Breakout Sessions, April 10-11
Click here for a full schedule of summit programming
A Sessions - 10:15 - 11:30 a.m., Thursday, April 10 (choose one)
Session A1 - Accelerated Leadership Development Process at GE Aviation
Presenter: Rick Guba, Master Black Belt, GE Aviation
Organizations struggle keeping a fresh pipeline of leaders with current problem solving skills and cross functional best practice application experience. An accelerated development process at GE Aviation links skills as well as hands on experience as best in class learning model with enhanced leader standard work.
Session A2 - Kaizen 101: Building the Foundation for Quick Improvements
Presenter: Whitney Mantonya, owner, Collaborative Lean Solutions
Problem solving is a key component of robust lean management systems. Utilizing a kaizen approach can help an organization to quickly solve problems at the operating level, utilizing the knowledge of the people who know the process best. During this session, participants will gain an understanding of the purpose, flow, and structure of a kaizen event week, learn basic tools and concepts applicable to all events, and gain insight on leveraging the applicable lean concepts depending on the root cause identified.
Session A3 - Driving Lean Innovation on Agile Teams
Presenter: Sanjiv Augustine, president, LitheSpeed LLC
With agile teams in place, how can organizations now drive lean product innovation on their agile teams, bootstrapping product development with product roadmaps and business requirements that are truly aligned with end-user needs? In this session, learn how to do just that by setting up clear, short-term experiments using the Lean Canvas tool; structuring customer interaction through systematic interviews; and designing collaborative workspaces that promote higher productivity.
Session A4 - Operationalizing Innovation: From Idea to Finished Product
Presenter: Ken Boyer, Dean’s Distinguished Professor of Operations Management, Fisher College of Business
Organizations must innovate their products to be successful, while at the same time innovating their processes to deliver these products. Often companies fail to balance these competing priorities. This session examines three very successful firms (Amazon, McDonald’s and Kellogg’s) and their approaches to innovating their processes to deliver new products/services in a cost-efficient, high-quality manner.
Session A5 - Assessing and Managing Risk in the Supply Base
Presenter: John Gray, associate professor of operations management, Fisher
Many managers struggle to manage risk in their supply base. These struggles manifest themselves in many ways. In sourcing decisions, firms may fail to adequately consider differences in risk among the potential sources. In ongoing management, firms may fail to assess risk and therefore fail to have adequate risk mitigation in place. In this session, we will discuss the definition of supply base risk, and discuss tools and approaches to evaluate and mitigate such risk.
B Sessions - 12:45 - 2 p.m., Thursday, April 10 (choose one)
Session B1 - Leading from the Middle
Presenter: Ted Stiles, partner, Stiles Associates
It’s no secret that true lean success requires support from the top, but very few organizations start with this luxury. The vast majority have to earn it by leading from the middle. This presentation will examine how creative executives navigate this landscape and the skills they employ along the way. Attendees will learn successful tactics for increasing leadership engagement and the personal traits and skillsets that allow one to successfully influence without authority.
Session B2 - ‘Buying’ a Lean Culture: Hiring People Who Will Thrive
Presenter: Alice Lee, vice president of business transformation, Harvard’s Beth Israel Deaconess Medical Center
Are we hiring people who will thrive in a lean environment and contribute to our organizational success? This question was asked by leadership at Beth Israel as they began to map the recruitment process, seeking more efficient ways to screen 90,000 annual employment applications for top talent. After two years' work, Beth Israel implemented a pre-employment assessment tool for cultural/lean fit. In this session, learn about their results and gain an understanding of the challenges in building a lean culture encompassing personnel selection and performance management.
Session B3 - The Essential Ingredients of Operational Excellence: Why Transformations Fail (and What You Can Do About It)
Presenter: Mike Orzen, president, Mike Orzen & Associates Inc.
Practically every organization aspires towards Operational Excellence. The truth is that fewer than 10 percent of companies even come close to achieving this goal. Transformational change is very difficult for a number of reasons. Join Orzen, a lean transformation coach with more than 20 years of experience, as he shares the core elements of a sustainable Lean transformation as well as some hard lessons learned along the way.
