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.
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).
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.
Nearly three-quarters of a century into its existence, Safelite Group has reason to act like a market leader – it is one.
The ubiquitous Columbus-based glass repair and replacement services company has a presence in all 50 states, with the capability to serve about 97 percent of U.S. drivers. Even 70 years after its founding, it’s in growth and acquisition mode.
That doesn’t mean, however, that Safelite isn’t keeping an eye out for disruptors waiting in the wings to turn the business on its ear.
“We’re looking over our shoulder,” said Bruce Millard, the company’s vice president of digital and customer innovation. “We’re asking, ‘Who has the velocity to potentially cause us problems?’”
In his kickoff keynote, Jeremy Aston of tech communication giant Cisco shared how much — and how little — has changed in how companies are viewing and preparing for the threat of digital disruption. Cisco’s Global Center for Digital Business Transformation in a 2015 survey of nearly 1,000 executives found 15 percent said digital disruption was already occurring in their respective industries. At the same time, a scant one in 250 of those surveyed said digital trends would have a transformative impact on their industry. Fast-forward to a new survey round this year and the shift is staggering: Half of those surveyed said disruption was ongoing, while nearly one in three foresaw a transformative effect.
“Today, we’re under pressure to transform and perform,” said Aston, senior director of the Go to Market and Offer Monetization Office at Cisco.
One statistic that changed little in the two-year span hints at a gap Cisco’s research has found between companies’ awareness and action. In 2015, a quarter of those surveyed said they were “actively responding” to digital disruption. That number rose to just 31 percent this year.
“That is a dangerous game to play,” Aston said.
While the media/entertainment trades and Cisco’s own technology products and services niche are easily most vulnerable to disruption, few – if any – parts of the economy are immune to companies born in today’s digital-first world. Speaker Mark Kvamme, a former Ohio economic development official and partner at venture capital investment firm Drive Capital, shared a dynamic portrait of “born digital” companies in Drive’s investment portfolio. One of them, Columbus-based startup CrossChx, has launched an artificial intelligence-enabled tool for the health-care industry that synthesizes and automates high-volume, repetitive tasks — prior authorizations, appointment reminders — outside the scope of patient care. On the analytics front, Columbus-based FactGem — run by Megan Kvamme — is helping companies translate hordes of data from far-flung sources into actionable intelligence.
All these innovations, Kvamme said, point to an unavoidable truth: “The amount of change we’re going to see in the next five to 10 years is going to spin everybody’s heads.”
A world of opportunity, however, also means a world of risk. Professor Dennis Hirsch, who runs the Program on Data and Governance at Ohio State’s Moritz College of Law, closed out the session with a look at the tricky terrain of data analytics in technology, which already has destroyed some players (student data repository InBloom) and led to serious brand damage for others (Uber).
“Big data is a crystal ball,” Hirsch said, “and that means it can be used for good — and for bad.”
As companies move forward, Hirsch said, it’ll be incumbent upon them to establish processes and guiding values that protect customers and treat them fairly. Technology and its innovative uses for data, in fact, are outrunning the law itself.
“The law hasn’t caught up, and to some extent it never will,” Hirsch said. “We need to be asking, ‘What does it mean to be responsible beyond just compliance?’”
A key tool companies can use as they make decisions on these issues, and the broader world of digital transformation, is a decidedly non-technological notion at heart: process. From a legal and ethical perspective, that means establishing them on the front end to mitigate the risks of leveraging big data. From a business agility standpoint, Aston of Cisco said in opening the day, that means having a perspective that extends beyond the flashy innovation itself.
“We have to make thoughtful decisions,” Aston said, “and we can’t just be focused on technological outcomes. What’s the business outcome you need to drive?”
One of the best ways to unlock the value of your company’s membership in the Center for Operational Excellence is engaging with students at Fisher College of Business.
Once again, COE is offering member companies the opportunity to partner with groups of students on projects designed to give them real-world experience – and give you real value at no cost. COE Associate Director John Gray is seeking interested companies to host a group project for his second-year MBA and junior/senior undergraduate “Strategic Global Sourcing” classes for autumn semester 2017.
