Breakout Sessions, April 9-10
A1 - Cultural Change Through Execution
Jan Santerre, Senior VP lean business, Hillenbrand
We all want to achieve more at a faster rate with fewer resources. But how does a leader develop a team to accomplish that? How do we organize for lasting changes which yield superior results? Ultimately, what does the leader need to do differently, starting today, to change? There are lessons from Dr. Deming to Ram Charan but tying them into a cohesive, approachable methodology can seem like grasping for straws. In this session, Santerre will share insights from over 30 years in corporate America driving cultural change through execution.
About the presenter: Prior to joining Hillenbrand, Santerre was the first woman vice president of operations at Parker Hannifin, improving several North American divisions. Santerre developed her lean knowledge and experience through several managerial roles during her 18 years with Delphi Automotive Systems and General Motors, and through a Delphi Fellowship, earning a master’s of engineering in manufacturing from the University of Michigan. She earned her bachelor’s of science in electrical engineering from Purdue University.
A2 - Deciphering the Multi-Generational Work Force
Marc Ankerman, senior lecturer of management and human resources, Fisher College of Business
Each new generation has its own rules for communication – and a widening age gap in the work force means more and more of those reside under one roof. We might get the message, but it’s coded, unclear, or difficult to understand. More than ever, we need the tools and techniques to navigate the diverse work force of today in order to improve communication and ensure progress isn’t lost in the generational gap. In this session, Ankerman offers up a toolkit to “DECIFER” the business landscape and emerge well-equipped to communicate across generations X, Y, Z – and whatever’s next.
About the presenter: Ankerman is a more than 30-year veteran of the human resources training and education field who previously served in training roles at Williams-Sonoma and Express. At Fisher, he teaches full- and part-time MBA students along with PdD and honors students while also advising MBA clubs and coaching coach competition teams. He also serves as president of Ankerman Training Solutions and specializes in employee retention, assimilation and onboarding. In 2013, he received the Provost Award for Distinguished Teaching at Fisher.
A3 - Lean Planning: Resilient Plans for Complex Environments
Matt Barcomb, directing principal, odbox
Most organizations approach planning in uncertain environments, somewhere between non-optimally and abysmally. At issue are traditional planning models that rely on more certainty than is possible or practical in an era of modern business where uncertainty only will continue to grow. In this session, Barcomb draws upon his experience in information technology process improvement to show proven models for planning in less-knowable situations, including benefit mapping and flow-based road maps. This session also will explain how to apply concepts such as option-thinking and triggers to create a more resilient and realistic plan.
About the presenter: Barcomb (Twitter: @mattbarcomb) has over 18 years of experience as a product development leader that takes a pragmatic, systems approach to change. He partners with organizations to help leadership teams develop and deploy strategy, optimize product management and development, and evolve traditional HR functions into modern talent development practices.He enjoys challenging mental models, simplifying the seemingly complex, and uncovering the "why" behind the “what.”
A4 - Principles of Lean Product Development
Norbert Majerus, lean champion, Goodyear Tire & Rubber Co.
To implement a successful lean product development process, it’s important to understand the underlying lean principles which, while universal, must be applied differently in different parts of an organization. Companies also have unique challenges in R&d for which there is no “secret recipe.” In this presentation, Majerus will outline basic principles that likely apply to all R&D organizations and show how they were implemented at Goodyear. The principles are illustrated with examples and case studies from Goodyear R&D.
About the presenter: Majerus began his career with Goodyear in 1979 and has spent the last several years years developing and implementing an end-to-end lean product development process across all three of Goodyear’s Global Innovation Centers. Throughout his career, he has worked in most functions of product development with time spent in both Akron, Ohio, and Luxembourg, Europe. His experiences include materials development, tire engineering, project management, equipment design, benchmarking and quality systems. He has a master’s degree in chemistry and Master Black Belt titles for six sigma and lean. He is finishing his first book, Principle-Based Lean Product Development, to share what he and Goodyear have learned.
