Have a story of transformational change at your organization you’d like to share? Have research-based insights that can help business professionals develop their leadership or problem-solving skills?
The Ohio State University Center for Operational Excellence is accepting proposals for breakout sessions at its 2018 Leading Through Excellence summit, set for April 10-12 at the Fawcett Center on Ohio State’s campus. For attendees, the 25 breakout sessions to be offered at the event – spread across April 11 and 12 in five 60- and 75-minute blocks of five concurrent sessions – allow them to customize their summit experience to choose the topics that fit their interests and best align with their personal and organizational goals. For presenters, the sessions offer the chance to share best practices and make connections with hundreds of business leaders.
As with past summits, COE is building its breakout session offerings to represent a mix of “case studies” taking place inside member and non-member companies; actionable insights from researchers; and best practices from thought leaders in the world of operational excellence. Topics are to be broadly focused on one or more of the following subject matter areas:
Industry disruption (technology, trends)
Lean deployment best practices (tools, techniques, behaviors)
While COE will still be recruiting a number of breakout presenters outside this process, between five and 10 sessions will be drawn from submitted proposals. All session presenters receive complimentary admission to the summit.
Think you’re ready to submit a proposal for a breakout session on April 11 or 12? Have the following information ready about yourself and your presentation:
a) Contact information
b) Proposed title
c) Key challenge/trend the presentation addresses
d) A few sentences on the content you plan to cover;
e) Key “takeaways” attendees will receive at your session.
We’re also interested in past presentation experience, with video links welcome and encouraged.
Presentation proposals will be reviewed and accepted on a rolling basis, and all those who submit proposals will be notified of their status by Jan. 15, 2018, at the latest.
To view the proposal form and begin the submission process, click here.
The Ohio State University Center for Operational Excellence is celebrating its quarter-century milestone, which was formally recognized at a Sept. 15 seminar, where featured keynotes included LeanCor CEO Robert Martichenko and Goodyear executive Billy Taylor.
Check out the resources below to review recaps, video and photos from the event …
‘We have to connect the business’– LeanCor Founder and CEO Robert Martichenko draws from his more than 20 years in lean supply chain leadership to share insights on how businesses need to speak a “new language” to truly deliver customer value in an era of unprecedented disruption.
For COE members: Access a full-length and 15-minute highlight recording of Martichenko’s keynote in COE’s members-only Digital Content Archive (authenticated user account required).
‘Engaged, empowered people are your greatest asset’– Billy Taylor, who oversees all North American manufacturing for Goodyear Tire & Rubber Co., delivers a dynamic keynote address focusing on his experience as a plant manager, where he discovered the value of engaging employees and giving them a sense of ownership over corporate strategy. Check out a 15-minute highlight video of Taylor’s keynote below …
For COE members: In addition to the 15-minute preview above, access a full-length recording of Taylor’s keynote in COE’s members-only Digital Content Archive (authenticated user account required).
‘Our members lead the way’– COE Co-Director Peter Ward reflects on 25 years of the center partnering with the operational excellence business community and offers insights on what’s ahead. Ward, who has been with COE in some capacity since its founding in 1992, says the center quickly learned “our best ideas came when we listened.”
A quarter-century celebration – Get your photo with Brutus Buckeye during the celebratory lunch at COE’s September seminar? Check out an album of photos from Brutus’ visit and download your photo via our Flickr page. To download a photo: Click on the image and, on the page that appears, select the downward-facing arrow to the bottom-right of the photo.
The following is a lightly edited version of remarks COE Co-Director Peter Ward delivered at COE’s 25th anniversary celebration on Sept. 15, 2017.
We spend a lot of time as organizations preparing ourselves for the future, and that’s a smart move given the change we see all around us. But on the occasion of the Center for Operational Excellence’s 25th anniversary, let’s take a moment and look back.
In 1992, the then-new dean of today’s Fisher College of Business, Joe Alutto, visited the Department of Management Sciences with a compliment (of sorts) – and a challenge. The department, he said, was making strides in academic research and students loved the classes, but a disconnect existed with local industry. Can that change?
Our journey started there, with the founding of the Center for Excellence in Manufacturing Management, which the university recognized in the summer of 1992.