Presenter: Steve Lundregan, senior lecturer, Fisher; associate director of strategy, COE
Session information currrently unavailable
Session B5 - Matching supply with demand for short-life-cycle (seasonal) products
Presenter: James Hill, associate professor of management sciences, Fisher
Matching supply with demand for short life cycle (seasonal) products is an enormous challenge for firms. Retailers are faced with an unprecedented number and variety of products and are thus finding it more difficult to predict demand and coordinate their supply chain. As a result, inaccurate forecasts are increasing and, along with them, the mismatch between supply and demand. In this session a framework is offered to help managers understand how to quantify the mismatch between supply and demand.
C Sessions - 2:30 - 3:45 p.m., Thursday, April 10 (choose one)
Session C1 - Managing Disruptive Innovation in your Business Model
Presenter: Aravind Chandrasekaran, assistant professor of management sciences, Fisher
Disruptive innovation involves products and service offerings that are unattractive to the current core customer base but can eventually disrupt your incumbent products or services over time. There are several examples of organizations that failed to manage disruptive innovation in their business models (e.g. Polaroid), while there are also other examples of organizations that successfully managed disruption innovation in their business models (e.g. IBM). Based on his research with more than 30 high-tech organizations, Chandrasekaran outlines a few methods to identify and manage disruptive innovation in your business model.
Presenter: Peter Ward, Richard M. Ross Chair in Management, Fisher; Co-director, COE
Presentation information currently unavailable
Session C3 - Increase Delivery Success Through Productive Communication
Presenter: Jeffrey Ford, professor of management, Fisher
Many organization struggle with delivering quality project and program results on time and to budget. This struggle can have many sources, but a primary one is unproductive and ineffective communication. Ford shows how it is possible to increase delivery success through the consistent application of five practices that drive productive communication. Learn what these five practices are and how to combine them to increases the chances you project will cross the finish line on time and in budget.
Session C4 - Managing the Total Customer Experience
Presenter: Shashi Matta, clinical assistant professor of marketing; Faculty Director, Full-Time MBA Program, Fisher
As firms seek to differentiate themselves, grow, and enhance profitability, the need to manage the total customer experience is as urgent as ever. Managing the total customer experience is not just a matter of installing a new CRM system or using more effective customer satisfaction measures. It involves developing a systematic and collaborative organizational framework and executing on multiple customer touch points. For organizations that go this extra mile, the payoff is remarkable.
Session C5 - Creating Business Value with Life Cycle Analysis
Presenter: Gökçe Esenduran, assistant professor of operations management, Fisher
Markets are increasingly demanding more sustainable products and services as well as more information about the environmental qualities of the products. To meet the market expectations, companies need the right tools that can create an understanding about the environmental traits of products. The environmental life cycle assessment (LCA) approach is a powerful tool to evaluate the environmental impacts of a product from cradle to grave. In this session, we introduce LCA and demonstrate its value creation potential through multiple industry examples.
D Sessions - 10 - 11:15 a.m., Friday, April 11 (choose one)
Session D2 - Principle-Based Lean Product Innovation
Presenter: Norbert Majerus, Master Black Belt, Goodyear Tire & Rubber Co.
Although implementing lean in a manufacturing operation is straightforward today, there are many successful and less successful approaches taken in services, health care, and product development. The key to lean implementation in any process is to understand the basic lean principles and, from there, find the right opportunities and approach to apply them. This principle-based approach is illustrated with the implementation of lean in Goodyear product development. Many companies stayed away from using lean in product innovation for fear of hurting creativity, but if lean principles are correctly understood and applied they can truly “turbo-charge” the creative product innovation process.
Session D3 - Seeking a Buffer Against Uncertainty
Presenter: Andrea Prud’homme, assistant clinical professor, Fisher; associate director, COE
When is just a little more enough? Having a bit of an inventory buffer to absorb uncertainty helps to ensure the continuity of the flow of materials, but having too much extra results in excess costs. We will discuss tools to determine how much extra is enough to minimize shortages, and strategies of for managing buffers to ensure flow without overinvesting.
Session D4 - Leadership in Sustainability
Presenter: Aparna Dial, university energy and sustainability engineer, Ohio State
Ohio State has set several ambitious sustainability goals, including the goal to achieve carbon neutrality by 2050 and zero waste by 2030. Learn about Ohio State’s leadership in the arena of sustainability and how programs were successfully implemented. These efforts can provide insight to any organization looking to adapt to a changing environment and enhance the bottom line.