WS4 - Lean out your ISO 9000 Quality Management System
Chris Anderson
Managing Director, Bizmanualz
Does your ISO 9000 QMS contain too much documentation? Have you ever wondered how to get rid of procedures used to conform to the old 1994 version of ISO 9000? Many of those old procedures are not required or needed by the latest version of the ISO 9000 standard. In fact, your people may not even be following them very well anyway resulting in frequent minor audit findings.
Using Lean Thinking, you can reduce your organization’s reliance on procedure documentation. Using a visual workplace you can perform trending and analysis that generates buy-in for change. How about a lean Corrective & Preventive Action Kaizen Process that engages your workforce and communicates the latest improvements to your employees?
Using lean you will understand how to conform to the minimum document and record requirements and reduce the bureaucratic waste commonly associated with ISO 9000. Now is the time to learn how to lean out your ISO 9000 Quality Management System.
WS5 - Introduction to Design of Experiments
Connie M. Borror
Design of experiments is an important set of quality tools that can be used for product/process development and improvement. In this workshop, an introduction to design of experiments will be presented with emphasis on strategic experimentation, guidelines for experimentation, and factorial designs. During the workshop there will be some exercises that participants will have the chance to work on individually or in groups. So if you want to bring their laptops with Minitab v 15 already installed, please feel free to do so. Please note that Minitab v 15 can be obtained from www.minitab.com for a free trial period of 30 days. It is assumed that the participant will have a understanding of basic statistics such as hypothesis testing and confidence intervals.
WS7 - The Human Side of Lean Manufacturing
George H. Friesen, MA
Business Practice Leader - The Lean Enterprise
St. Louis Community College
“No person is independent as long as he has to depend on another person to help him. It is a reciprocal relationship-the boss is the partner of the worker, the worker is partner of the boss.”
Henry Ford, America’s first lean champion
Success in implementing lean processes depends upon much more than simply using tools like 5S, Value Stream Mapping, Kanban, Six Sigma, and Visual Controls, etc. The fact that less than 30% of companies that start the implementation of lean processes do so successfully is due to a fundamental misunderstanding of what it is that is at the heart of Lean. This is what is often not understood: Lean is based upon a set of beliefs about human beings and human behavior that stand in marked contrast to many of the beliefs that guide the behavior of today’s managers and supervisors. These “Lean” beliefs are crucial to the success, not only of the organization, but to each individual working within the organization. And, to the extent that these Lean beliefs do not guide the behavior of an organization’s managers and supervisors, attempts to implement Lean processes will be crippled. This seminar will focus on the ways in which beliefs, leadership styles, and work processes impact the success of lean implementation initiatives. It will offer a specific plan for optimizing the interplay of beliefs, leadership styles, and work processes in a way that will make an organization’s transition to Lean successful. Finally, this presentation gives some specific suggestions on how to use the 5S System as an ideal trigger for a transition to Lean.
WS-9: A Lean Tool-Kit for Project Leaders
Adil F. Dalal, CQE, PMP
CEO, Pinnacle Process Solutions, Intl.TM
A commonsense approach to excellence in project management
Lean technology has significant number of time-tested techniques which are universal and applicable to almost any business and industry. Lean tools have been used to make businesses more efficient and profitable for several decades. Can this tool-kit be customized for project managers to ensure that they can beat the TQC (Time-Quality-Cost) criteria on every project they lead/manage?
Technological advances are now being measured in days and not in years. Thus, any long-term planning, in most situations, is just like trying to look into a cloudy crystal ball.
The best approach is for Project leaders to collaborate with Lean practitioners and learn and apply principles of lean and continuous improvement. The upshot is that project leaders are empowered and proficient at reducing project lead-times, identifying and eliminating non-value added activities and wastes and using a kaizen approach to get breakthrough results in all their projects. Thus, as projects get more complicated, fast-paced and global, it is vital for project and program leaders to expand their tool-kit to include more customized lean tools in order to be successful.
