Atlanta Aug 2013 Lean Summit AME
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Atlanta Aug 2013 Lean Summit AME Atlanta Aug 2013 Lean Summit AME Document Transcript

  • Luke FaulstickCo-owner, Presidentand CEO of PPI, theparent company ofPower Partners.ToursWe will have some amazingtours including visits to:Philips Respironics, PowerPartners, KIA Motors, Acuity-Brands, Milliken, TOTO andSunny Delight Beverages.If it’s all about leadership, whatare you doing to lead the way inimproving your organizationsability to compete? Join us.Take the lead. Come to Atlanta.Many organizations todaydon’t realize they havea leadership crisis intheir company? Infact many don’t evenunderstanding whata true leaders role is!Yet for most organi-zations, it’s all aboutleadership! Transfor-mational leadership!The Southeastern Region of theAssociation for ManufacturingExcellence (AME) is pleased tohost this Lean Summit in Atlanta.Come share, learn, growand enjoy.WorkshopsLearn all about how top-downleadership engages the real lead-ers of an organization to take fullcommand of their transformation.Learn why the leading indicatorLEAN SUMMITIT’SALLABOUTLEADERSHIP!of future business performanceis engaged teams. Teams thatunderstand the rules of the gameand are focused on the heartbeatof their business—the customer.KeynotesOur keynote speakers include:Art ByrneOperating Partnerwith J.W. ChildsAssociates.Joe BartoTrainingModernizationGroup, TMG, Inc.Larry CrullManager, LeanOperations fromFedEx Express.August 26-29REGISTER AT: AME.ORG/ATLANTA“Management is doing things right; leadership is doing the right things.” Peter Drucker
  • AME Atlanta 2013 Lean SummitAugust 26-29, 2013Detailed Data SheetsAME Link:http://www.ame.org/atlantaArt Hau10-May-2013
  • Table of ContentsTable of Contents ...................................................... 2Venue ........................................................................ 3Pricing ........................................................................ 4Schedule .................................................................... 5Team .......................................................................... 6Marketing .................................................................. 7Sponsors .................................................................... 8Keynote Speakers ...................................................... 9Workshops ................................................................ 11Tours ......................................................................... 21Networking ............................................................... 29Benefits ..................................................................... 30Raffle ........................................................................ 31Art Hau Page 2 of 31 10-May-2013
  • VenueHotelAtlanta Airport Marriott4711 Best Rd.College Park, GA 30337Phone: (404) 766-7900Fax: (404) 209-6808Contact:Allison Oliver-Laketa(678) 695-9075(678) 695-9191 (Fax)Allison.Oliver@marriott.comLink for registration: (Special rate available at $114 per night until: Mon Aug 19, 2013):http://www.marriott.com/hotels/travel/atlap-atlanta-airport-marriott/?toDate=8/30/13&groupCode=amxamxa&stop_mobi=yes&fromDate=8/26/13&app=resvlinkorReservations for the Event will be made by individuals calling reservations at 1.800.468.3571 andreferencing the AME Southeast Room Block by August 19, 2013.TravelAir: They say that getting there is half the battle. Not in Atlanta.Nearly 80% of the U.S. population is within a two-hour flight.Drive: At the epicenter of the South, three interstates converge in theheart of the city.City: On the ground, the airport is just 10 miles south of the city andMARTA is accessible in the baggage claim of the airport, theGeorgia World Congress Center and near most attractions.Art Hau Page 3 of 31 10-May-2013
  • PricingAME Member $845Non-member $995Discounts• No early bird discounts• 5 or more attendees from the same company $100/each• Members of the Georgia Tech Consortia $100/each• Attendees from tour host companies $200/each• Discount are per attendee and cannot be combined.• Discounts will be applied to the corresponding full price, $845AME member, $995 non-member.Art Hau Page 4 of 31 10-May-2013
  • Schedule♦ Monday, August 26th2:00PM – Atlanta 2013 Team Meeting3:00PM – Registration Opens5:00PM – Reception – Event kick-off♦ Tuesday, August 27th6:45AM – Breakfast7:15AM – All day plant tours (grouped by city for multiple tours per bus wherever possible)Lunch (boxed or provided by host plant)5:00PM – Keynote: Art Byrne “Lean Turnaround”6:15PM – Dinner♦ Wednesday, August 28th6:45AM – Breakfast7:15AM – Keynote: Joe Barto “AME Vet Friendly”8:00AM – Workshops9:30AM – Break11:30AM – Lunch12:00PM – Keynote: Larry Crull “Lean at FedEx Express, Air Operations”12:45PM – Workshops (continued)2:30PM – Break5:15PM – Keynote: Luke Faulstick “Lean Deployment & AME”6:00PM – Dinner and Raffle♦ Thursday, August 29th6:45AM – Breakfast7:15AM – ½ Day Plant ToursLunch (boxed or provided by host plant)Buses return to hotel no later than 2:30 pmGroup departsArt Hau Page 5 of 31 10-May-2013
  • TeamTeam LeaderLarry Fast(513) 939-4236larry@pathwaysllc.netLogistics ChairSharon Halsey(803) 657-6183Sharon@silvercrescentsc.orgMarketing ChairArt Hau(787) 608-1023arturo.hau3@gmail.comProgram Co-ChairsJoe Barto(757) 218-8444jbarto@tmgva.comHank Czarnecki(334-524-210leanhank@auburn.eduSponsorship ChairGlenn Marshall(757) 688-2995marsh8279@aol.comTours ChairKevin Singletary(770) 944-0079ksing1@charter.netLogistic TeamCorie Shields(706) 410-5048corie.shields@powerpartners-usa.comProgram TeamGary Lambert(828) 575-6302glambert@morrisbb.netLee Alves(336) 210-1604leea@simpler.comKeynote LeadGlenn Marshall(757) 688-2995marsh8279@aol.comTours TeamJared Norflis(404) 660-4120jared.norflis@sunnyd.comCorie Shields(706) 410-5048corie.shields@powerpartners-usa.comMentorJim Price(502) 570-2766jim.price@jitenterprise.comArt Hau Page 6 of 31 10-May-2013