After our first four members signed on — Central States Can, Lennox Industries, Copeland Corp. and Ross Labs — we quickly realized a very important lesson that’s become central to everything we’ve done in the quarter-century since: Our best ideas came when we listened, rather than when we talked. Hearing our members’ needs has directed COE’s path from the beginning and that continues. Our members’ issues are our issues, and our members lead the way.
That same momentum from our members helped us understand in the center’s first years that operational excellence wasn’t solely for manufacturing. Leadership, problem solving and process improvement are key to all industries – and that’s what led us to change our name to the Center for Operational Excellence little more than a decade after being founded. As we welcomed into the fold companies from the banking, insurance and healthcare industries, our members once again helped set our course and, ultimately, bring meaning to our work.
In 25 years, we’ve racked up some impressive numbers: five summits; 95 quarterly meetings; 300 COE-sponsored research papers; 500 workshops, seminars and tours; 700 student internships secured through COE member companies; and more than 20,000 admissions to our events.
But the true measure of the impact our members have helped make, for me, is in the moments that don’t have a number: The manager who lost his job in tough economic times and leveraged his center relationships to bring new vitality to his career; the MBA student who struggled to define herself until she tapped into the world of operational excellence; or the executive struggling with a seemingly insurmountable problem who turned to center colleagues for a solution. Our journey is teeming with these stories.
The next 25 …
After 25 years, a big question looms: Where to from here? The pace of change increases every day, and it’s by no means a stretch to assume the business world will evolve more in the next five years than it has in the last 25. One thing will hold constant, though: We’ll still need problem solvers, we’ll still need leaders, and we’ll still need people like our members, who work at the intersection of problem solving and leadership.
As we begin our next 25-year stretch, it’s the ideas and challenges of our members that will determine our future. Thanks for making us a part of your journey – I can’t wait to see what’s next …
Peter Ward Co-Director, COE Senior Associate Dean, Fisher College of Business at The Ohio State University
Billy Taylor wrapped up a three-year stint running Goodyear’s manufacturing plant in Lawton, Oklahoma, with more than a few reasons to be proud.
Under his leadership, safety improved, processes streamlined, and projects racked up millions of dollars in savings. The turnaround job was enough to win the coveted Shingo Prize Silver Medallion for Operational Excellence, what’s been dubbed the “Nobel Prize for operations.”
It was, Taylor thought, his ticket to world headquarters.
The powers that be had other things in mind, dispatching him from one challenge to his next: A plant in Fayetteville, N.C., where demand for tires was outstripping the production pace by nearly 20 percent. In Taylor’s first two weeks walking the floor as plant director, he made it his mission to “seek to understand before I sought to change.”
The diagnosis: “I had great people but they didn’t understand what winning was,” Taylor said.
‘Most leaders struggle with letting go’
The story of the successful Fayetteville turnaround was just the next step in a journey that eventually led Taylor to where he is today, overseeing all North America manufacturing for the iconic, $15 billion-a-year brand and Center for Operational Excellence member. Taylor shared insights from his decades driving transformational change during his keynote address at COE’s 25th anniversary celebration in September, where nearly 200 industry leaders gathered to ring in the center’s quarter-century milestone.
Taylor’s insights on leadership are rooted in a passion for engaging people, a core element of transformational change that’s become the centerpiece of his frequent speaking engagements.
“Great leaders respect their people,” he said. “If you make people visible, they will make you valuable.”
Reflecting on the Oklahoma and North Carolina plant turnarounds, Taylor said the crucial next step after defining winning was in giving his front-line employees a sense of ownership in executing on the plant’s broader strategy. Though essential, it’s not always easy for managers, he said.
“Most leaders struggle with letting go,” Taylor said. “People are not your greatest asset. Engaged, empowered people who own your strategy are your greatest asset.”
By putting that into action, Taylor said, he ultimately oversaw a transformation in Fayetteville that resulted in a 14 percent bump in tire production with a 4 percent drop in hours worked – “no investment, no additional equipment, just ownership.”
Sustaining this culture of continuous improvement, Taylor said, means building a regular cadence around recognizing people as they execute on strategy and “celebrating the process” that’s driving gains. And it’s something he says he still does as one of the highest-ranking leaders in the company.
“Now that I run North America, it’s still simple. I still show up to celebrate the process, and I never miss the opportunity to share best practices.”
When Robert Martichenko isn’t running his company, LeanCor Supply Chain Group, he’s probably thinking about lean. And when he’s thinking about lean, he’s probably writing about it, too.
