Kiawah Resort
Jan 31 - Feb 2, 2012 Kiawah Island, SC

PRESENTERS AND PRESENTATIONS

Losing - and Regaining – Executive Engagement in Lean: A Steelcase Inc. (SCS) Case Study
David Mann, Principal, David Mann Lean Consulting and author of Creating a Lean Culture: Tools to Sustain Lean Conversions.

Leadership Effects Culture: A Contract of Three Lean Initiatives
David S. Hoyte, President and Managing Partner, Transformation Management, LLC.

Strategically Managing a Portfolio of Lean Projects – Breathing life into Policy Deployment
David Conrow, Vice President Kaiser Production System, Kaiser Aluminum

The Lean Leadership Journey: From Doubter (or Skeptic) to Advocate to Culture Driver
Mark Schilling, Director of Operations – Fiber Cement, CertainTeed Corporation

Leadership Development Process Overview
You’ve participated in discussions, heard what successful Lean leaders have been doing in their environments and gotten many of your questions answered. So, what’s next?




Losing - and Regaining – Executive Engagement in Lean: A Steelcase Inc. (SCS) Case Study

David Mann

David Mann, Principal, David Mann Lean Consulting and author of Creating a Lean Culture: Tools to Sustain Lean Conversions.

Lean tools reliably produce dramatic performance improvements. Yet lean gains rarely last; failed lean implementations are the overwhelmingly common experience. How could this be? The answer is no further than the comic strip character Pogo: “We have met the enemy ... and he is us.” Here, “us” is management. At Steelcase, we developed a lean management system effective among line leaders, only to discover more difficult problems - of engagement - among senior leaders.

Since then, we have extended these methodologies across a wide range of industries, including healthcare, finance, and other services. Productivity’s time-tested Lean Management System provides a uniquely comprehensive approach to implementing lean across an entire enterprise, incorporating assessment, leadership, and business renewal. Our Strategic Innovation System was developed from years of research into proven, leading-edge practices for innovation management and top-line growth in both service and manufacturing industries.

Executive engagement is crucial to the survival of any programmatic initiative, no matter its objective success. Otherwise, competing priorities and the endless stream of ‘next big things’ in management divert executives’ attention, and eventually resources. The initiative stalls eventually withering...

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Lean at Steelcase was an operational success. But even with dramatic improvements in previously intractable process problems, executive attention was drifting. I was lean initiative leader, and my team’s efforts to engage executives were foundering. Half the gemba walks to which our sponsors agreed were being cancelled. Losing the attention of our most important audience, our executive sponsors, we were short of stalling but definitely at risk.

On reflection, we realized our gemba walks with executives were not personally meaningful to them. We knew we had to start over to engage our executive sponsors, including:
  • How we thought about our senior sponsors (as customers rather than an audience)
  • Our approach to engaging them (as students rather than authority figures)
  • Their preferred mode of interaction (active and involved rather than passive listeners)
  • Their personal attributes (bright, quick study, achievement oriented, competitive) to guide us reaching them
  • Our approach (documented, predictably structured, repeatable, student-controlled, mastery-tested, rather than haphazard tours and presentations) for experiences meaningful to execs in their own terms.
This presentation describes the thinking that led to a new design, and the structure, process, and tools we developed that regained the engagement and active involvement of our senior executive sponsors at Steelcase, and which has proved effective elsewhere.


David Mann Biography
David Mann is the author of Creating a Lean Culture: Tools to Sustain Lean Conversions. The book was awarded the Shingo Prize for Operational Excellence in 2006 and went through nine printings on the way to becoming a field bestseller. It has been translated into Thai, Chinese, Russian, Polish, and Portuguese. A second edition was published in 2010.

During 21 years with Steelcase, Mann developed and applied the concepts of a lean management system. In his service with the company, he supported 40+ lean manufacturing value stream transformations, following which he developed and for five years led an internal team that completed over 100 successful lean office and product development business process conversions on three continents. These projects reduced total cycle time, process time, and rework each by an average of 50%.

To read David’s complete biography, CLICK HERE...



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Leadership Effects Culture: A Contract of Three Lean Initiatives

David Hoyte
David S. Hoyte, President and Managing Partner, Transformation Management, LLC.

The challenging global business environment demands that leaders run their operations in the most effective way possible to maximize profitability from revenue streams that are constantly threatened by fluctuations in economic cycles and external events. Many leaders understand that Lean creates the management structure, tools, and philosophy necessary for achieving consistent levels of operational excellence, yet their individual leadership behaviors and focus can create important differences in culture and resulting sustainability of improvement.

