8:00 Chairperson’s Opening Remarks

8:15 FEATURED INTERVIEW: Results Of The Leadership Forum Discussion: Moving Out Of “Reactionary Mode” And Into Long-Term Sustainable Growth

During this interactive on-stage interview, participants of the Leadership Forum Discussion will explain how they reached the conclusions.

Discussed topics include:

• Which strategic imperatives will be realized through LSS deployment and process improvement initiatives within the next 12 months?
• How is it possible to turn recession-driven outcomes into opportunities for businesses? How does this change the role of PE experts in a new business paradigm?
• What processes within the organization will ne a top priority for Process Improvement/Process Reengineering projects?
• Which organizational structure has proven to be the most effective for Quality/Process improvement teams?

Interviewees:

9:15 Building An Organization-Wide LSS And Process Excellence Culture: “Dance” Between Leadership And Employees

Top management mandate:

• Realize $150M in incremental savings in addition to $100M direct savings
• NO lay-offs
• Sustainable Process Improvement Structure and Culture

This challenge was presented to the DTE Energy Process Excellence team in November 2008 with intent to execute in Jan 2009. To manage a deployment like that, top down and bottom up support is an absolute necessity! However, to effectively sustain the results is also imperative! During this interactive case-study you will hear how DTE Energy’s PE deployment program was successfully implemented while meeting ALL top management requirements. Learn how to:

• Apply change management methodologies and techniques before, during and after launching a LSS program to ensure maximum cooperation of all involved parties
• Deploy strategies to engage the "Top" by having them engage the "Bottom"
• Develop methods that engage all employees in PE
• Avoid a “pockets of success” culture and create cross-functional processes that ensure sustainability of achieved results

Jason Schulist
Director of Continuous Improvement
DTE Energy Company

10:45 Improving The Visibility Of Data By Using Dashboards To Run The Business & Focus Improvements

Business today requires having a global view of processes, using information from across the enterprise to drive performance and target improvements. Using dashboards effectively is more than just setting them up and publishing data; ensuring visibility and engaging management at different levels on a dashboard journey is a different story. Determining where and how to create visibility, what level of detail is necessary, how the dashboard helps an operating unit compete, defining the actions management will take from dashboard results, and using dashboards to avoid “analysis paralysis” are not easy tasks. Attend this interactive session and learn how to:

• Communicate the benefits of dashboards to the whole enterprise
• Integrate dashboards into the management review systems
• Identify public and management use of dashboards: which dashboards and which components of specific dashboards need to be open to the whole enterprise
• Develop criteria that will help you select software that best meets your needs

Johnson & Johnson Six Sigma At a Glance:

• Over 72 “PE-lead” projects completed or in progress, with another 78 “belt-lead” projects in progress with expected completion time in 2010
• 29 Belt Certifications in 2009
• 312 Trained or Certified Belts
• Process Excellence Department Lead Projects-reduced project cycle time by 20% (120 days average), leveraging “Kaizen blitzes”

David Haigh
Process Excellence Manager
Johnson & Johnson Inc.

11:30 Measuring What Matters: How To Identify And Evaluate Performance In Transactional Environments

Determining the best way to evaluate performance – whether in terms of the effectiveness of a Lean Six sigma or other improvement initiative or in terms of assessing the impact of a variable such as Experience” or “lack of training” on a process – can pose a significant challenge in nonmanufacturing environments. We are told that measures are concrete and objective; while metrics are more subjective, (an example is “quality”). And too often in transactional environments we are left with few measures and many metrics. Attend this interactive session and learn how to:

• Create measures “out of” metrics
• Create performance dashboards that let you and senior leaders focus on the right things
• Create index metrics to gauge how well a process or program is performing against Key Performance Indicators

Sarah Snyder
Master Black Belt, FM&C
US Army

1:30 Integrating LSS Tools Into BPM Practices: Moving Beyond Traditional Process Mapping

BPM and LSS have one common goal – increase effectiveness of any process by eliminating waste and increasing quality and efficiency of performance tasks. But how do you incorporate FMEA, sampling plans and statistical process control into mature BPM practices? During this interactive session, you will learn how to:

• Use process FMEA’s to reduce project implementation and change risk
• Define control limits and incorporate them into financial and management reporting
• Develop “alert” systems based on statistical process techniques

Whirlpool Six Sigma and BPM At a Glance:

• Over 20 BPM projects running currently
• Half of the BPM staff are Black Belts
• 60 “home-grown” MBB’s, over 1,200 Black Belts
• Internal MBB and BB training and certification program

2:15 Interactive Roundtable Discussions

1. Superior Execution of Strategy and Sustaining the Benefits of Change in a Lean Sigma® Environment

Many companies implement change in their organizations including the use of a LeanSigma improvement approach but few sustain the benefits.Many formulate excellent strategies but few execute them with intended results. This roundtable discussion is perfect for senior leaders who are involved in steering their organizations to become higher value-adding entities and are looking for a systematic approach for their leadership to achieve and sustain breakthrough results. Join Gary Hourselt in an interactive roundtable discussion that will result in meaningful insights you can take away to improve your company’s performance.

Moderator:

Gary Hourselt
Chief Financial Officer and Executive Vice President
TBM

2. Defining Extent of DFSS Methodology Use in a Transactional Environment to Avoid Spending Unnecessary Resources on Full-Scale DFSS Deployment

In order to take advantage of DFSS in transactional environment it is important to understand which components of this methodology are applicable and which ones are not.

Moderator:

Joe Page
Caterpillar Financial Products Division
Caterpilla

3. Leveraging Cross-Industry LSS Expertise Transfer

As a skill set LSS can and should be applied wherever it is needed. But today, when many LSS experts are to move from one industry to another on the more frequent basis, it is extremely important to leverage their cross-industry expertise in the most efficient way.

Moderator:

Sarah Snyder
Master Black Belt, FM&C
US Army

3:30 LSS In Action: Applying LSS And Process Reengineering To Achieve Consolidation And Organizational Restructuring

Prompted by drastic changes in the economy, consolidation and restructuring are the processes that companies need to “fix” before anything else. But these processes have proven to be “tough” ones to work on. However, there are various approaches to balance tactical cost-cutting with long-term strategic change programs. During this interactive session you will learn how to:

• Identify techniques to maximize productivity after new processes were introduced
• Reduce process wastes along redesigned supply chain using Lean
• Establish control measures and processes to ensure that Lean Six Sigma improvements remain closely aligned with business strategies

Rick Hefner
Director, Process Management
Northrop Grumman Corporation

4:15 Quick Fire Brainstorm: LSS And PI Game Changers: 30 High Impact Ideas In 60 Minutes

A panel of experts will break down the key tools and activities that have had the greatest impact on their respective business models. The panel will also brainstorm next-steps and outline key takeaways for the conference participants to apply to their own practices. Topics for discussion include the following:

• Best ways to reduce time of LSS project whilst not compromising its integrity
• Most effective dashboards in a Transactional environment
• Most innovative metrics in the manufacturing environment