including continuous improvement events, product development and all office departments.
  • Visual controls in their production control boards, standard work instructions, 6S (5S + Safety)
  • Total Productive Maintenance (TPM)
  • Lean Flow
  • Value Stream Mapping

Significant features, plant highlights and areas specific to Lean manufacturing that will be viewed on this tour include:

  • High mix - Low volume manufacturing
  • Flexible Manufacturing Systems (10-40 minutes takt times)
  • Custom Build-to-Order Environment
  • Continuous Improvement Blitzes (process)
  • Product and Process Flow
  • KanBan Process
  • Housekeeping - 6S system (5S + Safety)

Departure for the tour is planned for approximately 12:45pm on Wednesday October 8. Expect to return to the hotel by 5:00pm. Final agenda will be available on-site. Transportation will be provided by Productivity Inc. Some competitors to Lochinvar Corporation may not be eligible to attend the tour. For more information please contact Productivity Inc. (203) 225-0451 and ask to speak to Customer Service.


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