A5 - Big Forces at Work in Our Economy, Our Business, and Supply Chains
Thomas Goldsby, professor of logistics, FCOB; associate director, COE
Most senior managers and executives find themselves consumed with the day-to-day management of the business. This session encourages business leaders to step back and recognize major issues that are changing the economic landscape that will influence business success and failure in the coming years, such as:
About the presenter: Dr. Goldsby is the Harry T. Mangurian Jr. Foundation Professor in Business and Professor of Logistics at Fisher. He holds a B.S. in business administration from the University of Evansville, an MBA from the University of Kentucky, and a PhD in marketing and logistics from Michigan State University. Dr. Goldsby is co-editor-in-chief of Transportation Journal and co-editor-in-chief-elect of the Journal of Business Logistics. He also serves as research fellow of the National Center for the Middle Market and a research associate of the Global Supply Chain Forum, both at Fisher.
B1 - From Wooden to Toyota: An Integrated Model for Lasting Success
Jon LeCrone, commissioner, Horizon League; Mark Siwik, executive director, BeLikeCoach
Why are so few teams able to achieve the enduring success of UCLA's John Wooden in sports or Toyota in business? We answer this question by sharing the groundbreaking work of an interdisciplinary team that developed an integrated model of leadership and talent development. The team's experience and their evidence-based model is a glimpse into the future of scientific advancement and knowledge creation. Learn how different fields like sports and business can work together in practical ways to develop people, get better results, and achieve lasting success.
About the presenters:
Jon LeCrone (left) is in his 23rd year as commissioner of the Horizon League, leading the league in its vision of being a highly competitive and nationally recognized Division I athletics league while developing student-athletes to their full potential. LeCrone previously spent nine years as assistant commissioner at the Atlantic Coast Conference, and was assistant athletics director at Wake Forest University. A 1976 graduate of Wake Forest with a bachelor’s degree in English, LeCrone was a member of the Wake Forest baseball team. He received a master’s degree in sports administration from Ohio University in 1978.
As BeLikeCoach Executive Director, Mark Siwik (right) leads an interdisciplinary team that helped create a new field in sports science regarding the effective design and development of athletic programs. His duties include overseeing the transition of BeLikeCoach into an institute in higher education focused on scientific advancement and knowledge creation through the practice of team science. Siwik has a distinguished career in law and business that includes co-founding a business consulting firm and partnership in a leading Ohio law firm. He received his law degree (Order of Coif) in 1988 from the University of Cincinnati and his undergraduate degree (summa cum laude) in 1985 from the University of Akron.
B2 - Leading Your Organization Through Change
Dr. Margot Hoffman, president and CEO, The Partnership for Excellence
Change is inevitable, so leaders need to be successful when leading their organization through it. Drawing on and synthesizing several studies on change, Dr. Hoffman in this interactive session helps leaders effectively transition their organizations through change. Through presentations, activities and table discussions, participants will better understand how people react to change, the stages of transition when change occurs, deterrents to effective change, how to manage difficult change, and the positive aspects of effective change.
About the presenter: Dr. Hoffman leads TPE, a Baldrige-based program promoting performance excellence in Ohio, Indiana, and West Virginia. She has 30 years of experience in engineering, corporate training, general management and senior leadership with automotive supply corporations. Previously, as president of Dana Corp.’s driveshaft business, she led a $1.5 billion business of 33 facilities in 17 countries. Dr. Hoffman holds a PhD in leadership from Capella University along with an MBA and bachelor’s in engineering technology from the University of Toledo.
B3 - Sparking Innovation with 3P
Drew Locher, managing director, Change Management Associates
Some people argue that innovation is an innate ability, something that occurs naturally in select people. Experience, however, has shown that with the proper methodology, tools, and environment, all people have the ability. 3P is a methodology that can spark the creative process that is product and process design. The 3P approach is based on three key techniques: bio-mimicry, 7-ways, and rapid simulation, each of which seeks to expand a person’s thinking beyond its current knowledge threshold. Attendees will get to experience two of the techniques during the presentation: bio-mimicry and 7-ways.