Three successful companies are contrasted regarding their different leadership approaches and management systems. How do these companies drive improvement and measure Lean success? How do they ensure that improvement savings are real and will appear in bottom line results? How does management direction impact their workplace culture? What are the differences in employee empowerment, initiative, innovation, performance, and sustainability?...

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One company, “Alpha Castings” was a private equity portfolio company in which the author was deeply involved, and which was sold in less than three years of ownership with exceptional return on investment. Significant value was created through Lean Six Sigma. The second is a public company, Arvin Industries (now Meritor), which had eight years of cutting edge Lean implementation throughout the enterprise, using a unique approach to employee involvement and workplace culture in both unionized and non-unionized environments. The author was President of a division of Arvin. The third company is NUMMI, the JV between Toyota and GM, where the author was involved in GM Freemont prior to it becoming NUMMI, later as a GM “observer” for Buick-Olds-Cadillac Group soon after NUMMI was fully functional, and finally several years later as a supplier.

The presentation and discussion will cover their management system, metrics, and results achieved from Lean implementation. Success factors such as empowering team achievements and linkage of improvements to company financials will also be discussed. A variety of on-site photos will engage participants in a virtual “Gemba Walk” of the three companies.


David Hoyte Biography
David S. Hoyte is President and Managing Member of Transformation Management LLC, a South Florida based management consulting firm focusing on operational excellence and interim management.

Prior to founding Transformation Management LLC, Mr. Hoyte served as a private equity operating principal for over eight years. Prior to his work in private equity, Mr. Hoyte was President and CEO of JL French Automotive Castings, Inc., a leading manufacturer of complex high-pressure die cast components for the automotive industry. In that role he was responsible for nine factories in North America and Europe. Mr. Hoyte joined JL French in January 2001 and during his tenure led a major financial and operational turnaround of the company, securing $190M of new financing. Before joining JL French, Mr. Hoyte was President of Ride and Motion Control Products, a division of Arvin Industries, Inc. In this role Mr. Hoyte was responsible for the worldwide suspension components business, including factories in Italy, Spain, Canada, and the USA.

To read David’s complete biography, CLICK HERE...



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Strategically Managing a Portfolio of Lean Projects – Breathing life into Policy Deployment

David Conrow

David Conrow, Vice President Kaiser Production System, Kaiser Aluminum

A culture of continuous improvement is the outcome of 1000 things (projects) done the right way. It’s no secret that building a culture of improvement is a transformation process that all companies can benefit from, but not all companies do.

In today’s operating environment, for leaders who have authority to make things happen (win orders) and with a well-defined improvement strategy, the true measure of their success is their ability to build capabilities, deploy, and translate the A3-XMatrix into ROSE...

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In this presentation, David will explore what it takes to grow and sustain an employee community of experimenters and problem solvers, the significance of keeping employees at all levels focused on achieving defined and deployed business objectives, and the importance of having a well-defined project management process to ensure:
  1. All projects are progressing and meeting their milestones;
  2. Completed projects meet their target impacts;
  3. Timely counter-measures;
  4. All projects are completed on-time.
From complex and diverse organizational infra-structure redesign projects to office and shop-floor process improvement projects, managing a portfolio of projects in a multi-plant environment is a daunting task. As David’s experience will show, it’s only through joint-optimization of people and technology that today’s lean leader can define, set priority, open, execute, and close down projects that move the organization closer to accomplishing it’s objectives and return on stakeholder equity.

This presentation will highlight that project portfolio management is a critical part of a continuous improvement strategy, and the scope is far-reaching. In this presentation and discussion David will also consider the things like the project business case, mix of projects, risk, and resourcing.


David Conrow Biography
David Conrow is Vice President of Kaiser Production System and formerly Vice President and General Manager, Extruded Aerospace & General Engineering Products. David joined Kaiser in 1996 as operations manager at the Greenwood, South Carolina, plant and was subsequently promoted to Group Vice President for hard alloy manufacturing. Before joining Kaiser, he held a series of production management and quality control positions with Emerson Electric and FAG Bearings Corporation. He holds a Bachelor of Science degree in Management Technology from Missouri Southern State University.

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The Lean Leadership Journey: From Skeptic to Advocate to Culture Driver

Mark Schilling

Mark Schilling, Director of Fiber Cement Operations, CertainTeed Corporation

In 2001, the new President of my company announced a lean manufacturing initiative, hired a lean leader for the group, and directed each plant to support the effort. As a successful plant manager, I was skeptical. I’d improved plants, earned respect, and continually gained responsibility. Why should I need to conform to a bureaucratic lean system when I was sure I already did continuous improvement? I complied professionally because I had to, but I took little ownership, delegating the lean work to one of my more talented production managers.