  • SponsorsGuidelines:Platinum — $5,000 cash donation; will receive 3 complimentary registrations to theevent, recognition on signage and printed materials and a small table for materials anddiscussion with attendees.Gold — $2,500 cash donation; will receive 2 complimentary registrations, recognitionon signage and printed materials and a small table.Silver — $1,000 cash donation; 1 complimentary registration, on signage and printedmaterials and a small table.Sponsor CategoryHarris Products Group (Lincoln Electric) PlatinumGeorgia Tech Platinum (in kind)Power Partners GoldClorox GoldAME Toronto 2013 International Conference GoldProductivity Press SilverExploringSimpler, Milliken, MicoAire Surgical InstrumentsArt Hau Page 8 of 31 10-May-2013
  • Keynote SpeakersLineup:Dinner, August 27th – Art Byrne “Lean Turnaround”Breakfast, August 28th – Joe Barto “AME Vet Friendly”Lunch, August 28th – Larry Crull “Lean at FedEx Express, Air Operations”Dinner, August 28th – Luke Faulstick “Lean Deployment & AME”Art ByrneArt Byrne is an Operating Partner with J.W. Childs Associates, a private equity firmspecializing in leveraged buyouts and recapitalizations of middle-market growthcompanies, where he leads the implementation of lean management at Childs portfoliocompanies.While serving as CEO or an equivalent position, Byrne implemented lean principles inmore than 30 companies (including subsidiaries) and 14 countries during the past 30years, giving him a matchless knowledge of how to turn around companies using a leanstrategy. Byrne began his lean journey as general manager at the General ElectricCompany. Later, as group executive, he helped introduce lean to the DanaherCorporation. As CEO of The Wiremold Company he quadrupled the company size and increased itsenterprise value by 2,500% in less than 10 years.Byrne holds a bachelors in economics from Boston College and a masters from Babson College. He alsoserves as a board member of the Shingo Prize. In November of 2012, IndustryWeek Magazine inductedByrne into the Manufacturing Hall of Fame.Luke FaulstickLuke Faulstick is the co-owner, President and Chief Executive Officer of PPI, theparent company of Power Partners. After serving on the companys Board of Advisorssince 2003, he came to Power Partners in early 2012 from DJO Global, where he hadbeen Chief Operating Officer. Faulstick has had senior operating management roles atTyco Healthcare, Graphic Controls, Mitsubishi Consumer Electronics and EastmanKodak. Under his leadership, DJO Globals operations teams and manufacturing plantswon numerous awards, including the Shingo Prize for operational excellence, IndustryWeeks Best Plants, and the Association of Manufacturing Excellence OperationalExcellence Award.He served as Chairman of the Association of Manufacturing Excellence from 2009 to 2011 and Directorfrom 2006 to 2012. He serves as a Member of the Rady Children’s Hospital Foundation Board ofTrustees. He is a recognized leader in implementing and managing lean, team-based operations. He is aCertified Board of Director through the UCLA Anderson School of Business. Mr. Faulstick earned an M.S.in Engineering from Rochester Institute of Technology and a B.S. in Engineering from Michigan StateUniversity.Art Hau Page 9 of 31 10-May-2013
  • Joe BartoJoe Barto has created and led TMG, Inc. to consistent, near perfect businessperformance since it’s founding as Training Modernization Group in July 2002. Avalues-driven Program Management Services company, TMG’s high level ofperformance has been recognized by the American Society for Training andDevelopment (ASTD) in 2002, 2003, 2004, 2006, 2008, 2009, 2010, and 2011 forExcellence in Practice with partners across America.A retired U.S. Army Lieutenant Colonel, Mr. Barto graduated and was commissioneda Second Lieutenant of Armor at the United States Military Academy in 1978 wherehe was an Army basketball player for Coach Mike Krzyzewski. During OperationDesert Shield and Storm he was the Chief of Operations for the 25,000 soldier 24th Infantry Division(Mechanized) and the Executive Office for Task Force 2-4 CAV which led the division into the EuphratesRiver Valley attacking the Iraqi Republican Guards. He was a Special Assistant to the CommandingGeneral, U.S. Army Training and Doctrine Command and the primary author of the June 1996 JointTraining Manual.Joe holds a Master Degree in Public Administration (Organizational Theory and Leadership) from JamesMadison University, was a Charter member of the United States Advanced Distributed Learning Initiative,serves on the Southeast Region Board of Directors for AME and a Director of the New Horizons RegionalEducation Center Foundation. Joe is on the Steering Committee for the Hampton Roads QualityManagement Council and the Chair, Workforce Development Committee of the Virginia Offshore WindCoalition.Larry CrullLarry Crull is the Lean Operations manager in Air Operations for Memphis basedFedEx Express. Mr. Crull and his team are responsible for leading theimplementation of Lean practices and developing a culture of continuousimprovement to support the safe, reliable and efficient operations of aircraft withinFedEx’s fleet.Mr. Crull has over 25 years’ experience in the aviation industry and since 2006 Larryand his team have been leading the implementation of continuous improvement inthe aircraft maintenance, engineering, materiel and supply chain organizations withinFedEx Express. His responsibilities include developing Lean facilitators, maintainingthe Lean training academy, mentoring employees, delivering certification programs and providing Leanleadership for senior management and frontline workers in a division of more than 9800 employeesworldwide to develop a sustainable Lean culture.Art Hau Page 10 of 31 10-May-2013
