Breakout Sessions and Simulations
The following presenters are confirmed for COE's Leading Through Excellence summit during breakout sessions on Thursday, April 11 and after the keynote address on Friday, April 12 (click here to jump to Friday's content). Revisit this page for regular updates and additional presenters as content is subject to change.
No prior registration is needed for sessions, which will be filled on a first-come, first-serve basis the day of the summit.
Thursday, April 11
Session A1 - Leadership and Organization Development for the Lean Enterprise
All companies that implement lean recognize that leadership is one of the most important elements- if not the most important element - in successfully initiating and sustaining the implementation. But most companies haven't applied fully integrated and standardized their leadership development processes. O'Connor will present a standard model for developing leaders throughout the organization.
Session A2 - I.T. and the Road to Business Agility
The key to success in today's exciting and sometimes chaotic marketplace is business agility, the organization's capability to respond quickly and efficiently to marketplace changes by adapting products and services to meet and exceed customer needs. This “road to business agility,” in short, goes through IT. This session focuses on the need to leverage technology to experiment, rewire systems and processes, and quickly execute on these insights to drive meaningful business outcomes – as well as what gets in the way of agility at an organization.
Session A3 - Too Good to be True: When Superior Supplier Performance Goes Wrong
Why would a buying firm want to cut ties with a critical supplier whose historical track record is nearly spotless? Rungtusanatham offers insights into why a company might be predisposed to terminate such a supplier relationship. Attendees will engage in an exercise tied to the strategic supplier relationship and learn how to better manage the expectations of suppliers or customers to avoid being predisposed to cut ties.
Session A4 - Total Cost of Ownership: Approaches to Global Sourcing Decisions
A move to outsource might result in a lower per-unit price tag, but that’s hardly the whole picture. Firms constantly struggle to evaluate the total cost of ownership when making global sourcing decisions as per-unit price is only one factor. In this discussion, Gray works with attendees to develop a comprehensive list of location-related factors that may affect a firm’s cost or profitability beyond per-unit price. This leads into a discussion on approaches decision makers use to consider these cost in their analyses.
Session A5 - Increasing Delivery Success Through Productive Communication
Many organizations struggle with delivering quality project and program results on time and to budget. This problem can have many sources, but communication often is a leading challenge. Ford shows how it’s possible to increase delivery success through the consistent application of five practices that work together to drive productive communication. Learn how these five practices work together to increase the chances your project will cross the finish line.
Session A6 - Now You See It: Problem Solving Made Easy
Whether it’s 8D, A3, or DMAIC, all good problem solvers use very simple techniques to describe and investigate challenges before implementing and maintaining changes. This session will explore common themes that can improve the outcome of your problem-solving system. Then, see how converting data to a visual display greatly increases your organization’s problem-solving capabilities.
Session B1 - Strategy Deployment: An Element of the Lean Management System
Many leaders in organizations today fail to understand the role that top-down strategy deployment plays in the effective direction setting of the organization. Where this approach is used, many good leaders do not incorporate a two-way dialogue throughout the organization as part of the strategy development process. Butler illustrates the key elements of an effective strategy deployment and shows how they translate into leader standard work.
Session B2 - Fundamentals of Measuring Forecast Error
Measuring forecast error doesn't have to be complex or mysterious. Understanding the magnitude and direction of forecast error can provide information to improve forecast accuracy and be used to facilitate discussion about better managing safety stock levels. This session provides basics for measuring and understanding forecast error that can be easily implemented at any organization.
Session B3 - Developing Ambidexterity: How To Manage the Innovation-Improvement Productivity Dilemma
Constantly improving to maintain competitive edge and investing in long-term innovation are both extremely important to any organization, but many encounter trouble striking a balance between the two. Chandrasekaran illustrates the dangers of focusing too much or too little on either, a problem at several well-known companies. Based on his research with 30 high-tech organizations, Chandrasekaran outlines several tools and methods that organizations develop to balance the two. These tools can drive far-reaching change in an organization’s innovation process.
Session B4 - Building and Leading High-Performance Teams
Effective team performance is a fundamental element in organizational success, and the ability to build and lead effective teams is a critical aspect of successful leadership. Assembling a group of talented individuals does not necessarily lead to their effective performance as a team. In this workshop, Inks discusses important aspects of team performance, with a special focus on the development and leadership of high-performance teams.
