This document provides information about an upcoming conference on operational excellence and lean manufacturing to be held February 24-25, 2015 in Atlanta, GA. The conference will feature presentations from 17 lean executives on implementing lean initiatives and overcoming common challenges. Attendees will learn how to launch and sustain lean programs, develop soft skills, and cultivate a culture of continuous improvement. Optional workshops will offer deeper training on applying lean to business processes and improving changeover times. Register by calling or emailing the provided contact.

1. REGISTER NOW | 1-888-927-0718x7372 | J.Keitner@AmericanConference.com
Tweet about us using #AmLean
February 24 – 25, 2015 | Marriott Northwest Galleria | Atlanta, GA
Network and Benchmark with
the Nation’s Thought Leaders
in Operational Excellence!
Wesley Farris
Continuous Improvement Leader
Power Partners Inc. (Georgia)
Rick Foreman
Vice President Lean Development
Federal Heath Sign Co. (Texas)
Amir Ghannad, Director – Campbell North America
Operational Excellence and Global High Performance
Organization, Campbell Soup Company (New Jersey)
Norbert Majerus
Master Black Belt, Lean and Six Sigma
Goodyear (Ohio)
Steve Moore
General Manager (Retired)
Barnes Aerospace Fabricators (Utah)
Keith Price
Vice President, Quality and EHS
FEI Company (California)
Jim Rink
Manager, Strategic Manufacturing Engineering
Caterpillar (Illinois)
Wherever your organization is on its lean journey, our
comprehensive program of practitioner-led case studies
and panel discussions will help you:
• Avoid common pitfalls and stumbling blocks that challenge OpEx programs
• Launch and maintain lean Initiatives that bring about positive change
• Master the soft skills of change management and manufacturing leadership
• Develop a lean leadership team and an engaged workforce
• Discover new ways to find efficiencies, reduce waste, and improve processes
• Build towards a culture of Continuous Improvement
• Bring lean thinking to bear beyond the plant floor
Hear from Award-Winning Manufacturing Executives
Including:
American Lean
Manufacturing 2015
Robert Miller
President, Arches Leadership LLC (Utah)
Former Executive Director
The Shingo Prize for Operational Excellence
Keynote Speaker:
Enhance your experience with post-conference workshops on
Thursday, February 26, 2015:
A Lean Applied to Business Processes — “Your Constraint may not
be on the Shop Floor”
B Step-By-Step Exercises to Improve Changeover Times, Processes,
and Outcomes
Presented by:
Sponsored by:

2. Don’t miss this opportunity to connect with your peers to share best
practices and lessons learned about the universal challenges you all face on
a daily basis. Register today by calling 1-888-224-0718x7372 or email
J.Keitner@.AmericanConference.com.
Tracy Bates
Director of Quality, General Microcircuits
Wesley Farris
Continuous Improvement Leader, Power Partners Inc.
Rick Foreman
Vice President Lean Development, Federal Heath Sign Co.
Amir Ghannad
Director - Campbell North America Operational Excellence
and Global High Performance Organization, Campbell
Soup Company
Keith A. Leitner
Faculty, Graduate and Executive Education, College of
Business Administration, University of Tennessee, Knoxville
Norbert Majerus
Master Black Belt, Lean and Six Sigma, Goodyear
Robert Miller
President, Arches Leadership LLC & Former Executive
Director, The Shingo Prize for Operational Excellence
Gina Mixon
Learning and Development Manager, Power Partners Inc.
Steve Moore
General Manager (Retired), Barnes Aerospace Fabricators
Thomas Mort
COO, Mission Point Energy and Former Global Energy
Director, Archer Daniels Midland Company
William (Bill) Peterson
Faculty, Practitioner, and Consultant, University of Tennessee
Mark Preston
President / CEO, Lean Applications, LLC
Keith Price
Vice President Quality and EHS, FEI Company
Rick Reed
Principal, Master Black Belt/Continuous Improvement
Master Trainer, LeadWithReed
Jim Rink
Manager, Strategic Manufacturing Engineering, Caterpillar
Andrew Sauber
Operations Business Unit Manager, Cooper Standard
Shane Yount
Principal and Author, Competitive Solutions Inc.
Speaker Faculty:
Lean thinking is more than just a
good idea. It is a way of life and a
way of doing business that rewards
innovation, critical thinking,
communication, cooperation, and
organized common sense.
