Lean Manufacturing and the Environment
March 19-20, 2009
David M. Kiser, Ph.D.
Director of Health, Safety, Environment and Sustainability
Eastman Kodak Company
Rochester, New York
As the world's foremost imaging innovator, Kodak's portfolio is broad and its operations are diverse. To support such a profile, Kodak utilizes its continuous improvement methodology, the Kodak Operating System (KOS), to simplify business and manufacturing processes. KOS unites two highly regarded improvement approaches, combining Lean Thinking to drive out waste and Six Sigma to reduce variation. Drawing on a successful record of applying Lean and Six Sigma to environmental challenges, David Kiser shared examples of the application of KOS to achieve significant reductions in water use, energy use, and greenhouse gas emissions. He also discussed sustainability initiatives at Kodak and how Lean methodologies optimize environmental design processes used during new product development.
Eastman Kodak Executive Summary (kB .pdf) -- coming soon
Director of Environment, Health & Safety
Baxter Healthcare Corporation
As a global, diversified healthcare company, Baxter International, Inc., develops, manufactures and markets products that save and sustain the lives of people with hemophilia, immune disorders, infectious diseases, kidney disease, trauma, and other chronic and acute medical conditions. Baxter began its Lean journey almost 10 years ago. It readily became apparent that Baxter's Lean focus and environmental goals shared a common premise -- reduce waste! Integration of environmental aspects into Baxter's company-wide Lean program has had multiple benefits, the most direct of which reduces natural resource consumption, specifically water. Examples of using the popular Lean tool Value Stream Mapping will be given, along with other business benefits of integrating Lean and the environment.
Baxter Executive Summary (kB .pdf) -- coming soon
Vice President of Operations
Metalworks, Inc. / Great Openings
Metalworks is a 2008 recipient of the Shingo Prize for Operational Excellence and has produced quality metal office furniture for over 25 years. Like many organizations, Metalworks began its Lean journey by introducing Lean tools to the shop floor. Many positive improvements were achieved, but difficult to sustain without the development of complete Lean systems. Metalworks found the connection to developing complete Lean systems and then were able to take these systems to all areas of the organization. Driving a Lean system philosophy throughout the entire organization paved the way for improvements not previously possible. Scott Lakari shared how Metalworks was able to break through from Lean tools to Lean systems in manufacturing and shows how these were then carried to other areas of the company.
Metalworks / Great Openings Executive Summary (kB .pdf) -- coming soon
Senior Technical Training Specialist
State College, Pennsylvania
Wise Six Sigma practitioners avoid the mistakes of those who have traveled before them. Six Sigma project participants from across the US were surveyed about their experiences completing their Six Sigma projects. The survey results identified eight key reasons Six Sigma projects fail. This presentation reviewed these challenges and shared best practices from the field. Over 200 companies are successfully utilizing organization and project management techniques to be described, with specific cost-saving stories from companies such as Target Inc. and NCR. Best Practices do not relate to one specific software package, but are demonstrated in general terms.
Minitab Executive Summary (kB .pdf) -- coming soon