While his passion for storytelling might be a source of productivity and relaxation, Martichenko also says it’s a key leadership capability that’s too often overlook or underdeveloped.
“As leaders, we have to work harder to tell stories,” he told a crowd of nearly 200 at the Center for Operational Excellence’s 25th anniversary celebration. “Anybody can put 10 bullet points on a slide and build 50 slides. What’s the story? Why are we doing this? What’s important? We have to become closer to the narrative.”
‘We are a business, we are a system’
Martichenko kicked off COE’s fall seminar and quarter-century celebration with a compelling narrative of his own: Where he sees the future of lean thinking and lean management in a business world changing by the minute – and leaving some destruction in its wake.
“Fundamentally, we’re going to have to do something differently,” Martichenko said. “At this point, what’s happening on the outside is happening faster than what’s happening on the inside.”
Martichenko’s insights for how companies can leverage lean concepts to survive and thrive in a disruption-rich world are rooted in his personal journey as a business leader. He began his career in the transportation and warehouse industries, where he identified a need to integrate lean principles and techniques across the entire value stream. He founded LeanCor 12 years ago to meet that need and has grown the business into a leader in advancing the world’s supply chains. Just two years ago, Martichenko was honored with the Council of Supply Chain Management Professionals’ Distinguished Service Award, the industry’s highest honor.
A supply chain-based “ecosystem” perspective is what Martichenko sees as a foundation for survival and growth today.
“The next frontier … is not about technology, or about apps – this is about core processes and functions and saying, ‘We are a business, we are a system, and as a system we need to manage it together,’” he said. “Do you really want to fail instead of getting three executives together and saying, ‘Can you please start collaborating?’”
What’s preventing leaders from the four core business processes — strategy, product life-cycle management, sales and marketing, supply chain operations — from doing this? Martichenko says it’s often a bias around our area of the business that skews our perspective and limits our ability to make the best decisions for the broader ecosystem.
“If you’re willing to step outside your safety zone, it will be amazing what you see,” he said.
Creating a culture with greater visibility and better alignment, Martichenko said, ultimately will generate the kinds of feedback systems that can enable the agility and flexibility businesses need today.
“All the technology we need for the supply chain to go from the supplier to the end customer is there,” he said. “What we don’t have is an equal amount of momentum from what actually happened back to the people in the business.”
Robert Martichenko was a featured keynote at COE’s fall seminar along with Goodyear executive Billy Taylor, who stressed the importance of people-inclusion processes in transformational change.
A 15-minute recap and full-length recording for each session are available in the Digital Content Archive on COE’s members-only website (authenticated member account required).
(Keynote Billy Taylor delivering a keynote address at an event in Kansas last year. Photo courtesy Topeka Capital-Journal)
As the Center for Operational Excellence rings in its quarter-century milestone next month, the keynotes taking the stage are bringing nearly a half-century of transformational leadership experience.
The center’s fall seminar and official 25th anniversary celebration is coming up on Friday, Sept. 15, with limited seating still available for in-person attendance. Presenting and livestreaming will be two renowned process excellence leaders: Opening up the day at 10:30 a.m. is Robert Martichenko, CEO of LeanCor Supply Chain Group and an award-winning business leader and author. Goodyear Tire & Rubber Co. executive Billy Taylor takes the stage at 1 p.m. with his insights on “people-driven operational excellence,” which he’s presented to wide acclaim at conferences around the world.
Both keynotes bookend a networking lunch and official 25th anniversary celebration, featuring a tailgate-themed meal and special appearance by Brutus Buckeye, who will be posing for photos with attendees.
While both featured keynote speakers have traveled different paths along their more than 20 years in leadership, they both bring a passion for process excellence that radiates in their dynamic presentations.
Martichenko began his career in the transportation and warehouse industries, where he identified a need to integrate lean principles and techniques across the entire value stream. He founded LeanCor in 2005 to meet that need and has grown the business into a leader in in advancing the world’s supply chains. A decade into his run at the helm of LeanCor, Martichenko was honored with the Council of Supply Chain Management Professionals’ Distinguished Service Award, the industry’s highest honor.
In his keynote, “Lessons in Lean, Lessons in Leadership,” Martichenko will share insights from his more than 20-year career of building cultures of continuous improvement, blending personal and professional experiences.