Lean manufacturing seeks a better way to do things, to save time and
money by eliminating waste and getting the most out of your people
and equipment. Lean manufacturing celebrates successes and learns from
failures. It’s about a journey from simple beginnings towards a culture
of Continuous Improvement, with all the highs and lows along the way.
The people who get it are passionate about it. Join us this February in
Atlanta and hear from some of the best and brightest lean manufacturing
executives in this field today.
Our program includes:
• Seventeen lean executives sharing their experiences and expertise
from both process and discrete manufacturing companies of all shapes
and sizes from across North America
• Nine practitioner-led lean manufacturing case studies that will
offer real-world examples of working solutions you can bring back
and apply to your own operations
• A keynote address from the former executive director of The Shingo
Prize for Operational Excellence, followed by a presentation by the
2014 Shingo Prize Winner
• Two panel discussions on how lean thinking will continue to evolve and
the changing role of the lean leader to help you prepare for the future
• Two optional half-day workshops to offer a deeper dive into content
to improve your business processes
And more!
Register at 1-888-927-0718x7372 or J.Keitner@AmericanConference.com #AmLean

3. Register at 1-888-927-0718x7372 or J.Keitner@AmericanConference.com
Day 1
Tuesday, February 24, 2015
8:00 Registration Opens and Refreshments are Served
9:00 Opening Remarks from Conference Chair
Rick Reed
Principal, Master Black Belt/Continuous Improvement
Master Trainer, LeadWithReed
9:15 Why Do Lean Programs Fail, and What Can
We Do About It?
Keith Price
Vice President Quality and EHS
FEI Company
• Seeking the root causes behind why Operational Excellence
programs often fail to meet their objectives
• Proving that lean thinking only works if it starts from
the top while building from the bottom
• Demonstrating that progress is made through evolution,
not revolution
• Incorporating these truths into project planning and
workforce development thinking
9:45 CASE STUDY: The Lean Leader’s Role in Cultivating
an Engaged Workforce
Amir Ghannad
Director - Campbell North America Operational
Excellence and Global High Performance Organization
Campbell Soup Company
• Examining the unique role and responsibilities of leaders
in transforming the culture and results of an organization
• Demonstrating the power of Servant Leadership - Putting
people first and expecting them to be extraordinary
• Introducing practical leadership approaches that compel
and empower the participants to move their organization
beyond the constraints of the past and go to the next level
of performance
• Winning support through early successes, ongoing training,
and a clear path forward for your workforce
• Illustrating the value of soft skills of change management
and effective communications to leaders of OpEx programs
• Discussing different ways to bridge the cultural divide
between lean thinkers and the rest of the company
10:30 Networking Refreshment Break
10:50 CASE STUDY: Getting the Fundamentals Right and
Moving Your Lean Programming Forward to the
Next Step
Rick Reed
Principal, Master Black Belt/Continuous Improvement
Master Trainer, LeadWithReed
• Talking about the role of leadership in launching
and sustaining new initiatives
• Walking through real-world examples of establishing and
maintaining successful performance measurement systems
• Embracing Plan-Do-Check-Act as both a mantra and
a tool to constantly seek opportunities to evolve
• Monitoring progress and learning from both success
and failure to shape your processes
• When is the right time for your lean journey to take the next
step? What are the critical questions you need to ask
of your people and processes?
11:35 CASE STUDY: Building Lean Muscle at General
Microcircuits…One Improvement at a Time
Tracy Bates
Director of Quality
General Microcircuits
• Listening to your customers: How a client’s supplier
assessment inspired us to do better
• Collaborating with experts: How an E3 grant from NCSU IES
helped jumpstart our lean journey
• Using a multifaceted approach to fill your lean toolbox
with what will work for you
• Taking baby steps, holding on to success, and building
on what is working
• Leveraging learnings across facilities and functions to share
good ideas
• Showcasing progress so far both in the United States
and in our Costa Rican operations
12:20 Networking Luncheon for Delegates and Speakers
1:35 CASE STUDY: Improved Performance by Investing
in your Performers – Workforce Development
Programs as an Engine for Positive Change
Wesley Farris
Continuous Improvement Leader
Power Partners Inc.
Gina Mixon
Learning and Development Manager
Power Partners Inc.