  • WorkshopsToyota Kata: “Improving and Coaching your way to Success”Speakers: Bill Kraus/Brandon Brown/Hank CzarneckiThis workshop adapts the “Buzz Electronics” manufacturing simulation, used extensively by NIST MEPpractitioners, to effectively demonstrate the Improvement and Coaching Katas. This workshop has beenadopted by several large companies as the standard way to roll out Toyota Kata within their organization.This 8 hour, hands-on workshop, will involve:1. Presentation of the Toyota Kata Methodology utilizing Mike Rother’s “Toyota Kata Handbook”materials.2. Participation in the Buzz Electronics Improvement Kata simulation that brings Rother’s material“to life” as team members PDCA their way through the Kata process en route toward a Challengeand Target Conditions.3. Experiencing a Coaching Kata session that makes clear how the Learner, 1st Coach and 2ndCoach interact so effectively.4. Explanation and examples linking Vision, achievable Challenges and short term TargetConditions, in addition to the planning necessary with an Advance Group OverviewToyota Kata addresses the question “How can we lead our companies so they will survive and thrive inthe long term?” Since the future lies beyond what we can see, the solutions that we employ today maynot continue to be effective. So it is not the solutions themselves – whether Lean techniques, today’sprofitable product, or any other – that provide sustained competitive advantage, but rather the ability tounderstand conditions and create fitting, smart solutions. Toyota Kata is the routine to develop thiscapability in the organization, and is both a key factor in Toyota’s long-running success and a coreresponsibility of its leadership. Two specific behavior routines, or Kata: the Improvement Kata – arepeating routine of establishing challenging target conditions, working step-by-step through obstacles,and always learning form the problems we encounter; and the Coaching Kata – a pattern of teaching theimprovement kata to employees at every level to ensure that it motivates their ways of thinking andacting. This workshop is for all who are searching for a better way to lead, manage and develop people,which produce continuous improvement, adaptation, survival, and superior results. Briefly put – ToyotaKata channels and utilizes the capabilities of all its members better than we do with our traditionalmanagement methods.Speaker Biographies:Bill Kraus is a Project Manager with Arkansas Manufacturing Solutions (a NIST MEPcenter) and is the immediate past president of the AME SE Region. His primary focusincludes training, facilitating and coaching in the areas of Lean Manufacturing, TrainingWithin Industry and Toyota Kata. Prior to joining AMS, he spent 28 years with Monsanto,Engelhard and two privately held companies at Superintendent, Plant Manager and VPOperations levels in construction, maintenance and manufacturing. He is the pastPresident of the AME’s Southeast Region.Art Hau Page 11 of 31 10-May-2013
  • Brandon Brown serves as Arkansas Manufacturing Solutions Business DevelopmentSpecialist based at the University of Arkansas at Fayetteville. Brandon received a Master’sdegree in Engineering from the University of Arkansas and brings 15 years manufacturingand engineering experience to the AMS staff. Prior to joining AMS, Brandon worked inOperations with Central States Manufacturing and has served as a visiting professor at theUniversity of Arkansas teaching Operations Management courses. He has spent the pasttwo years working with companies implementing Lean and Toyota Kata.Hank Czarnecki serves as Lean Group Leader for Auburn Universitys TechnicalAssistance Program. Hank has more than 15 years of experience teaching Lean,facilitating kaizen improvement events and coaching companies on their Lean journey. Heis currently AME’s Southeast Region VP of ProgramsArt Hau Page 12 of 31 10-May-2013
  • Leading the Lean Revolution/Hoshin Kanri: Creating the Path forSuccessSpeakers: Larry Fast/Robert CampLeading the Lean RevolutionMany companies start down the road towards operational excellence with the best of intentions.Unfortunately, about 4 out of 5 companies who start this journey find themselves in the side ditch,spinning their wheels, in less than 5 years’ time. Surveys over the last 30 years paint the same pictureover and over again. Company leaders stand before their employees and exhort them to excel. Mostthen delegate “the program” and return to doing their jobs the same way they’ve been doing them foryears. They don’t fully understand the journey they’ve launched nor are they truly committed to the long-term nature of it. In short, they don’t “walk the talk”.Like most things in any organization, it’s all about leadership!—transformational leadership! Do you havea leadership crisis in your company? Do you or other leaders in your company lack understanding ofyour role as a leader of this revolution to achieve and sustain excellence? Whether you’re a CEO or afirst line supervisor, this workshop will help you understand your role as well as how to see the warningsigns of failure while there is still time to make corrections. In the afternoon you’ll get specific input onhow you can create the right, disciplined plan, Hoshin Kanri, to help insure your organization’s success!Hoshin Kanri: Creating the Path for SuccessOver the last two decades, almost 85% of companies engaging in a Lean Transformation ended it.Let’s agree: done properly, Lean should continue forever. So what happened? Didn’t they get thepromised results? For sure, they did. Then what? The most common answers to that question areprovided by the preceding workshop: “Leading the Lean Revolution.” In short, leaders fail to lead.The preceding workshop will address what to do and not to do in creating a sustainable Leantransformation. One of the steps “to do” is to conduct a Hoshin Kanri (Policy Deployment), early in thetransformation. What is that?The Hoshin Kanri workshop will take leaders step-by-step through a discussion of how a Hoshin Kanri(Hoshin for short) is conducted, what the outcomes are and what you’ll do with those outcomes.Hoshin is a top-down leadership approach leaving the real leaders of the organization in full command oftheir transformation. It will give them the tools to know what is happening at any given time in thetransformation, as well as, allow them to make midcourse corrections to keep their transformation on task,long into the future.Speaker Biographies:Robert B. Camp holds a Bachelor of Science degree in engineering from the United StatesMilitary Academy, West Point, New York, and a Master of Business Administration fromFranklin Pierce University, Rindge, New Hampshire.Robert spent almost 20 years of his career working for Mobil and Lockheed Martin.Throughout his career, he has performed roles that have drawn heavily on his increasingbody of Lean knowledge and experience.He has spent more than 10 years consulting to government and industry leaders on the topic of Lean. Hisconsulting work has taken him throughout North America, Europe, and Asia.Art Hau Page 13 of 31 10-May-2013