To indicate your company’s interest, just fill out a quick survey by Tuesday, Aug. 8. If your project is selected, you’ll work with Prof. Gray in August to create a more detailed project scope, which will be presented to students at the start of the academic year.
In these projects, students take what they’re learning in class – make-vs.-buy decisions, location decisions, supplier management, and more – and apply it to a real-world problem-solving need at your company. By opening up your doors, providing data and committing to roughly one call per week, your company receives up to three hours of work per week per MBA student along with a written deliverable, which can include analyses conducted through the project.
Many COE member companies take advantage of project opportunities as a way to network with students and build relationships that ultimately could open doors to internships and/or job opportunities. Projects also offer the chance for concrete ROI – the “I” being solely your company’s time and commitment.
Looking to engage more with the global sourcing community? Join Prof. Gray’s LinkedIn group. If you have questions or would like more details, contact him at email@example.com.
The journal where Craig’s work was published was one of seven in a pool of contenders for the prize, which was judged by top researchers at universities in North America and Europe.
The winning paper breaks new ground in the field of retail research, which largely has examined business-to-consumer relationships in the past. Craig and his co-authors moved upstream in the supply chain to focus exclusively on the relationship between supplier service levels and retailer demand. By conducting a field experiment at Hugo Boss, Craig and his team were able to quantify the impact of a supplier boosting its fill rate, or the percentage of a customer order satisfied by a shipment. Specifically, an increase of only 1% in supplier fill rate lead to an 11% increase in retailer demand.
What does this mean for suppliers to retailers? Even the best ones, Craig and his team found, can fuel substantial increases in retailer demand by working toward incremental service-level gains. And those who ignore this link are missing out on a prime opportunity to boost profit and grow market share.
The Center for Operational Excellence launched its first-ever Leading Through Excellence summit in 2013 with a crowd of 200 process excellence leaders – and a vision for bringing together teams from a variety of companies to dive into the latest insights on leadership development and problem solving.
Just this month, COE concluded its fifth-annual summit, smashing records with a sold-out event that brought more than 400 change agents from more than 50 companies to Columbus. Here’s a look back at the event in pictures from photographer Jodi Miller: Nearly three-dozen breakout sessions, workshops and keynotes take place at the Fawcett Center over Leading Through Excellence‘s three-day span, but hundreds of attendees also head off-site as well. COE member Engineered Profiles, led by President Mike Davis, hosted one of several tours during the summit, offering attendees an inside look at how the manufacturer sustains leader standard work in the plant and office sides of the business.
How can the A3 problem-solving structure be leveraged to involve all members of your team and generate discussion? Cal Poly Prof. Eric Olsen took 50 Leading Through Excellence attendees through an interactive workshop exploring lean facilitation methods that can be adopted at any organization.
Fisher College of Business students are a vital element of Leading Through Excellence, where they volunteer on tours and introduce speakers and showcase some of their own work. Here, students share takeaways from Six Sigma projects they completed at non-profit and for-profit organizations in the Columbus area.
Dozens of teams from companies across the country – including this group from COE member and summit sponsor Huntington Bank, pictured here with Executive Director Peg Pennington (far left) – use the summit to hit “pause” on their schedules at the office and search for new insights they can use upon their return.
Summit breakout sessions are a mix of insights from Ohio State researchers and presentations from leaders at a wide variety of companies. Here, American Woodmark Corp. CEO Cary Dunston opens up on his journey as a leader and the crucial role of emotional intelligence. How can the art of storytelling be used in business to make a case for change? Aditi Patil (pictured, top right image) and Tony West of ThedaCare in their full-day workshop guided attendees on how to blend “hand,” “head” and “heart” to tell impactful stories as leaders.
Fisher Prof. and Associate Dean Elliot Bendoly, one of several faculty researchers featured at the summit, shared results from recent research he’s conducted on how cutting cycle time in different stages of research and development can help – or harm – market performance.