• Building and operating a hands-on training system
of use to every facet of your organization
• Creating opportunities for your workforce to learn and grow
as individuals, as leaders, and as part of a team
• Educating your team to identify waste and impediments
to productivity and generate value
• Learning from your team to find the real KPIs that
determine productivity, environmental performance,
and cost savings
• Building capabilities that drive integrated improvements
across quality, service, and cost outcomes
• Demonstrating the ROI of investing in training
2:20 CASE STUDY: Recruiting and Inspiring the Leaders
You Need to Take the Next Step in Your Lean Journey
Rick Foreman
Vice President Lean Development
Federal Heath Sign Co.
#AmLean

4. Register at 1-888-927-0718x7372 or J.Keitner@AmericanConference.com
• When is the right time to start building a Lean Leadership Team?
• Who should strategically be the earliest members? Offering
best practices and working examples to identify and
influence engagement
• Creating a learning and sharing environment that inspires
lean thinking individually and as a team
• Building a training and working culture that encourages
cross-functionality, job shadowing, and mentoring as tools
to cultivate holistic thinkers
• Taking the next step: Working with the Lean Leadership
Team to launch their own lean initiatives and teach others
• Discussing lessons learned so far in the journey towards a truly
team-led, self-managing Continuous Improvement workforce
3:05 Networking Refreshment Break
3:25 CASE STUDY: Working With Internal and External
Partners to Exceed Expectations from the Factory
Floor to the Customer’s Door
Jim Rink
Manager, Strategic Manufacturing Engineering
Caterpillar
• Demonstrating the impact business collaboration
in a value chain makes towards customer satisfaction
and the bottom line
• Coordinating throughout the supply chain to align
processes, clarify objectives, coordinate metrics, divide
responsibilities, and communicate progress
• Cultivating a culture of shared success – Lean principles
work best in win-win scenarios
• Improving performance without disrupting the successful
delivery of your business partners’ needs
• Offering best practices to build and maintaining end-to-end
supply chain communication between lean professionals
4:10 PANEL: How Does the Role of a Lean Professional
Evolve in the Journey Towards a Continuous
Improvement Culture?
Rick Foreman
Vice President Lean Development
Federal Heath Sign Co.
Andrew Sauber
Operations Business Unit Manager
Cooper Standard
Mark Preston
President / CEO
Lean Applications, LLC
Keith A. Leitner
Faculty, Graduate and Executive Education,
College of Business Administration
University of Tennessee, Knoxville
• Outlining the lean executive’s role in the planning and early
decision-making stages behind performance management
initiatives
• Debating how important a leader is as the catalyst for
change at different stages of the lean journey
• Offering ideas and experiences to grow and mature the lean
professional’s skillset and practical knowledge over time
• Understanding the role of lean education in developing
a learning organization
• Identifying the tipping point where an organization
transforms from management-drive lean programming
into a continuous improvement culture
• What does a lean executive do when senior management
declares “Mission Accomplished”?
5:10 Closing Remarks from Conference Chair,
Conference Adjourns
Day 2
Wednesday, February 25, 2015
8:30 Registration Opens and Refreshments are Served
9:00 Opening Announcements from Conference Chair
Rick Reed
Principal, Master Black Belt/Continuous Improvement
Master Trainer, LeadWithReed
9:15 KEYNOTE: Building Sustainable Cultures
of Excellence Based on the Shingo Model
Robert Miller
President
Arches Leadership LLC
Former Executive Director
The Shingo Prize for Operational Excellence
• Offering an overview of the past, present, and future
of The Shingo Prize for Operational Excellence
• What differentiates ‘good’ from ‘great’ when we talk about
lean programming and lean culture?
• Identifying the key systems and behaviors that cultures of
sustainable continuous improvement all have in common.
How are these qualities developed and maintained over time?
• Demonstrating the impact strong leadership, clear goals,
and open communication have in producing long-term
positive results
• Showcasing case studies of the Shingo Model in action.
What can lean executives take away from these examples?
9:45 CASE STUDY: Leadership, Lean Thinking, and the
Journey to Winning a Shingo Prize
Steve Moore
General Manager (Retired)
Barnes Aerospace Fabricators
#AmLean

5. Register at 1-888-927-0718x7372 or J.Keitner@AmericanConference.com
• Sharing the story of how Barnes Aerospace Fabricators’ lean
journey contributed to:
- More than 950,000 hours worked without a lost time
incident
- A 53% reduction in scrap and rework and a 55%
reduction in lead-time
- A 28% increase in on-time delivery
- Utah Manufacturers Association’s Manufacturer of the
Year award and the Quality Management System Award
in 2013
- A Shingo Silver Medallion in 2011 and the Shingo Prize in 2014
• Talking about the importance of leadership on both the
shop floor and in the head office
• How does the role of the leader evolve as a culture of
Continuous Improvement matures within an organization?