  • Today, he is Vice President of Operations for a company making apparel for the healthcare industry. Heis also serves as President of AME’s Southeast Region.A respected consultant on the subject and leader, Camp has already penned two books. His first, "Goand See: A Journey About Getting To Lean," is a text that explains the tools and philosophies of Lean,and examines the relationships between them.His second book, released in January, is a novel. Entitled "Sustainable Lean: The story of A CulturalTransformation," this book follows the life of a plant manager who hires a consultant to help him and hisstaff create a sustainable Lean transformation. In the process, they learn a lot more than they hadplanned, and become the best plant in their corporation.Camps third book is already underway and almost complete. Also a novel, it will look at a plant that isdragged, kicking and screaming, into a Lean transformation, only to be amazed by the success thatfollows.Larry E. Fast is a 41 year veteran of manufacturing—more than half of that as the seniormanufacturing leader for two different companies. His strategy and proven process toachieve and sustain manufacturing excellence is well documented having had numerousplants win awards for excellence. His book, The 12 Principles of ManufacturingExcellence: A Leader’s Guide to Achieving and Sustaining Excellence, was published inOctober, 2011 (Productivity Press). He is currently a judge for the Industry Week BestPlants competition and Vice President of Membership for the AME’s Southeast Region. He is Founder &President of Pathways to Manufacturing Excellence, LLC based in Gainesville, GA.Art Hau Page 14 of 31 10-May-2013
  • Just-in-time (JIT) Complex Multi-tiered Supply Chain Flow:Streamlining Materials Flow from Upper Tier Suppliers First-in, First-out, to Customer Points-of-use (POU)Speaker: Jim PriceThe workshop’s objective is to describe, discuss, then experience how Toyotas lean manufacturing and"just-in-time" logistics principles and techniques are applied to orchestrate complex, low volume, highvariety product multi-tiered supply chain flow. Progressive enterprise stages discussed are; productionplanning, order processing, supply chain planning, management, and flow, internal materialsmanagement, and multi-tier supply chain flow. These functions will be discussed within the context ofachieving “continuous flow”, “indexing”, or “pulsing” of required components/parts/kits as they sequentiallyflow from upper tier suppliers to the Customer’s points-of-use (POU) at the customer defined demandtempo (i.e., takt).Our approach will be to:• Discuss traditional manufacturing push replenishment supply chain, production control, and internalmaterials management.• Introduce and align lean manufacturing & just-in-time logistics principles and methods with key elementsof the supply chain and production management and control.• Present and discuss how leveled demand operations and logistics management approaches can beused to orchestrate the launch of components/parts/kits at upper tier suppliers, then flow them first-in,first-out (FIFO) through the supply channel to the customer’s POUs.• Reinforce this learning by experiencing actual complex, low volume, high variety, multi-tier supply chaincomponent flow through four tiers of a simulated supply channel.From a complex supply chain perspective, we will discuss:• Customer value, the importance of shortening lead time, pulling customer orders throughout the entireenterprise, operational pacing, work and activity balancing (heijunka), importance of opencommunications, right-sizing and balancing throughput rates (TPR) at all supply chain stages, launchingorders at upper tier suppliers, milk run pick-up tours, synchronizing feeder supply channels, and bufferingto mitigate unavoidable delays.• Demonstrate how Toyota’s just-in-time principles can be successfully applied to complex, low volume,high variety product production and logistics systems to demonstrate their value in exactly satisfyingcustomers needs, shortening total system lead time, assuring quality, and reducing costsSpecific Learning Objectives - Participants will take the following learning points with them to theirorganizations:• Should Optimize their entire Enterprise (i.e., Complete system) (e.g., Order processing, SC and,Production flow)• Should seek a holistic lean system design operating backward from their customer• Should “Right Size” Focused Factories (i.e., dedicated cells) internally and throughout theirsupply chains• Should seek to “index” customer required, time based, need sized “work Units” (e.g., Ship Sets.Kits, subassemblies, etc.) through all possible progressive SC tiers• Should maintain Customer sequence First-in, First-out (FIFO) flow & timing through progressivestagesArt Hau Page 15 of 31 10-May-2013
  • • Supply buffers should be inserted only where “time” delays are unavoidable (e.g., ship transport,batch processing, etc.)• Should openly communication end customer sequence and problems and their resolutions at allstages (i.e., Andon Problem ID & Correction Protocols)• Should “Freeze” end customer sequence to equal lead time from earliest order component launchpoint (i.e., pacemaker process)• Should integrate pull Internal flow with pull supply chain flow (Always operating at end customer’sneed Tempo)Speaker Biography:Jim Price gained his credentials in global logistics operations while serving twenty-oneyears as a logistics officer and defense industrial operations commander within the USArmy. He gained his credentials in just-in-time manufacturing and logistics processes whileserving as General Manager over Ryder Integrated Logistics’ Toyota North America team.There, his team was responsible for directing and executing the in-bound assembly partslogistics systems for the Toyota plants in Georgetown, Kentucky.Jim has also served as Plant Manager for two highway tractor & trailer remanufacturing plants, a steelcrankshaft forging company, and as Director of Operations over a hydraulic and pneumatic drive controlmachining and assembly manufacturer and a large scale material handling equipment manufacturer.Additionally, Jim served for six years on the faculty of the University of Kentucky where he led creation ofan effective on-campus Lean Boot Camp Program and an industry focused lean transformation supportprogram that has helped hundreds of companies kick-start their lean transformation journeys. Jim iscurrently serving as the Executive Director of the Kentucky based Just-in-time Enterprise Institute. Jim isthe President-elect of AME’s Southeast Region.Art Hau Page 16 of 31 10-May-2013