Taylor, a high-energy conference headliner, calls himself an “evangelist” for people-inclusion processes in organizational transformations. He spent years steering remarkable turnarounds at Goodyear plants before stepping up as director of commercial manufacturing, North America, in 2012. Taylor in 2015 took a senior role overseeing all North America manufacturing for the iconic tire brand.
In his keynote, “People-Driven Operational Excellence,” Taylor traces his journey from a fledgling plant manager to a top executive, outlining the philosophy at the heart of his drive as a leader: Operational excellence starts with empowering people and driving sustainable results through a bottom-up approach.
The pair of keynotes are part of COE’s anniversary celebration for a reason, said Executive Director Peg Pennington.
“The kind of leadership that can make the case for change, make it happen and then sustain it in the long term takes passion, compassion and a drive for continuous learning,” Pennington said. “Robert and Billy are that leader — they’re great storytellers, too — and I’m thrilled they’re joining us as we celebrate a major milestone for our center.”
COE formed in 1992 as the Center for Excellence in Manufacturing Management with four founding members, including current members Abbott Nutrition and Emerson Climate Technologies. One name change and 25 years later, COE is a network of 40 member companies pursuing process excellence by connecting with each other, with top business leaders and with faculty and student resources at Fisher.
The Center for Operational Excellence is teaming up this October with a leading voice in lean thinking for a three-day round of workshops hosted in Columbus and offered at a discount to center members.
How can we make the most of lean principles in a non-manufacturing, office environment? COE Associate Director Rick Guba and partner MoreSteam.com guide attendees through a virtual office workflow simulation that offers tools and insights on bringing visibility to largely “invisible” office processes. Key tools include value-stream mapping and metrics, error-proofing and standardized work. The session is recommended for process improvement leaders in service/office environments.
Learn to hunt down the underlying causes of systemic problems in your organization — not just symptoms — in this workshop, run by COE Executive Director Peg Pennington. Participants will learn the basics of root cause analysis and engage in hands-on activities, mapping out incidents based on personal experiences and high-profile real-life events. Critically, this session connects all learnings to the next step in the process: Developing countermeasures to ensure the problem doesn’t happen again.
Moving from the value-stream map to the implementation of countermeasures requires data, but problem solvers often find themselves asking two key questions: When do I need data, and how much of it do I need? Attendees in this workshop, led by Pennington, assume the role of consultants in turning around a fictional pizza shop. Digging into data from “Pete’s Pizza,” participants analyze and interpret data on the production and delivery process on lead time, quality and cost. Ultimately, participants develop a set of recommendations for the client based on the analysis. Beyond sharpening problem-solving skills, this session leverages Excel-based activities such as pivot tables, graphs and descriptive statistics.
Each of the full-day sessions offered across the three-day span, including the three above, costs $800 and includes materials, breakfast, lunch and snacks. Two-day sessions cost $1,600. By selecting more than one full-day workshop or a two-day workshop, you are automatically entitled to a discount of $100 per day (maximum $300). If you are only attending a single one-day workshop, you may use discount code “OSUCOE” to unlock a $100 discount for that session.
If you and your team are interested in any of the sessions being offered in October, sign up soon as space is limited.
The Center for Operational Excellence is ringing in a momentous anniversary with a celebration in September featuring two standout keynotes.
COE’s fall kickoff seminar – a formal celebration of its 25th anniversary – is set for Friday, Sept. 15, where Robert Martichenko, CEO of LeanCor Supply Chain Group, and Billy Taylor, head of North America Manufacturing for Goodyear Tire & Rubber Co., are set to present. The sessions will bookend a tailgate-themed networking lunch … with some to-be-announced special guests.
Both keynote speakers are renowned storytellers who bring a blend of personal and professional experiences to their respective stories of spending decades driving transformational change. Martichenko, set to keynote at 10:30 a.m. on Sept. 15, founded LeanCor with a mission to advance the world’s supply chains through training, consulting and third-party logistics. He’s emerged as a globally recognized thought leader in lean thinking and end-to-end supply chain management, as well as an award-winning non-fiction and fiction author.
Martichenko’s keynote, “Lessons in Lean: Lessons in Leadership,” focuses on what he’s learned while building organizational cultures focused on lean thinking and relentless business improvement.
