The Journey to Lean: From Base Camp to Summit
April 8-9, 2010
Alan L. Hoover
President & Chief Operating Officer
Kahiki Foods, Inc.
What would you do if everything in your new manufacturing plant is going wrong and costing far more than planned? How do you move forward after your founder and CEO suddenly passes away? These are some of the challenges that Kahiki Foods faced during the past five years. Alan Hoover will share the amazing story of Kahiki's journey from a "burning platform" in 2005 to achieving operational excellence today. This presentation will focus on how to establish the management framework, which tools to utilize, roles and responsibilities, and how this can be used for any company to achieve operational excellence.
Kahiki Executive Summary (kB .pdf) -- coming soon
Denise Coogan, Manager
Safety and Environmental Compliance Section
Subaru of Indiana Automotive, Inc.
Subaru of Indiana Automotive, Inc. (SIA) achieved zero landfill status in May of 2004. This presentation is somewhat of a "how-to" get started on your journey to improve the environmental management system and to reduce, reuse, and recycle the materials you generate. The presentation includes examples of some of the projects with which we have had success, as well as some of the numbers that illustrate the advancements made at Subaru.
Subaru Executive Summary (kB .pdf) -- coming soon
Jeff Powers, Director of Operations
Laboratory Equipment Division
Thermo Fisher Scientific
People are an organization's most important asset. That is the thinking behind "The Winning Combination" at Thermo Fisher Scientific's manufacturing plant in Marietta, Ohio. This presentation will detail the process of linking technical business processes with value-based culture, otherwise known as "People Processes". We'll explore how "The Big Ideas" were set in motion as the framework of our campaign to be recognized as an Industry Week Best Plant. The discussion will focus on the execution of building and communicating the vision, providing the tools for problem identification and elimination, and involving the entire workforce in the improvement activity.
Thermo Fisher Executive Summary (kB .pdf) -- coming soon
Bryan Mohn, Division Chief
Engineering Design, Development & Manufacturing
Brad Jones, Director
Productivity Improvement and Innovation
Tobyhanna Army Depot
When Department of Defense Warfighters throughout the world need their radar, radios, computers, and other communications-electronics systems repaired, they turn to the 5,200 civilian technicians at Tobyhanna Army Depot (TYAD) in NE PA. To get those systems back to the units as soon as possible and at the lowest cost, TYAD is transforming itself into a truly "lean" organization. Unique cultural characteristics and the high variability of a re-manufacturing operation have led TYAD to adopt multi-pronged methodologies to ensure effective change at every level of the enterprise. Though still on their lean journey, this briefing will discuss how TYAD melded lean into their existing culture and won four Shingo medallions along the way.
Tobyhanna Army Depot Executive Summary (kB .pdf) -- coming soon