  • People Powered Lean: Building a Dream Team to Accelerate YourLean Journey Heartbeat Leaders FirstSpeaker: Joe BartoThe Lean journey to consistent near-perfect performance has two pillars; Continuous Process Improvementand Respect for People. An overwhelming amount of organizational effort is spent measuring, managing,and controlling the business process often described in cost, schedule, quality, safety. These are all laggingperformance indicators. The true leading indicator of future business performance is engaged teams, whounderstand the rules of the game, and have organizational structures focused on those leaders who arethe Heartbeat of the business. Organizations with highly engaged teams have earnings per share growthrates that are 2.6 times higher than less engaged organizations in the same industry. Recognized as adriver of productivity, competitive advantage, customer loyalty, and shareholder return, employeeengagement and developing a Dream Team culture is no longer a plus, it is a requirement to compete intoday’s economy. This workshop will focus on an organizational theory overview, and a provenmethodology to define a Dream Team culture with what right and wrong look like. It will covermethodologies for analyzing return on investment for human capital management programs and assessinginternal cost drivers associated with implementation. These methodologies will be shown though casestudies and discussions on how to synchronize and integrate people improvement programs into and indirect support of every LEAN initiative.Speaker Biography:Joe Barto has created and led TMG, Inc. to consistent, near perfect business performancesince its founding as Training Modernization Group in July 2002. A values-driven ProgramManagement Services company, TMG’s high level of performance has been recognized bythe American Society for Training and Development (ASTD) in 2002, 2003, 2004, 2006,2008, 2009, 2010, and 2011 for Excellence in Practice with partners across America.A retired U.S. Army Lieutenant Colonel, Mr. Barto graduated and was commissioned a SecondLieutenant of Armor at the United States Military Academy in 1978 where he was an Army basketballplayer for Coach Mike Krzyzewski. During Operation Desert Shield and Storm he was the Chief ofOperations for the 25,000 soldier 24th Infantry Division (Mechanized) and the Executive Office for TaskForce 2-4 CAV which led the division into the Euphrates River Valley attacking the Iraqi RepublicanGuards. He was a Special Assistant to the Commanding General, U.S. Army Training and DoctrineCommand and the primary author of the June 1996 Joint Training Manual.Joe holds a Master Degree in Public Administration (Organizational Theory and Leadership) from JamesMadison University, was a Charter member of the United States Advanced Distributed Learning Initiative,serves on the Southeast Region Board of Directors for AME and a Director of the New Horizons RegionalEducation Center Foundation. Joe is on the Steering Committee for the Hampton Roads QualityManagement Council and the Chair, Workforce Development Committee of the Virginia Offshore WindCoalition.Art Hau Page 17 of 31 10-May-2013
  • Accounting in a Lean Environment WorkshopSpeaker: Dewayne SearcyThis one-day seminar will help you understand on how you can make appropriate changes in youraccounting systems to support an overall transformation to a lean enterprise. This course is appropriatefor accounting managers, operations managers, lean/continuous improvement managers, plantmanagers, and will help both improve their production systems and supporting accounting systems.Purpose:• Explain why new methods of accounting control & measurement are required as thecompany moves toward implementing lean principles.• Examine how to justify the lean investment.• Present lean methods for performance measurements.• Present lean costing methods that provide more accurate & simpler information thanstandard costs.• Discuss implementation issues related to the accounting function.Speaker biography:Dr. Dewayne Searcy is the Director, Associate Professor and the CG Mills Fellow in theSchool of Accountancy at Auburn University. He received his PhD from the University ofTennessee. He taught at the University of Miami prior to his arrival at Auburn. He haspublished in several outlets including the Journal of Accounting Literature, InternationalJournal of Accounting Information Systems, Journal of Information Systems, Issues inAccounting Education, The CPA Journal and Strategic Finance. His article, “Developing aLean Accounting Score” received the 2010 Lybrand Broze Medal from the Institute ofManagement Accountants for outstanding article.In additional to examining the accounting issues surrounding a lean implementation, Dr. Searcy also hasexperience in facilitating lean office implementations. Prior to entering academia, he worked in publicaccounting and private industry.He is a Certified Management Accountant (CMA), Certified Public Accountant (CPA), Certified InternalAuditor (CIA), and Certified Fraud Examiner (CFE). He is an active member of the American AccountingAssociation and the Institute of Management Accountants.Art Hau Page 18 of 31 10-May-2013