Taylor of Goodyear, set to speak after lunch at 1 p.m., is a sought-after speaker and self-described “evangelist” for people-inclusion processes in operational excellence. In his keynote, “People-Driven Operational Excellence,” he charts his journey from fledgling plant manager to top leader at an iconic brand, offering insights on keys to building a high-performance, self-sustaining culture that’s the foundation for company-wide success.
Both sessions also will be offered to employees of COE member companies via live webcast, hosted and run by Mills James. Registration for webcast and in-person attendance – expected to reach capacity – will open the week of Aug. 7. Read more about both speakers on our website.
The event comes a full quarter-century after the founding of COE, which started in 1992 at the Center for Excellence in Manufacturing Management. Once narrowly focused on the application of lean in the manufacturing sector – and touting only four members – the center has grown along with the field of operational excellence to encompass the notion that process improvement principles are intrinsic to competitive edge for any industry.
Today, COE has a roster of nearly 40 member companies and engages with thousands of operations leaders across the country in the shared pursuit of building better processes in a culture of continuous learning.
Fisher College of Business’ research and business partnership centers might be individually focused on an eclectic range of themes, but finding common ground is easy when it comes to today’s toughest business challenges.
A group of four Fisher centers teamed up this summer to tackle two of the biggest challenges companies face today: growing and developing talent, and unlocking the power of data and digital disruption. Nearly 150 members and guests of the Center for Innovation and Entrepreneurship, Center for Operational Excellence, National Center for the Middle Market and The Risk Institute gathered in July for a deep dive into winning the “talent war,” with the disruption-focused follow-up set for Wednesday, August 16.
The big picture
The July “Winning the Talent War” session turned a spotlight on some of the key issues employers are facing as they match the supply in the talent pool with their hiring needs. A region’s talent pool, keynote and Brookings Institution Fellow Marek Gootman told the crowd, is nothing short of the key to its vitality.
“One of the things that connects everyone is where we’re pooling our talent from,” he said, “and talent is a key driver of economic competitiveness.”
Harnessing the potential of the labor pool today, however, means facing serious headwinds, Gootman said. For one, employers are demanding more workers with a college education despite the fact that many out-of-work members of the labor pool don’t have more than a high school education. A recent Brookings analysis of 130 population centers by county – among them Columbus’ Franklin County – found that 55 percent of those out of work have, at most, a high school degree, while only 20 percent have a bachelor’s degree. In Franklin County, that gap is even wider.
Brookings, a research partner with Fisher’s middle market center, is an advocate for workforce programs – apprenticeships and social enterprise initiatives, to name a few – that can help solve this supply-demand imbalance. And with technology’s reach extending these days to traditionally “non-digital” jobs, building workforce skill in this area is quickly taking on critical importance, Gootman said.
“This is something that everyone, large and small, is going to be grappling with,” he said.
While these challenges might prove formidable to larger companies, they can be downright crippling to the middle market sector, whose companies create 60 percent of the country’s new jobs but can lack the capacity or perspective to reach outside their four walls for workforce help. New survey data Brookings compiled with the Fisher middle-market center and released at the session showed the sector’s firms struggling to hire for needed skills, underinvesting in talent planning and facing intense competition from larger companies.
By moving from an adversarial relationship to one that’s focused on building a better region, middle-market firms and larger companies can join forces and better leverage support from the public sector, Gootman said.
“You’re reliant on these mid-sized firms for the economic vitality of the region,” he told the crowd. “Large firms can find their own value in working with the middle market.”
The ground war
Shifting demographics and an explosion of digital technology are very much on the minds of top talent leaders at some of Ohio’s biggest brands, who joined Fisher Prof. Marc Ankerman for a panel discussion following Gootman’s keynote. In a wide-ranging question-and-answer session, human resources leaders from Cardinal Health, Marathon Petroleum, Nationwide and Wendy’s Co. grappled with the challenges ahead.
At Nationwide, a top Columbus-area employer, process automation and the rise of driverless cars are two technology-centered trends likely to disrupt not only the company’s base of 10,000 call-center associates – but the insurance models at the heart of its business, said Kathy Smith, the insurer’s VP of talent development. The oldest business represented on the panel – 125-year-old Marathon Petroleum – is similarly bracing for technological upheaval, but also investing in readying its existing workforce for it.