About the presenter: Locher has been working since 1986 to implement innovative business management strategies in a wide spectrum of environments. He started then at General Electric and worked to deliver business improvement programs for the company, leaving in 1990 to form CMA, which provides business improvement consulting and organizational development services to industrial and service organizations. Locher since 2001 has been a Lean Enterprise Institute Faculty member and is an approved instructor for the University of Michigan’s Toyota Kata and Lean Leadership programs. He is the author of four books, two of which won the prestigious Shingo Prize. His latest is Unleashing the Power of 3P.
B4 - Crooked Movers to Apple Maps: People Problems and Outsourcing Decisions
Benjamin Campbell, associate professor of management and human resources, FCOB
Outsourcing is fundamentally about managing people: managers must determine whether it is better to manage people within the borders of the firm or it is better to manage people outside the borders of the firm. Through this discussion-based session, we will use a variety of real-world examples to explore and analyze some of the people problems that arise from the decision to outsource jobs. In so doing, we identify which jobs are safe to outsource and which are not.
About the presenter: Campbell’s research interests focus on building and managing human capital in dynamic and entrepreneurial environments. His teaching has earned him recognition as the Outstanding MBA Core Professor in each of the last five years and he was a recent nominee for the Alumni Award for Distinguished Teaching. He received his PhD from UC-Berkeley and his bachelor’s of science from The Ohio State University.
B5 - Developing the Strategic Leader
Steve Lundregan, senior lecturer, management sciences, FCOB; associate director of strategy, COE
We all face discontinuous change, disruptive competitors, and complex requirements. At the same time, organizations are simultaneously getting older and younger and the tools and resources available have more potential upside and downside risk. These conditions demand different leadership skills and reflective thinking about how organizations develop and employ leaders. This session draws on recent literature, case examples, and individual experience to address these challenges and define the ideal strategic leader. Moving to action, we consider a strategic leadership management framework for identifying, developing, and deploying leaders in your organization.
About the presenter: At Fisher, Lundregan teaches operations management, service operations, and innovation courses. He was awarded Fisher’s Undergraduate Program Teaching Award in 2013. Lundregan joined Fisher in 2012 after three decades of industry and community leadership experience. He held officer-level roles in marketing, strategy and operations at Nationwide Insurance, where he formulated and implemented innovative growth strategies for the Fortune 100 financial services firm.
C1 - Lean Leadership Coaching: Learning to See, Fix and Improve
Walt Miller, operation excellence director, Cummins
Get an in-depth look at the operational excellence leadership coaching Miller oversees at Cummins’ Columbus, Ind., Mid-Range Engine Plant. Miller’s coaching model begins by challenging front-line leaders to explore behaviors that create value and waste. This evolves to shaping not just behaviors but underlying beliefs, no longer “chasing the numbers” but working to improve daily through employee engagement, bolstered by visual controls and standard work. This successful coaching rollout shows that such a structured approach has a place in any organization committed to creating leaders, not managers.
About the presenter: Miller has worked for Cummins in many positions as a continuous improvement leader and coach at all levels of the organization. Over the last 18 years, he has held front-line management positions as well as senior-level management positions within manufacturing and supply chain settings. He is the co-author of People: A Leader’s Day-to-Day Guide to Building, Managing and Sustaining Lean Organizations, which won the prestigious Shingo Prize for research excellence. A U.S. Navy veteran, Miller holds a master’s degree in business management.
C2 - A Lean Six Sigma Hitchhiker’s Guide to the Galaxy
Bill Hathaway, President & CEO, MoreSteam.com
Process improvement leaders excel by maintaining directional progress across uncharted territories. Asking the right questions is a more valuable leadership competency than actually providing the answers. However, you need to have a clear understanding of your operating universe before you even know what questions to ask. Join Hathaway for a by-the-numbers tour of the state of Lean Six Sigma deployments. He will offer his observations about 7 trends, 5 mistakes, 3 opportunities, 2 lies, and 1 truth to enhance your personal guide to the process improvement galaxy.