  • Lean and Safe: Safety-Integrated Process ImprovementSpeakers: Damon Nix/Tom Sammon/Paul ToddThe practices of safety engineering and lean production have for many years been implementedseparately in most industrial plants. The complexities of regulatory compliance have in large part dictatedthat separate specialists be dedicated to each area. Over time, in fact, these two essential functions havediverged to the point of being adversaries in many plants due mainly to their seemingly opposedagendas.Yet, in recent years, some safety and process improvement specialists have recognized the opportunitiesintrinsic to breaking down the silo walls between lean and safety – decreasing costs, downtime and errorsrelated to safety and health hazards. The goal of Georgia Tech’s “Lean and Safe” concept is to producepositive safety and health outcomes in lean-thinking organizations by integrating safety and healthproblem solving into the continuous improvement process.This one day course provides an opportunity for participants to explore an integrated approach forimproving both production processes and safety outcomes collaboratively. Participants with eitherprocess improvement or safety and health backgrounds will benefit from this integrated, simulation-basedlearning experience. Those attending will see how addressing process and safety concurrently promotesgreater benefits to the organization.Topics covered will include:• Applying safety metrics to Value Stream Mapping (VSM) for process improvements• Identifying and assessing safety waste in processes• Application of the ‘Lean and Safe’ toolkit• Implementing safety-integrated process improvementsSpeaker Biographies:Damon Nix serves as a Safety Specialist with the Georgia Tech Safety and HealthConsultation Program, providing safety and health consultation services to smallbusinesses throughout Georgia. He is also an instructor with Georgia Tech’s OSHATraining Institute. Mr. Nix’s current focus areas are in Safety Management Systems andSafety-Integrated Process Improvement, which includes the application of CPI conceptssuch as Value Stream Mapping and Waste Identification to assist in the mitigation ofhazards from processes. His education includes a Bachelor of Science in IndustrialEngineering from the Georgia Institute of Technology (2001) and a Master of Divinity from MercerUniversity (2010). Mr. Nix resides in Flowery Branch, GA with his wife, Tracy, and two young sons, Laneand Owen.Tom Sammon, based in Carrollton, GA, is a project manager for Georgia Tech’sEnterprise Innovation Institute. He focuses on implementing Lean manufacturing practicesand helping companies develop capital equipment applications. He has 15 years ofexperience in the industrial automation and machine building fields. He worked as aproject manager implementing equipment systems into Lean environments throughoutNorth America. Previously Sammon’s work focused on discrete manufacturing, rangingfrom metalworking and welding with the Panasonic Robotics Group, to high-speedpackaging for companies like Procter & Gamble and Colgate-Palmolive. He is an active member of thefaculty group Robotics & Intelligent Machines at Georgia Tech (RIM@GT) and is on the Board of Advisorsat West Georgia Technical College’s Industrial Electronics degree program. Sammon holds an M.S. inmanagement of technology from Georgia Tech and a B.S. in industrial engineering from SouthernPolytechnic State University.Art Hau Page 19 of 31 10-May-2013
  • Paul Todd is a project engineer with Georgia Tech’s Enterprise Innovation Institute. Heteaches and assists companies within various industries, the application of Leanprinciples, process improvement tools, and change management through workshops,kaizen events, and shop-floor coaching. Prior to joining Georgia Tech, Todd spent 13years in the textile and apparel industry, holding a variety of manufacturing, industrialengineering, and materials management positions at various business units of RussellCorporation in the US and Europe. Todd holds a B.S. degree in Industrial Managementfrom the Georgia Institute of Technology with a certificate in Economics. He is a certified Training WithinIndustry instructor and a member of the Board of Examiners for the Shingo Prize for OperationalExcellence.Art Hau Page 20 of 31 10-May-2013
  • ToursSeven tours have been finalized. New tours are pending.Tuesday, August 27th tours will be AM/PM with the same bus going to both sites:• Track A – Power Partners, Inc. and Acuity Brands• Track B – Sunny Delight Beverages Company and TBD• Track C – KIA Motors Manufacturing Georgia and MillikenThursday, August 29th, half day tours:• TOTO• Philips Respironics• TBDAll tours have a maximum capacity of 30 except TOTO which is 20.Art Hau Page 21 of 31 10-May-2013
  • TOTO is the world’s largest plumbing products manufacturer. They offer a complete lineof commercial and decorative plumbing fixtures and fittings, faucets, accessories,shower and flush valves, as well as lavatories, toilets, Air Baths and urinals. More than1,500 TOTO engineers and their colleagues are committed to achieving the seamlessintegration of performance, conservation, technology, and innovation.See the site that renowned lean consultant and author Norman Bodek (founder ofProductivity Press) said had some of the best visual management systems he haswitnessed.Their state-of-the-art plant in Morrow, Georgia is a testament to conservation andquality control. For example, they recycle the water they use as well as thoroughlytreating it before returning it to the county. From their molding process to the finalchanges, their products are constructed and fine-tuned with computer precision andrelentless attention to detail. Their pursuit of excellence pushes them beyond industrystandards and drives them to maintain our reputation as one of the most decoratedplumbing manufacturers in the world.Art Hau Page 22 of 31 10-May-2013