“We’re really focusing on repurposing our workers’ skills and preparing them to learn automated technology,” said Tony Moore, head of talent acquisition.
Technology is even transforming the hiring processes at the heart of human resources, said Will Shepherd, Wendy’s director of enterprise learning and development.
“We’re having to meet applicants where they are from a technological standpoint, and recruiters are stepping that up,” he said.
No matter what technological leaps are around the corner, panelists told the crowd they still have an eye on the kinds of capabilities that won’t show up on a resume, Smith of Nationwide highlighting collaboration and “emotional intelligence” as critical.
“We need to continue to build skills in the hard stuff,” said Kelly Wilson, VP of talent management at Cardinal Health, “but the soft skills are so important.”
The collaborative summer sessions continue with a look at data and digital disruption on Wednesday, Aug. 16, featuring speakers from Cisco, Safelite Group, Columbus-based data analytics startup FactGem and the Ohio State University Moritz College of Law’s Program on Data Governance.
Seats allotted for COE are currently full but employees of member companies may join the waitlist for the seats by e-mailing Jackie McClure at firstname.lastname@example.org. More spaces are expected to be released to the center the week of July 31, and those will first be extended to waitlisted attendees.
For more than 20 years, Duke University’s Fuqua School of Business has been polling hundreds of CFOs once a quarter, asking them what their top concerns are. For the latest survey, they saw something top the list that hadn’t done so once in all 84 rounds before it.
According to a June report in the Wall Street Journal, results of the Duke survey found “Attracting and retaining qualified employees” topped CFOs’ list of concerns for the first time in its history. These talent acquisition and management concerns edged ahead of headline-grabbing issues such as government policies, cost of benefits, economic uncertainty and data security.
Hiring and retention challenges might have topped the list of concerns this time, but they’ve been near the top of the ranking for a number of quarters in the past few years, indicating the issue has broken out of the human resources silo and become a major consideration in businesses’ ongoing efforts to stay competitive. And understanding the forces at play – demographic shifts, a skills gap, to name a few – is an imperative for more than the C-suite and the HR department. Keeping a pulse on this challenge is critical for leaders of any rank.
The Center for Operational Excellence at Ohio State is taking a deep dive Tuesday, July 18, into the so-called talent war in an event co-hosted with the university’s Center for Innovation and Entrepreneurship and Fisher College of Business’ National Center for the Middle Market and Risk Institute. At this half-day, morning session, open to employees of COE members and guests, we’ll be presenting exclusive new data on work-force trends and engaging in a wide-ranging conversation with talent acquisition and management leaders from some of Ohio’s top employers.
At “Winning the Talent War,” you’ll hear insights on:
The Big Picture: Marek Gootman, fellow and director of strategic partnership and global engagements in the Global Policy Program at renowned think tank the Brookings Institution, will be presenting a mix of survey data and research-based insights from the renowned think tank focus on how companies are responding to large-scale shifts in work-force dynamics to hire and retain workers.
The Ground War: The middle section of the morning’s program will be dedicated to a panel discussion led by Fisher senior lecturer and HR expert Marc Ankerman and featuring: Tony Moore, head of talent acquisition, Marathon Petroleum Corp.; Will Shepherd, director of enterprise learning and development, Wendy’s Co.; Kathy Smith, VP talent development, Nationwide; and Kelly Wilson, VP HR-talent management, Cardinal Health.
The Pipeline: The morning concludes with a presentation from Jamie Mathews-Mead, senior director of graduate career management at Fisher, on how the college is preparing students to best meet companies’ rapidly evolving needs and how organizations can leverage Fisher to build and grow their work forces.
With less than a month remaining before the session, limited seating is available for invitees of each center. Employees of COE member companies can register now at no cost using discount code “coesummer” while non-member guests of the center can save half off the $95 admission until July 1 using discount code “coeguest.”
The centers’ collaboration hosts the second of the two-part “Top Business Challenges” sessions Wednesday, Aug. 16, where we’ll be exploring opportunities and risks surrounding data and digitization. Featured speakers include:
Jeremy Aston, senior director, Cisco;
Bruce Millard, VP digital and customer innovation, Safelite; and
Dennis Hirsch, Professor of Law and Director of the Program on Data and Governance, The Ohio State University Moritz College of Law.
Registration for the August session will open the week of July 3.