About the speaker: Prior to founding MoreSteam.com in 2000, Hathaway spent 13 years in manufacturing, quality and operations management. After 10 years at Ford Motor Co., Hathaway then held executive-level operations positions with Raytheon at Amana Home Appliances, and with Mansfield Plumbing Products. Hathaway earned an undergraduate finance degree from the University of Notre Dame and graduate degree in business finance and operations from Northwestern University's Kellogg Graduate School of Management.
C3 - Intro to Sales and Operations Planning
Andrea Prud’homme, assistant clinical professor, FCOB; associate director, COE
Businesses often struggle with aligning activities in the same value stream across multiple functional silos. Sales and Operations Planning (S&OP) is a management process to help leaders better align strategy and synchronize resources across functions. When done well, S&OP can help increase visibility allowing a firm to better balance supply and demand, leading to improved customer service and costs. This session will introduce the process of S&OP and highlight some of the key requirements and potential pitfalls.
About the speaker: Prud’homme is a former adjunct faculty member at Colorado State University who brings more than 15 years of corporate experience in worldwide supply chain management for companies such as Hewlett-Packard, Advanced Energy Industries, and Valor Electronics. Her research expertise is in operations and supply chain management, logistics, and international supply chain management. She has a bachelor’s degree in business administration from San Diego State University, an MBA from Colorado State, and a PhD in logistics from Michigan State University.
C4 - Lean Product Development: Beyond Tools and Processes to Ownership
Gabriela Vandermark, IT consultant, Rottie Consulting
When developing a product, the tools and processes you choose to use can certainly have an impact on the quality and speed to market. The best tools and processes alone, however, do not guarantee success. Product ownership, instead, is the key success diferentiator. In this session, Vandermark draws upon her experience leading a team at Nationwide through an Agile information technology transformation and her current work with Rottie to examine the role and key responsibilities of a product pwner, emphasizing the importance of leadeship, ownership and championing that leads to product development success.
About the speaker: Vandermark discovered her love of technology at a young age in Brazil and brought that love with her when she permanently moved to the U.S. to attend college. Her appreciation for operational excellence was realized at Nationwide Insurance, where she led her team through an Agile transformation to become an adaptable and self-organized group of experts that valued individuals, interactions, quality results, and customer collaboration. Since leaving Nationwide, Vandermark founded Rottie and has worked with clients in the banking and manufacturing industries, with significant international business experience in Brazil and Chile.
C5 - Data Visualization: Info to Insights
Elliot Bendoly, professor of management sciences, FCOB
Companies are able to amass and visualize data now in more sophisticated ways than ever, but biases and assumptions in how we interpret those data can start a slippery slope toward poor decision-making. Dr. Bendoly in this session outlines these common missteps and shows how companies can better align problems with tools, more effectively guiding the decision-making process as raw data are transformed into insights. He also presents a framework for data visualization that not only incorporates but leverages those biases and assumptions, creating processes that ultimately maximize what data can do for us.
About the speaker: Before joining Fisher in 2014, Dr. Bendoly was the Caldwell Research Fellow in Information Systems and Operations Management at Emory University. He is senior editor at Production and Operations Management (Behavioral Operations and Management of Technology) and associate editor for the Journal of Operations Management. His more than 50 articles also appear in Information Systems Research, MIS Quarterly and Journal of Applied Psychology. Check out more at bizbreed.com.
D1 - Creating Confidence for Culture Change
David Veech, senior lecturer in management sciences, FCOB
True leaders need more than a fundamental understanding of lean basics. The lasting, successful ones know how to create the fundamental structures that allow people to succeed at work and at home, building engagement and skill development while truly challenging team members. This engaging discussion examines the leadership behaviors that can help any organization improve retention and engagement while adhering to the tenet at the heart of lean thinking: Showing true respect for people.