  • Respironics, Inc. is a leading developer, manufacturer and marketer of medical devicesused for the treatment of patients suffering from respiratory disorders. The Companysproducts are designed to reduce costs while improving the effectiveness of patient careand are used primarily in the home and in hospitals along with alternative care facilitiesand in emergency medical settings.Philips Respironics in Kennesaw designs and manufactures medical devices for theHome Respiratory Care market. The 130,000 sq. ft. facility is comprised of 296 full-timeassociates and a temporary work force of 115 to support growth. This FDA-registeredfacility houses Manufacturing, Distribution, New Product Development, Research andDevelopment, Quality Assurance, Global Sourcing, and a Service Center.Manufacturing includes high-volume/mixed model as well as low-volume/mixed modelproduction lines, ranging from electromechanical assembly to machining and metalfabrication.Manufacturing processes are set up using one-piece flow and standard work.Automated test systems are designed and developed to support flexible manufacturingprocesses and product mix. Continuous Improvement tools that are used include KaizenBlitzes, Quick and Easy Kaizens, 5S Events, Value Stream Mapping, VisualManagement, Internal and External Kanban Replenishment, and Sustainabilityinitiatives.Driving continuous improvements in manufacturing has allowed the Kennesaw facility tosustain growth in excess of 280% over the last five years.Art Hau Page 23 of 31 10-May-2013
  • Power Partners Inc. manufactures overhead distribution transformers and adsorptionchillers. The facility is located in beautiful Athens, GA, and was built by Westinghouse in1958, sold to ABB in 1990, and is currently owned by private investors Steve Hollis andLuke Faulstick. In May 2013, Power Partners celebrates 55 years in operation. It is aunion facility and successfully maintains a partnership type of relationship with theInternational Brotherhood of Electrical Workers (IBEW) and Athens WestinghouseEmployees Association (AWEA.)The PPI Way tour will show how this high volume job shop has implemented leanprinciples. The PPI Way Line of Site management will be demonstrated showinglinkage from the strategic plan through the organization’s framework and functional KRAmanagement to five minute start up meetings and pace boards. Cellular manufacturingis being created out of traditional assembly lines to reduce lead time and material flowdesigned to reduce inventories 75% and lead time by 50%. The tour will include manycontinuous improvement tools like value stream mapping, kaizen blitzes, poka yoke,kata, gemba walks and gemba cam, and most importantly the development of a teamwork culture that embraces change, owns the processes, and creates total customersatisfaction.Join Power Partners in celebrating success along the lean journey.Art Hau Page 24 of 31 10-May-2013
  • Acuity Brands, Inc. is a North American market leader and one of the worlds leadingproviders of lighting solutions for both indoor and outdoor applications. With fiscal year2012 net sales of over $1.9 billion, Acuity Brands employs approximately 6,000associates and is headquartered in Atlanta, Georgia, with operations throughout NorthAmerica, and in Europe and Asia.During this tour you will learn how “Lean Thinking” is evident throughout the company,even in the approach to the customer. Leadership practices sustain both the culture andoperational progress with lean thinking. A culture of continuous improvement iscontagious and sustainable if deployed correctly and Acuity Brands Lighting will provideexamples of how you can eliminate waste throughout your value stream using StandardWork and Playbooks. The Acuity Business System implements and sustains lean inmanufacturing, distribution Center and the office. In fact, there is as much focus on leanoffice as in manufacturing.Effective implementation of lean manufacturing requires engagement, understanding,ownership, and creative thinking by everyone in that operation. A few of the lean toolsthat have helped Acuity with Man’s engagement, understanding, ownership and creativethinking are Standard Work, Gemba Walks, Value Stream Mapping, 5S, VisualManagement, and Kanban.The top lean principle at Acuity Brands Lighting is: “See value in the eyes or ourcustomers”. Acuity is striving to get local to the customer and develop opportunities tomeet their vision. Standard work and visual management in sales and other office areashas allowed them to focus on sustainable change and develop lighting solutions for theircustomers.Art Hau Page 25 of 31 10-May-2013
  • Sunny Delight Beverages Co. is a leading producer of juice-based drinks in NorthAmerica, headquartered in Cincinnati Ohio. It currently produces and markets 7 brands:SunnyD, Elations glucosamine and chondroitin dietary supplement, Fruit2O flavoredwaters, Bossa Nova superfruit beverages, Veryfine juices, Fruit Simple fruit smoothiesand Crystal Light bottled beverages.SunnyD was launched in Florida by Doric Foods in 1963. SunnyD was purchased fromProctor and Gamble and ultimately became Sunny Delight Beverages Co. in August,2004.During this tour you will witness how Lean Best Practices such as Daily Management,5S, Standard Work and Value Stream Mapping are used in High Performance WorkEnvironment. In addition to the millions in capital investment, SunnyD has invested inimplementing lean and sustaining continuous improvement through employeeengagement, kaizen and lean education.Art Hau Page 26 of 31 10-May-2013
  • Officially Kia Motors Manufacturing Georgia (KMMG), Kias plant in West Point,Georgia, is capable of producing 300,000 cars annually for the North American andglobal markets. At an initial cost of $1 billion the facility comprises 2.2 million-square-feet on more than 2,200 acres of land near Interstate 85. The facility currentlymanufactures the second generation Sorento and the 2011-present Kia Optima.In addition to four main areas (stamping, welding, paint and assembly), the facility alsoincludes a transmission shop, module shop and a two-mile test track. The assemblyarea features more than a half mile of height-adjustable conveyors and wood flooring.Production of the second generation Kia Sorento began on Nov. 16, 2009. A grandopening ceremony was held at the plant on Feb. 26, 2010, and attended by guests fromacross the world, including Mr. M.K. Chung, chairman of the Hyundai Motor Group, andGeorgia Gov. Sonny Perdue.KMMG has now hired more than 3,000 team members at its West Point location. Whenfactoring in positions created at suppliers throughout the region, more than 10,000 jobshave been created in association with KMMG.In April of 2011, KMMG began a $100 million expansion project that would increase theplant’s capacity from 300,000 to more than 360,000 vehicles per year, starting in 2012.On Sept. 2, 2011, KMMG officially began mass production of its second Kia product, the2012 Optima and now has three full shifts operating at the plant 24 hours a day/fivedays per week.Art Hau Page 27 of 31 10-May-2013