Session B5 - Social Responsibility and Operational Excellence
Operating in a socially responsible manner these days is quickly moving from a long-term vision to a here-and-now imperative. Taking a continuous improvement approach to the concept of social responsibility, Duckworth offers a process for driving actions that can be taken by those interested in the “doing of,” rather than the “talking about.” Instead of a 10,000-foot view of the ultimate socially responsible organization, Duckworth illustrates how each organization can find its own path through the tools of operational excellence.
Session B6 / C6 - Simulation: Putting Lean Thinking to Work in the Supply Chain System
This hands-on simulation calls for participants to become material suppliers, inbound and outbound carriers, manufacturers, distribution center operations, and retail customers. First, participants run the simulation using conventional planning methods. After several rounds, we evaluate the performance of the supply chain: Are we satisfying customers? What are our costs? How do pain points affect customers and the business? Participants then brainstorm ideas for making the supply chain more lean and responsive and implement them. After another round of evaluations, participants determine which changes to make and how to implement them.
Session C1 - Sustaining the Gains in a Lean Transformation
We all know cautionary tales of organizations that forge great lean progress, followed by a period of backsliding. It is easy to attribute the slip to a failure of leadership, but evidence suggests that while leadership matters, management systems matter even more. This presentation examines the elements of the lean management system and how individual leadership traits interact with it.
Session C2 - Safety First, Patient First: Operational Excellence in Health Care
Hospitals are working double-time to keep up with government mandates and reduce medical errors by applying principles of operational excellence – so why are those efforts initially being met with lower patient experience scores? Using a recent study of over 300 U.S. hospitals, Boyer outlines the trade-offs between clinical care and patient experience and gives examples of how operational excellence is being used to “bend the cost curve” and reduce costs while improving efficiency. This presentation also will highlight 10 innovations that are changing the health-care industry.
Session C3 - Lean Framework, Agile Principles: Using Lean to Sustain and Scale Agile I.T. Teams
In this interactive session, Paider explores with participants how Nationwide has a taken a small, grassroots agile movement and extended it to enterprise scale using lean principles and tools such as A3 thinking, standard work, kaizen, and a focus on lean management. With Nationwide’s lean-agile practices, teams can confidently promise to deliver on-time, every time, within budget, and without defects at one of the largest insurance companies in the U.S.
Session C4 - Leveraging Lean in R&D to Develop Profitable Value Streams
Companies have begun implementing lean to increase research and development efficiency – and it’s working. But because R&D is closely linked with so many disciplines inside an organization, lean principles can be leveraged across the entire value stream to increase profitability. Majerus uses two simple models to explain where and how these lean principles can be implemented, pulling examples and results from his experience at Akron-based Goodyear.
Session C5 - Performance Excellence: A Leadership Framework for Continuous Improvement
Gaining competitive edge and reaching goals first requires the alignment of your plans, processes, decisions, people, actions, and results. Faber outlines a framework that gives you the tools to assess where your company is, where it needs to be, and how you can examine all parts of your management system and make improvements while keeping the organization in mind. Become empowered to make continuous improvements in performance excellence and deliver customer value through a holistic management approach.
Session C6 – (see B6)
Process Design Thinking: Simple Methods to Get it Right the First Time
Time: 12:30 p.m. to 3:30 p.m.
Host: Bill Hathaway, president of summit sponsor MoreSteam.com LLC
Note: Please bring a laptop or reserve a loaner at the summit check-in desk. This workshop requires access to online tools and a limited amount of loaned laptops are available.
In spite of the ever-growing army of Green Belt and Black Belts who are busy digesting process improvement projects, the rate of new process problem creation appears to exceed the rate of process problem resolution. The rework factory is running flat out on three shifts and we aren't catching up! The only way we'll ever make real progress on process quality is to upgrade our design practices so processes behave properly right from the start.
Process design is a critical skill for every organization - but it's too often left to chance. Every day, people are busy designing new processes with not much more to work with than good intentions. Not surprisingly, the solution is to design the process that is used to design processes. Process design does not need to be a complicated engineering exercise. Rather, it requires only simple tools and common-sense methods.
This workshop will outline these tools and methods, with particular focus on process modeling methods for rapid process prototyping.
About Bill Hathaway