Increasing Profitability and Cash Flow Track

Session Abstract

Session Speaker

Implementing Lean Within the Sales Department

Milbank Manufacturing Co. recognized that its national sales and marketing team needed to more directly align with operations and the S&OP process in order to maximize the benefits of its lean initiatives. This required rather significant changes on the part of Milbank’s sales team, requiring a comprehensive communications program and extensive efforts to build consensus. Join Brad as he discusses the processes and procedures that were implemented to make this a successful transition.

Brad Skinner
Vice President of Sales and Marketing
Milbank Manufacturing Company

Brad Skinner has more than 25 years of experience in the electrical manufacturing industry. Since joining Milbank he has held a variety of technical and management roles, from shipping coordinator to production manager and general manager, and now serves as the firm’s Vice President of Sales & Marketing. During his 25-year tenure, Skinner has garnered expertise in the areas of sales strategy development and deployment, operational and organizational planning and management, sales process management, and negotiating private label ventures with OEMs.

Innovative Use of Process Improvement to Reduce Energy Consumption

Vermeer Corporation has dramatically reduced operating costs and waste by combining a culture of operational excellence in lean manufacturing with a proactive environmental program. A new culture of Lean and Green thinking is evolving across the organization because of the integration of Green concepts into existing Lean practices. Fred Earley will share some of Vermeer’s past accomplishments, current results, and future plans for this relatively new continuous improvement focus.

Fred Earley
Environmental Engineering Manager, Global Operations
Vermeer Corporation

Fred Earley is responsible for enterprise environmental sustainability including regulatory compliance, emergency preparedness and response, paint engineering, water treatment and resource conservation operations.  After joining Vermeer in 2004 with over 15 years experience in industrial compliance and process improvement, Fred has worked to develop a world-class Environmental Management System.  With a broad vision and a genuine passion for environmental sustainability, Earley and his staff of managers, engineers and technicians work closely with operational teams across the Vermeer organization to drive and support green objectives while simultaneously lowering operating costs.

Preventative Maintenance and Profits

Preventative Maintenance (PM) sounds easy and very simple. But PM, if deferred, ignored or performed incorrectly, will lead to severe quality issues and catastrophic failure of equipment. A typical failure results in a 10X cost as compared to performing the PM. Participants will come away from this presentation with some tools and techniques that will help them to perform improved and more consistent Preventative Maintenance.

John Kravontka
President
Fuss and O’Neill Manufacturing Solutions, LLC

John Kravontka, CMRP, Certified Maintenance & Reliability Professional and President of Manufacturing Solutions LLC, is a training specialist, Maintenance professional, and Continuous Improvement consultant. John has more than 38 years of training, troubleshooting and rebuild/retrofit experience, with all types of machine tools and equipment. Mr. Kravontka uses many Lean manufacturing methodologies to help his clients increase their equipment productivity and reliability.

Getting Lean in Non-Manufacturing Environments

Applying lean manufacturing principles into the non-manufacturing environments (like SGA) of a company is actually easier than most expect. You just need to be flexible with the tools, and have a healthy tolerance for ambiguity. If you can do it, the savings will come from the office environment.

Robert Abel
Director of Global Process Improvement
Armstrong World Industries, Inc.

Robert Abel has been an Operational Excellence professional for the last 15 years. A certified Black Belt and Master Black Belt from GE, as well as a Certified DMAIC and DFSS trainer, he has a wide range of operational excellence and Lean Six Sigma experience in a variety of industries and specialties, to include: Bio Tech, Heavy Manufacturing, e-Business, New Product Introduction, Financial Services (Insurance/Banking/Investments), Staffing, and High Tech. This has given him a unique perspective, and allowed him to be successful in both manufacturing and transactional environments. Robert is the Director for Global Process Improvement at Armstrong World Industries, responsible for LEAN in the non-manufacturing areas of the enterprise.

Value Added Selling

Carlisle Food Service Products is bringing lean from the factory floor to the office. They want to increase customer selling opportunities by eliminating waste and non-value added activities that are distracting the sales force from their mission of selling more product. Learn what Carlisle is doing on this lean journey into the sales business process; what they discovered and what successes are being achieved.

Camilla Dibarra
COS Business Process Kaizen Manager
Carlisle Food Service Product

Camilla DiBarra has 17 years of Lean experience in manufacturing and business processes.  In her current role, she is working to expand Carlisle FSP’s Lean/Sigma program into business process improvement.  Camilla is working on reducing SGA expenses, improving speed to market, human resources, accounting and distribution projects.

Supply Chain: Alliances for Progress

Owens Corning is a long-term supplier to Armstrong World Industries. Each of these companies has embarked on their own lean journey so it became the obvious next step to work together on joint kaizen projects to leverage logistical support for flexibility in material movement in response to customer demand, rationalization and reduction in slow moving inventory, increasing operational equipment efficiency through material consolidation and inventory reduction through distribution consolidation. Communication and sustainment are paramount to maintaining success along with text book examples of management support from both corporate entities.