10:30 Networking Refreshment Break
10:50 Transformation Simplified: Creating a Sustainable
Culture of Connectivity, Clarity, and Consistency
Shane Yount
Principal and Author
Competitive Solutions Inc.
• Embracing a sensible and business-focused leadership
methodology that promotes employee involvement and
empowerment
• Understanding the roles process and personality have
in powering your organization’s performance
• Making collective accountability visible and personal
to transform and inspire workforce engagement
• Creating a communication cadence that drives focus,
urgency, and accountability
• Discussing working leadership tools to promote ongoing
improvement in communication, productivity, employee
satisfaction, and bottom-line business results
• How do you plan to build a leadership legacy of
accountability rather than dependency?
11:35 PANEL: Encouraging Ambition: What Does
the Future of Lean Look Like?
William (Bill) Peterson
Faculty, Practitioner, and Consultant
University of Tennessee
Keith A. Leitner
Faculty, Graduate and Executive Education,
College of Business Administration
University of Tennessee, Knoxville
Mark Preston
President / CEO
Lean Applications, LLC
• What is the next “Big Idea” for lean manufacturers?
Where should we go from here?
• Setting far-reaching goals beyond the plant floor that scare
you: People, sustainability, innovation, marketshare
• Building bridges between manufacturing operations
and larger business plans
• Incorporating the needs and wants of your suppliers
and your customers into your lean journey
• Positioning lean as a critical component of your
organization’s growth strategy
• Linking theory of constraints with lean thinking
12:35 Networking Luncheon for Delegates and Speakers
1:50 CASE STUDY: Applying Lean Principles to Energy
Usage to Reduce Costs, Increase Performance,
and Improve Productivity
Thomas Mort
COO
Mission Point Energy
Former Global Energy Director
Archer Daniels Midland Company
• Showcasing examples of easy wins and quick victories that
eliminate waste and improve efficiencies in energy usage
that convince people positive changes can be achieved
• Encouraging input from all levels of the workforce and
translating local successes into global best practices
• Creating a system where success is reinvested into further
efficiencies and improvements
• Demonstrating how incremental improvements and ongoing
changes in workforce culture can produce an enormous
return over time
• Offering ways to take these examples and lessons learned
and apply it to your own operations
2:25 Lean Product Development: How Should Lean
Thinking Inform and Foster R&D Innovation and
New Product Design?
Norbert Majerus
Master Black Belt, Lean and Six Sigma
Goodyear
• How should R&D and Lean Thinking align to improve the
profitability of the company’s new product development?
• Defining what Lean Thinking can and cannot do as
companies seek new products and markets
• Encouraging collaboration and input from manufacturers
to design lean processes into the earliest stages of new
product development
• Illustrating successful collaborations in action based
on real-world examples
3:10 Closing Remarks from Conference Chair,
Conference Concludes
#AmLean

6. Register at 1-888-927-0718x7372 or J.Keitner@AmericanConference.com
Lean Applied to Business Processes —
“Your Constraint may not be on the Shop Floor”
William (Bill) Peterson
Faculty, Practitioner, and Consultant
University of Tennessee
Even though your organization works long and hard to get
results, does it seem like you’re just running in place? Do
one or more of these scenarios sound familiar?
• Sales and Marketing — Are proposals being issued late?
Are they delivered incomplete—and being rejected? Do you
have to reinvent the wheel for every sale?
• Purchasing — Do you have a large investment tied up
in inventory, yet you’re always running out of items and
expediting buys because of poor planning?
• Engineering — Are your engineers multitasking like crazy,
but your product development and engineering change
orders still can’t seem to keep up?
• Human Resources — Are you having trouble replacing
employees until long after they’re gone, and are you always
starting at square one because they took their corporate
knowledge with them? Is the learning curve long for new
employees because everything depends on tribal knowledge
— and the tribe is usually busy?
• Legal — Are legal reviews holding up key areas of your
business? And does every document look different even though
each one covers the same territory over and over again?
• Accounting — Is closing the books a heroic effort every
month? Is there a lot of rework afterwards?
• Finance — Are you paralyzed because finance takes forever
to authorize your next move? And when you complain, does
finance rightly argue that they need the time because there
are so many irregularities involved?
• Invoicing/Accounts Receivable — Do you have a long or
unwieldy process to get back money you’ve invested? Are
there typically lots of invoices in the system?