  • Though Milliken & Company is a 145-year-old firm, during the last 20 years it hasbecome an established premier American company that has maintained highly viableoperations despite many great odds. The company’s success over such an incrediblespan of time can be related back to three of the company’s core strategies, whichinclude diversifying its product mix, maintaining a strict adherence to its operationalexcellence system, and approaching all obstacles not as problems but as opportunitiesto elevate the company’s innovative spirit. Milliken serves a variety of industries toinclude automotive fabrics, interior furnishings, apparel fabrics, industrial products andspecialty chemicals.With 39 manufacturing facilities located in the U.S., U.K., Belgium, France and China,and with other sales and service operations throughout the Americas, Europe and Asia,Millikens nearly 7,000 associates work to create entirely new customer experiences,build for the future and create products that do good for the world.Milliken serves a variety of industries to include automotive fabrics, interior furnishings,apparel fabrics, industrial products and specialty chemicals.During the tour you will witness how the Live Oak Milliken Plant in LaGrange Georgiauses a systems of continuous improvement that is exemplary of the Milliken world classperformance.It’s this level of excellence over the lifetime of the company that inspired the creation ofMilliken Performance Solutions™. When it became clear that Milliken had developedexpertise in performance, quality and safety solutions that was second to none, thecompany made the decision to form a strategic consulting group that could share thesebest practices with other companies to help enhance safety, quality and productivity.Art Hau Page 28 of 31 10-May-2013
  • NetworkingOne of the many advantages of being an AME member is to meet other members andnetwork.If you haven’t yet experienced the value of networking, consider the following:• At AME events, you meet other thought leaders - men and women who havefaced and overcome the same problems as you now face. You can pick theirbrains and learn what steps they took. You can even ask them for hints on howyou might resolve your immediate problem.• Perhaps you don’t have a problem. You can exchange business cards withmembers whose story or experience you find compelling and, later contact themas a way of refreshing your recollection of the things you found compelling.• When you do have a problem, you can use the network of members you met atan event to offer you advice well after you leave the event. All you have to do isto write or call and ask. You’ll be amazed how forthcoming the AME communityis. Moreover, you’ll discover those in the network of your contacts are availableto offer assistance, becoming a virtual spider’s web of thought and influence.• At AME events, you’ll be surrounded by like-minded people who have traveledthe same path as you and who are just great people to know.Of course, attendance at this AME event makes you an automatic member. Over theyears of your membership, you’ll find yourself looking for faces in the crowd at eachevent and making it a point to call ahead to set aside time to have a meal or cup ofcoffee together. In short, AME members start to enter your network, not only asbusiness colleagues, but as friends.Art Hau Page 29 of 31 10-May-2013
  • BenefitsThe benefits of an event are many, but probably the most rewarding ones are personal.There are countless new insight "aha" and "thats funny" discoveries that set innovativethinking into motion. And the new Lean thinking and insight you gain at the conferencewill likely result in saving your organization time and money.There is nothing like the sharing that a fellow practitioner can provide. Be it from akeynote speaker, a workshop or a tour, our event attendees always tell us they benefitmost from learning about Lean from peers who are passionate about how they achievedsuccess - warts and all. They will tell you about the good, the bad and the ugly, andhow they managed everything along the way.The Association for Manufacturing Excellence is a not-for-profit volunteer-basedorganization. The benefit this provides an attendee is the assurance that there is nohidden agenda. Our sole purpose is to provide our attendees with a solid, jam-packed,practical and reliable source of Lean learning ... Period!!!Building a social network of like-minded people is an important part of the Lean journey.AME has been helping people to do this for decades. AME events are noted forproviding opportunities to build a personal network of Lean practitioners who love toshare their common passion for excellence. Those who are new to the event willappreciate the immediate rewards of networking at the event, and over time come toappreciate the long-term rewards gained by being part of the largest and richest Leanlearning networking family.This Lean Summit provides the most powerful way to gain an unbelievable amount ofknowledge in this short a time. You learn proven, practical solutions at AME events.You can take plant tours and see the great strides made by companies who haveapplied Lean. You can go to workshop that shows how innovative yet practical thinkingcan transform complex processing challenges.Art Hau Page 30 of 31 10-May-2013
  • RafflesAt dinner time on Wednesday, August 28th, we will raffle off some items amongst theparticipants who are present.Items to be raffled are:• Books authored by Robert Camp – either Robert personally or his publishers willprovide.• $500 worth of books by Larry Fast’s publisher, Productivity Press.Plus Special Exciting Announcement…• A fully paid registration for the 2013 AME International Conference in Toronto onOct. 21-25, 2013 (a normal value of $2,699.00!) will be raffled off to one luckyattendee at AME’s Atlanta 2013 Lean Summit.Art Hau Page 31 of 31 10-May-2013