Robert Wieclaw
Supplier Development Manager
Armstrong World Industries, Inc.

With extensive experience in Supply Chain, Logistics and Packaging, Robert Wieclaw is now responsible for working with Armstrong Building Products vendors to bring lean methodology to their supply chain.  Prior to working for Armstrong World Industries he held positions in packaging, materials, production control, logistics, program management, commodity management and lean consulting with diverse industries ranging from defense, automotive, electronics and large equipment.

Michael Brewster, F6 Manufacturing Engineer, Owens Corning

As the Manufacturing/Process Engineer, Michael Brewster is responsible for quality and process reliability of fiberglass board production. Through growing and leveraging strong customer relationships, Brewster’s team has been able to drive waste out of the value stream which continues to benefit both customer and supplier. Truly understanding what is value-added in the eyes of the customer has had tremendous benefits while applying Lean/Sigma principles to the manufacturing floor.

Driving Culture Change

Session Abstract

Session Speaker

How Graphic Packaging Sustains Results – The Evolution from Six Sigma to Policy Deployment

For over 10 years, Graphic Packaging has evolved along with its Continuous Improvement Strategy and methods. Hear how the process has matured and why they made the shift toward Policy Deployment. This process is now a cornerstone of their organization and enables them to execute their strategy more effectively across their global business. The results speak for themselves.

Phil Geminder
Vice President Graphic Business System
Graphic Packaging International, Inc.

Phil is Vice President of Graphic Business Systems at its world headquarters in Marietta, GA.  He and his team are responsible for leading the processes for Merger and Acquisition Integrations, Manufacturing Optimization, Continuous Improvement and Policy Deployment.  Phil has over 30 years of Finance and Process Improvement experience, and prior to Graphic Packaging, Phil served in financial leadership roles at Avery Dennison and AlliedSignal (Honeywell).

Creating a Lean Extended Supply Chain

For the last five years, Pella Corporation has taken a unique approach to removing waste from its supply chain. Pella’s approach was to partner with key suppliers and teach them the lean processes to eliminate waste. The result in cost reductions and waste elimination for Pella and its supply partners exceeded all expectations. Kraig Koehler will present
Pella’s lean journey and Laura Jackson will give the supply partners’ perspective.

Kraig L. Koehler
C.P.M., Manager — Corporate Supply Management
Pella Corporation

Mr. Koehler has overall responsibility for all procurement and supplier development activity at Pella Corp. Mr. Koehler has a BA - Purchasing Mgt and an MBA from Michigan State University. He has a total of 23 years of supply management and supplier development experience. Prior to his role at Pella, Mr. Koehler held purchasing and commodity management roles at Ford Motor Company and Solvay Automotive, Inc.

Laura Jackson
Director — Project Data Management
Phifer, Inc.

Laura Jackson has almost twenty years of discrete and process manufacturing experience and a passion for helping people better understand and apply the true intent of the Lean Production System philosophy. She was a founding leader of Phifer’s journey and their Lean Business Partnership with Pella Corporation. Currently, as Director of Product Data Management, she is responsible for the maintenance, accuracy, and continuous improvement of business information.  Prior to joining Phifer, she held several positions at General Motors. Laura has a BS in Industrial Engineering and a MS in Human Resource Management and received her Lean Certification from TBM in 2009.

So you want to change the culture? How caring, coaching and conversation moves the needle.

Herb Brown has four decades of experience leading organizations, driving change, and delivering results. He’s the kind of leader who “checks his title at the door” and treats all associates with equal amounts of respect. Learn how he once inherited the poorest performing company in the professional sector and worked with the organization to later become the first medical company to win the coveted Shingo Prize for Manufacturing Excellence. Learn firsthand how he used Gemba walks, asked questions, and demonstrated compassion, interest and empathy while setting clear goals and expectations for success.

Herb Brown
Director of Lean Enterprise
Steris Corporation

Herb's experience with Six Sigma dates back to 1974 while a quality engineer with Black & Decker where he worked closely with Shingijutsu and trained in global marketing strategy at the Thesius Institute in France. Herb’s medical experience began when he led the revitalization of a high-volume, highly-automated disposable medical device manufacturing business as vice president and general manager of Johnson & Johnson (J&J) Medical, Inc. Vascular Access Products. His work at J&J earned the company a Shingo Prize for Manufacturing Excellence in 1994. Between 2004 and 2010 Herb worked for TBM Consulting Group and consulted with other medical and pharmaceutical companies including Medtronic, ConMed Corporation, Ventana Medical, LeMaitre Vascular, Breg, Roche, St. Jude Medical, Iowa State Hospital System, Accellent and Invacare.