• Strategic Planning — Does it take months to create a
strategic plan, thereby guaranteeing it will be obsolete
before it even gets off the ground? Spend more time
tracking objectives than executing them?
• Inspection — Has the number of necessary inspections grown
disproportionately over the past ten years? Do the delays
actually cost more than correcting potential errors would?
• Audit — Do your internal auditors for external
governmental organizations enforce policies and regulations
far beyond the spirit of the law, slowing down your
operation?
• Management — Does decision-making bog down because
the same issues are discussed in staff meeting after staff
meeting, yet no one walks out the door with a single
assignment to take constructive action or a clear method
for measuring results?
• Operations — Are your employees less productive than they
could be because they’re waiting on any of the above?
Join us for this half-day workshop while we explore how
lean thinking can go beyond the shop floor to identify
and seek solutions to the true constraints impacting your
organization’s performance.
A light lunch is provided to delegates participating in both
Workshops A & B.
#AmLean
Step-By-Step Exercises to Improve Changeover
Times, Processes, and Outcomes
Keith A. Leitner
Faculty, Graduate and Executive Education,
College of Business Administration
University of Tennessee, Knoxville
This hands-on four-stage simulation will make delegates
think differently about how they plan, document, execute,
and review their Clean-Up, Set-up, Start-Up processes.
Based on interactive group activities, this workshop will
teach attendees how to better…
• Simplify and remove non-essential operations
• Clarify the external and internal set-ups
• Think critically about each step of the process
• Communicate the plan effectively to the team
• Document progress as you go based on quantifiable metrics
• Review the finished process with a critical eye for further
efficiencies
Participants can look forward to gathering new ideas and
insights into changeover performance that will help to
improve output quality, reduce inventory costs, enhance
production flexibility, and drive on-time delivery goals.
Please note: Workshop participation numbers will be
capped to maximize the delegate experience.
Registration is available on a first-come, first-served basis.
Workshop B
Post-Conference Workshops
Thursday, February 26, 2015
Workshop A
©The Canadian Institute, 2014
9:00 a.m. – 12:00 p.m. (Registration Opens at 8:30 a.m.)
1:00 p.m. – 5:00 p.m. (Registration Opens at 12:30 p.m.)

7. YES! Register the following delegate for American Lean Manufacturing 2015 | Feb. 24 – 25, 2015
CONTACT DETAILS
PAYMENT DETAILS
1
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NAME POSITION
ORGANIZATION
ADDRESS
CITY STATE ZIP CODE
TELEPHONE FAX
EMAIL
TYPE OF BUSINESS NO. OF EMPLOYEES
APPROVING MANAGER POSITION
Please charge my VISA MasterCard AMEX DISCOVER CARD
NUMBER EXP. DATE
CARDHOLDER
I have enclosed my check for $_______________ _including applicable taxes made payable to
The Canadian Institute (GST No. 84221 1153 RT0001 )
FEE PER DELEGATE
EARLY BIRD PRICING:
Register & Pay by
November 28, 2014
STANDARD PRICING:
Register & Pay by
January 20, 2015
Register & Pay after
January 20, 2015
Program (on site) $1695 USD $1895 USD $2095 USD
Program + 1 Workshop A or B $2195 USD $2395 USD $2595 USD
ELITEPASS*: Program + Both Workshops $2595 USD $2795 USD $2995 USD
All program participants will receive an online link to access the program materials as part of their registration fee
BINDER or
Wire Transfer ($USD)
Please quote the name of the attendee(s) and
the program code 917M15 as a reference.
Beneficiary: The Canadian Institute
Bank Name: HSBC / Account #: 362-055319-070
Address: 150 Bloor St, Suite M100, Toronto, ON
Swift Code: HKBCCATT / Transit #: 10362 / Bank #: 016
*ELITEPASS is recommended for maximum learning and networking value.
ADMINISTRATIVE DETAILS
VENUE: Marriott Northwest at the Galleria
ADDRESS: 200 Interstate North Parkway SE Atlanta, Georgia
TEL.: 1-770-952-7900
Hotel Reservations
Reserve your room by February 6th and SAVE!!!
A limited number of rooms have been set aside for conference
participants until February 6th OR until the room block is SOLD OUT.
Please note that rooms are available on a first come, first served basis
so make reservations early. Rates start at $149.00 per night. For
reservations please go to http://bit.ly/ZLyCts or contact the Marriott at
1-800-228-9290 and advise the reservations agent that you are with
the “American Lean Manufacturing Conference” and that there is a
group rate available.