As the initiative progressed, I began to see ownership and excitement I’d never seen before from the team. I was intrigued, but still not sold that we would sustain the gains without traditional “managing-in.” I was wrong. Over the next six to eight months, employees became more engaged in topics typically discussed only in management circles. People were bringing improvement ideas forward at a rate we could barely handle, and the group was happier and producing increasingly positive results. These results made me dig in, find out more about the formal system, and discuss it in greater strategic detail. As I learned more about lean, I found myself selling it to other site managers and actively supporting the thought process everywhere. I was sold.

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For many of us, the proof is in the results, and I’m no different. Through turnarounds, startups, and just plain improving competitiveness, I’ve witnessed the power of integrating the workforce into the decision-making process. A “proud” and collaborative work force digs into issues more deeply and sustains systemic gains beyond teams that are not collaborative in nature and rely completely on audits and checklists. An employee at an “employer of choice” wants the group to succeed and finds ways to make operations more competitive. Ideas come from all corners, without management-intensive idea systems, because we gather input by building a culture where people hold management accountable for considering their ideas. They – not just managers – are key members on the teams that decide what to do. This all adds up to a site becoming lean, versus doing lean events, lean things. It’s vastly different.

Achieving this level of transformation requires bringing managers on board. From some, there is a natural “pull” because they’ve seen lean succeed; others (like me, initially) will be less interested because they have always succeeded by close, detail-oriented management. In any case, sustainment will fail if leaders are not properly prepared to lead in a lean environment. Many, if not most, Managers need support to develop a solid understanding of how to succeed within a lean culture. The shift to think in terms of paying the workforce to make improvements and eliminate waste versus “make a product” demands a culture of progressive thinking and the ability to resist the sometimes natural urge to avoid the uncomfortable transition to a lean culture. Many Managers approach the role with a typical “A” or “take charge” type mentality, but the transition will require a more “servant-like” style of leadership to become successful.

Since 2001, I’ve been responsible for leading eight different sites, and have provided background, avenues to improvement, and coaching. In this session I’ll share my experiences and what I have learned along the lean journey about leadership and about getting other leaders on board (both up and down the hierarchy). I’ll cover key components of developing successful lean behaviors and successful performance at both site and group levels, including
  • Establishing a plan
  • Active sponsorship
  • Gaining commitment from management at all levels
  • Teaching the methodology and laying out clear expectations for cultural and performance results
  • Maintaining a patient and persistent attitude
  • Fostering a competitive and entrepreneurial spirit


Mark Schilling Biography
Mark’s career includes operational leadership positions in the automotive, packaging, glass, and building products industries. His experience spans Manufacturing Management and Human Resource roles, as well as responsibility for implementing Lean systems and organizational development in change-laden environments.

Mark joined CertainTeed’s Siding Products Group as Plant Manager of the Jackson, Michigan, facility in 2008. Over the next two years, Mark and his team achieved significant improvements in operational performance by developing a proactive and collaborative work environment, as well as expanded understanding and successful use of lean methodologies.

Today, Mark is responsible for CertainTeed’s Fiber Cement Group operations. In this role, Mark leads all Fiber Cement manufacturing sites, leads product development activities, represents the Siding Products Group on the Executive Lean Leadership Team and participates on the Organizational Development teams within Saint-Gobain. Mark has been instrumental in formally organizing and facilitating the Lean effort within CertainTeed’s Siding Products Group since 2009.

Mark holds a Bachelor’s degree in Human Resources Management from Purdue University and an MBA from The University of Notre Dame.

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Leadership Development Process Overview

OK, so over the past two days you have received the Lean download on meaningfully managing change, projects, people and culture. You’ve participated in discussions, heard what successful Lean leaders have been doing in their environments and gotten many of your questions answered. So, what’s next?

Implementation planning of course! In this 5 hour session we will assist you as you take the learning from the past two days and build an implementation plan for your organization. Here is how we are going to help you to pull it all together…

In this simulation based session, you assume the role of consultant specializing in Lean leadership. Your mission is to reflect on and apply what you’ve learned, in context, by designing a high-level Lean leadership enhancement plan for your organization. In this highly structured, innovative and fun application session, you’ll learn a leadership development process that will allow you to create Lean leaders and long-term culture change throughout your organization.

Workshop Highlights:

  • Learn the 8 critical lean leadership principles
  • Learn the 10 step implementation process for each lean principle
  • Design your detailed deployment milestone plan
  • Start the construction of your personal lean leadership skill enhancement journal
  • “Interactions as teaching points” -- developing the plan for how to teach the principles in the course of daily work


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