The Journey to Lean
October 29-30, 2009
W. Drew Schramm, Senior Vice President
Global Supply & Logistics
Herman Miller, Inc.
When it comes to improving an organization's impact on the environment, going it alone would not only be costly, but almost impossible. The key to a successful environmental program is engaging the entire supply chain. At Herman Miller, we have been on our journey for many years. We've learned a great deal on what works and, of course, what doesn't work. In our session, we will discuss the journey and what steps Herman Miller has taken to engage our supply chain to achieve our sustainability goals. We will give an overview of our sustainability programs as well as specific examples of how we integrate our sustainability goals into our supply management team's and supplier's goals. Herman Miller's DfE (Design for Environment) goals require us to have 100% of our products certified as environmentally responsible by 2020. This can only be achieved with close cooperation with our supply chain partners.
Herman Miller Executive Summary (kB .pdf) -- coming soon
Global Environment Manager
Pratt & Whitney/United Technologies
Pratt & Whitney, a United Technologies Corporation (UTC) company, is a world leader in the design, manufacture and service of aircraft engines, industrial gas turbines, and space propulsion systems. Pratt & Whitney has annual revenues of $12.97 billion with 38,577 employees supporting more than 9,000 customers in 180 countries around the world. UTC's green journey started in the mid-90's with a primary focus on its factories and product content, but has since expanded to product impact and the supply chain. The presentation will cover the history, scope and future of the green program across UTC and Pratt & Whitney, and will include lessons learned based on experiences within a variety of global economic realities.
Pratt & Whitney Executive Summary (kB .pdf) -- coming soon
Susan H. Campbell
Senior Vice President of Orthopaedics
Bill Willick, Director of Lean Manufacturing
Clarence, New York
Wilson Greatbatch, co-inventor of the first successful implanted pacemaker, founded Greatbatch, Inc. in 1970 to develop long-lived primary batteries to fuel pacemakers. Until 2000, the company remained a small family owned business. Since then, the company has coupled its Leading Technology Expertise with Operational Excellence to grow to a $0.5 Billion business. Recently, its flagship facility in Alden, New York was awarded Industry Week's Best Plants Award. Susan H. Campbell and Bill Willick will share the story about how Greatbatch combined the Fundamental Lean Concepts learned from the Toyota Production System with a passion for excellence to help transform Greatbatch Medical into a leading supplier to the major medical OEMs. This story will be infused with real lessons-learned, identification of pitfalls, and the importance of maintaining a sense of humor throughout the lean journey.
Greatbatch Medical Executive Summary (kB .pdf) -- coming soon
Russell Lawrence, Director of Human Resources
Mike Perry, Production Superintendent
Pittsburgh Glass Works (PGW)
PGW, formerly PPG Industries' Automotive Glass Business, has been a leader in the automotive OEM and aftermarket glass business for many years. As a result of fundamental change in the automotive industry, PGW has been faced with numerous challenges including the need to significantly reduce labor costs while increasing operational efficiency. At the Tipton glass fabrication facility, a strategy of hiring less costly agency employees coupled with the implementation of Toyota-type standard work has allowed the location to meet this challenge. The presentation will focus on the factory floor challenges of standard work implementation including the numerous tools, processes, and roles and responsibilities that comprise the system and will also illustrate how standard work promotes a sustainable lean/continuous improvement culture.PGW Executive Summary (kB .pdf) -- coming soon