Registration Fee
The fee includes the program, all program materials, coffee breaks and
lunches.
Payment Policy
Payment must be received in full by the program date to ensure
admittance. All discounts will be applied to the Program Only fee
(excluding add-ons), cannot be combined with any other offer, and must
be paid in full at time of order. Group discounts available to 4 or more
individuals employed by the same organization, who register at
the same time. For more information on group rates, please call
1-888-927-0718x7372.
Cancellation and Refund Policy
You must notify us by email at least 48 hrs in advance if you wish to
send a substitute participant. Delegates may not “share” a pass between
multiple attendees without prior authorization. If you are unable to find
a substitute, please notify American Conference Institute in writing no
later than 10 days prior to the program date and a credit voucher will be
issued to you for the full amount paid. Credit Vouchers are valid for 1 year
and are redeemable against any other program by American Conference
Institute. If you prefer, you may request a refund of fees paid less a
25% service charge. No credits or refunds will be given for cancellations
received after 10 days prior to the program date. American Conference
Institute reserves the right to cancel any program it deems necessary and
will, in such event, make a full refund of any registration fee, but will not
be responsible for airfare, hotel or other costs incurred by registrants. No
liability is assumed by American Conference Institute for changes in
program date, content, speakers or venue.
Call 1-888-927-0718x7372 for Group
or Special Industry Pricing Options
CALL, EMAIL, VISIT OUR WEBSITE, OR REGISTER BY MAILING/FAXING FORM BELOW: PROGRAM CODE: 917M15-ATL
Sponsorship & Exhibition Opportunities
Maximize your organization’s visibility in front of key decision-makers in
your target market. For more information, contact Director of Business
Development Daniel Gellman at 1-877-927-0718 ext. 7389 or by email
at D.Gellman@AmericanConference.com
Sponsored by:
AndOnMobile is a Lean Manufacturing solution designed to
reduce down time and increase production efficiency. It’s “pre-
programmed”sojustplugitinandbeginyourperformancejourney.
Our Andon system notification not only signals an Andon stack
light but also provides the reason why the notification was initiated. This notification reason is
displayed on scoreboards, on smart devices and can be emailed or texted. This is also done for
downtime events as well. Not only do you know instantly the cell/line is down or needs assistance
but you also know why by operator inputted reason codes. All data is conveniently logged to produce
various reports and graphs instantly. System utilizes Power Over Ethernet, MP3 as well as many other
features. http://www.andonmobile.com

8. Top Reasons to Attend
✓
✓
✓
✓
✓
NETWORK and BENCHMARK with a room
full of lean professionals
GATHER innovations and ideas from other
lean programs
DEVELOP new tools and tactics to cultivate a
Continuous Improvement culture
DISCUSS methods to get the most out of your
team and inspire new leaders
BUILD stronger performance management
systems using real-world working examples
ATTENTION MAILROOM:
4 Easy Ways to Register
PHONE:
1-888-927-0718x7372
EMAIL:
J.Keitner@AmericanConference.com
.
FAX:
877-927-1563
MAIL:
American Conference Institute
c/o The Canadian Institute
1329 Bay Street, Toronto
Ontario M5R 2C4
.
American Lean
Manufacturing 2015
February 24 – 25, 2015 | Marriott Northwest Galleria | Atlanta, GA
Network and Benchmark with the Nation’s
Thought Leaders in Operational Excellence Including:
Keynote Speaker:
Practitioner-Led Case Studies and Panel Discussions from Speakers Including:
Robert Miller
President, Arches Leadership LLC (Utah)
Former Executive Director, The Shingo Prize for Operational Excellence
Tracy Bates
General Microcircuits
(South Carolina)
Wesley Farris
Power Partners Inc.
(Georgia)
Rick Foreman
Federal Heath Sign Co.
(Texas)
Amir Ghannad
Campbell Soup Company
(New Jersey)
Keith A. Leitner
University of Tennessee, Knoxville
(Tennessee)
Norbert Majerus
Good Year
(Ohio)
Gina Mixon
Power Partners Inc.
(Georgia)
Steve Moore
Barnes Aerospace Fabricators
(Utah)
Thomas Mort
Mission Point Energy
(Kentucky)
William (Bill) Peterson
University of Tennessee
(Tennessee)
Keith Price
FEI Company
(California)
Jim Rink
Caterpillar
(Illinois)
DS-JKR