About the speaker: Veech joined Fisher the university in 2013 after serving as executive director of the Institute for Lean Systems for seven years, coaching and consulting with clients in a wide range of industries. His research focuses on people in organizations and how lean, leadership and learning systems contribute to overall employee satisfaction and well-being. Prior to starting ILS in 2006, Veech was a lecturer in the College of Engineering at the University of Kentucky. He joined the University of Kentucky after retiring from the US Army in 2001.
D2 - Lean: The Nestlé Way
Steve Reed, value stream manager, Nestlé Prepared Foods
Does creating a lean culture in an extremely large, complex, matrix organization sound challenging? The Nestle Prepared Foods division faced this exact challenge when beginning its lean journey 3 years ago. This session will focus on how the organization navigated competing priorities for scarce resources, built leadership engagement, and struggled with change management support issues. Learn how Nestle pushed forward to build competance and empowerment in employees to create a true workplace transformation with business results.
About the presenter: Reed is responsible for the $2.4B Stouffer’s and Lean Cuisine value stream, which links suppliers, Nestle’s supply chain and manufacturing, and customers all while focusing on improving availability, quality and value for the consumer; working to improve upon value added processes; and eliminating non-value added activities. Reed was responsible for launching LVS in Nestle Prepared Foods three years ago. He has 20 years of experience in supply chain and 13 years with Nestle. He has a bachelor’s in business administration from the University of Akron and a CPIM certification.
D3 - Total Productive Maintenance: The Lean Enabler
Ellis New, senior mgmt. consultant, business practice leader, Productivity Inc.
In this session New positions TPM as the bedrock of a lean organization, reviewing the TPM pillars, key objectives, and specific goals to define the “what.” Then, via case studies, examples, and data we'll exhibit the “why.” Finally, using a step-by-step road map, we'll model “how” TPM can be used as a Lean equipment management strategy.
About the speaker: New has more than 20 years of experience building value-enhancing capabilities in service and manufacturing/process industry environments. Before joining Productivity Inc. in the mid-‘90s, he spent 10 years with Pirelli Cable in roles leading process improvement and TPM, the implementation of which became an industry best-practice benchmark. Today, he partners with global companies including ExxonMobil Corp., Deere & Co., and many more. The U.S. Marine Corps veteran also teaches in Fisher’s TPM certification and Master of Business Operational Excellence programs.
D4 - The Art of the Pitch, The Science of the Story
Rodrick Pauley, VP, Mills James Experience Group
Business stories are told in many ways – bringing to life brand, culture and strategy to help achieve goals and objectives. Many associates struggle with how to effectively communicate their company’s vision, products, and services to customers. In this session, Pauley teaches participants how to translate complex messages into innovative, immersive stories and creative pitches for internal and external audiences.
About the speaker: Pauley has been crafting experiential stories and pitching creative for nearly 20 years. He’s worked with many Fortune 500 corporations, including Walt Disney and Universal Studios. He joined Mills James as creative director in 2011 and was quickly promoted to his current role, where he is responsible for the creative leadership, brand marketing and sales strategies that help clients create compelling event experiences. He has a master’s equivalent from the Drama Studio London.
D5 - Lean Strategic Deployment: Challenges and Opportunities
Giuliano Marodin, visiting scholar and COE fellow, FCOB
Lean strategic deployment (Hoshin Kanri) at a single small to mid-sized enterprise (SME), a single plant, or a single department of a larger organization has its limitations, but also can be used to maintain a sustainable and continuous commitment to lean. Marodin illustrates this with two case examples from Brazilian operations, showing how the practice can play an important role in planning, managing accountability, and tracking problem-solving activities.
About the speaker: In addition to his roles at Fisher, Marodin is a fellow of the Lean Institute Brasil (a member of the Lean Global Network). He received his PhD and master’s in industrial engineering from the Federal University of Rio Grande do Sul, Brazil, where he also worked as an adjunct professor at the Business School (2007-2009) and at the Department of Industrial Engineering (2013-2014). He was a lecturer for several MBA programs in Brazil, and has more than 10 years of experience as a lean consultant.