Businesses can’t ignore the digital revolution and have to decide “if you’re going to be the taxi cab or Uber,” keynote and Mindset Digital CEO Debra Jasper says in her presentation.
Summit closing keynote Chris Yeh, (Buckeye fan and) co-author of The Alliance: Managing Talent in the Networked Age, argued that companies today need to view their employees less as a family and more as a team, empowered to reach outside to their extended networks to help solve tough challenges. “People are your differentiator,” Yeh said.
A publication covering the country’s graduate business school education scene has named one of Fisher College of Business’ Management Sciences professors among its ‘Best 40 Under 40.’
Aravind Chandrasekaran, associate professor of operations at Fisher and an associate director for the Center for Operational Excellence, was unveiled as part of Poets & Quants’ 2017 class this weekend. The slate of “academia’s most impactful young professors” emerged from a pool of 421 nominations for 118 professors, a record for the six-year-old annual listing. Poets & Quants said it factors in nominations along with research quality, visibility in scholarly publications and popular media, and professors’ ability to motivate, inspire and translate difficult concepts.
Prof. Chandrasekaran has earned plaudits for his teaching and research. A nominating administrator at Fisher noted he could possibly the youngest person in the world to publish a paper in each of the four operations management journals considered the best in the field. Prof. Chandrasekaran at Fisher won teaching awards for his work in the MBA program in 2016 and 2012 along with the Pace Setter Award for Teaching Excellence in 2013.
With fourth-quarter and year-end financials for online retail juggernaut Amazon.com set to be released Feb. 2, industry watchers were abuzz with a statistic from digital commerce watcher Slice Intelligence: More than half of all 2016 growth in e-commerce came from Amazon alone.
This dominance is the latest sign that Amazon is growing as an industry disruptor, shaking brick and mortar retail to its core and reframing what it means to be competitive – and to win. Amazon’s most headline-grabbing move of late – Prime Now one-hour delivery – demonstrates that what’s propelling the company along is a relentless push to satisfy customer demand with lightning speed and unprecedented convenience.
Indeed, a shift toward instant-gratification customer demand is transforming the supply chain as we know it – and for a variety of industries. In the space of several years, Uber has turned the personal transportation trade on its ear and become a model of disruption, leading the Wall Street Journal in 2015 to state “There’s an Uber for Everything Now.” In the traditional world of goods production and fulfillment, consumer product giants such as Procter & Gamble Co. are undertaking vast strategic overhauls of their distribution models.
These changes roiling in the operations, logistics and supply chain management worlds pose huge challenges to companies just as they present opportunities. The Center for Operational Excellence has teamed up with the Fisher College of Business Operations and Logistics Management Association for a look at this trend through a half-day Supply Chain Symposium event called “On Demand,” set for Friday, Feb. 24, from noon to 3:30 p.m. At this event, attendees will have the opportunity to hear from leaders at companies including Nestle USA, DHL and Amazon about how they’re working to keep pace with demand and stay competitive.
The first speaker at the event is Adrian Kumar (pictured, right), VP of Solutions Design, North America for DHL. Kumar leads a team of 50 engineers and supply chain professionals to drive growth and continuous improvement across the US and Canada. He’ll be discussing how changing consumer trends are changing the traditional fulfillment model along with the economics behind the model, crowd-sourced delivery. Kumar also will highlight the shift to regional and local fulfillment centers and the challenges in addressing short supply chain lead times.
The keynote speaker at the event is Michael Coburn (pictured, right), head of customer-facing supply chain for Nestle USA. Coburn, a nearly 30-year Nestle veteran, will introduce the concept of short-shelf-life products and their impact on products and customers. By presenting Nestle case studies, he’ll also illustrate their challenges and complexities along with the evolution of the short-lead-time supply chain space.
The event, open to COE members and Fisher graduate students, will wrap up with a discussion panel where Kumar of DHL will join Rob Precord, project manager, supplier-facing supply chain at Nestle and Matthew Fein, an operations manager at Amazon in Columbus.