LeanSigma Champion Selection: It’s a Process and Job Fit Matters

It takes a special person to lead your LeanSigma transformation. David will share with you the tools and techniques you can use, including proper role definition, skillful interviewing and assessments to identify core competencies and appropriately measure personal productivity, to ensure selection of the proper candidate.

David Jensen
Vice President and Consultant
Personalysis Corporation

Mr. Jensen, a 20 year veteran consultant of Personalysis Corporation, has worked with multiple Fortune 1000 companies in various consulting capacities and on a wide range of projects. He works with all levels of teams and individuals, including CEO’s of these major organizations. Prior to joining Personalysis Corporation, Jensen worked for the US Forest Service, the US Department of Labor, Martin-Marietta and Sara Lee Corporation. David has been a featured speaker at national conventions and seminars where his ideas on leadership, teamwork and organizational effectiveness have been well received by diverse audiences.

Managing for Daily Improvement: Leadership Standard Work and Visual Performance Tools

Managing for Daily Improvement is a fundamental and strategic need for any organization as a part of a successful LeanSigma implementation. Carlisle IT has implemented key tools to support the need to sustain continuous improvement activities and embrace cultural transformation. Learn how Carlisle IT developed layered audit Leadership Standard Work and implemented powerful Visual Performance Tools to drive team and leadership engagement while generating cultural enthusiasm and operational excellence.

Ryan Boyce
COS and Manufacturing Operations Manager
Carlisle Interconnect Technologies

As the COS & Manufacturing Operations Manager for CarlisleIT’s Tukwila, WA plant, Ryan Boyce is responsible for administering the Carlisle Operating System (COS) as well as oversight of all Manufacturing Operations.  Ryan joined CarlisleIT in 2006 with 12 years of experience in logistics, manufacturing and operations management.  He was instrumental in driving Carlisle Companies’ 2008 corporate-wide launch of COS in the Tukwila plant, and his efforts have led to Tukwila being recognized as a benchmark plant throughout Carlisle.  In 2010, Ryan transitioned to an integrated role to include Manufacturing Operations as a part of furthered efforts to embrace the continuous improvement culture at CarlisleIT.

Restructuring Incentive Compensation to Drive Culture Change in a Lean Organization

Catalent Pharma Solutions has been on the operational excellence journey since 2006. In the spirit of continuous improvement, Catalent engaged its manufacturing floor workforce in a kaizen event to dissect, evaluate and restructure its Incentive Compensation Plan. Through this level of empowerment of having the employees set their own performance goals, Catalent aims to drive a culture of personal ownership and accountability that ultimately boosts employee morale and overall company performance.

Dina Kostakis
Site General Manager
Catalent Pharma Solutions

Dina Kostakis has total Profit and Loss Accountability for the business and responsibility for all functions within the site.  This includes: Finance, Human Resources, Manufacturing, Engineering, Environmental, Health and Safety, R&D/Technical Services, Operational Excellence and Quality Operations.   Dina has been the Site General Manager for the past 41/2 years and has led the site through 3 significant phases of Operational Excellence Assessments that have resulted in considerable improvements in multiple Business Key Process Indicators of all functions.  This has enabled the Business Development Sales force to grow the new product pipeline substantially.  Dina advanced to her current role after spending 25 years in the Pharmaceutical Industry in key roles of Quality Control, Quality Assurance and Regulatory Compliance, Product Development and Regulatory Affairs, Technical Services and Operations.  She has been with Catalent Pharma Solutions, St. Pete since May 2002.   She is a graduate of Rutgers University.

Visual Process Problem Solving Through Gemba Eyes

Steris St. Louis wanted to develop a visual, user friendly method of Process Problem Solving that would not “boil the ocean” and would put key hindrances to bed, using all levels of the organization. Learn how Steris has embraced lean as a complete cultural transformation that supports waste reduction and value oriented growth that begins on the floor every day. This lean transformation will position Steris St. Louis so it can continue being a global market leader in the infection prevention consumable chemical industry.

Rob Ledbetter
Director of Operations
STERIS Corporation

As Director of Operations, Rob Ledbetter oversees Steris’s Consumable Chemical Processing Facility which houses Operations, New Product Development, Regulatory, and Life Science Sales. Through daily mentoring and learning with his team using Lean Sigma waste reduction techniques, Ledbetter’s teams help to decrease total overhead burden while ultimately increasing gross sales and margins along with greater customer satisfaction. Ledbetter came to his position with more than 20 years of experience in lean manufacturing and management nurtured in Toyota, Toyota first tier suppliers, and various brown field facilities. In 2009, he joined Steris as the Corporate Director of Lean Manufacturing Operations where he was instrumental in developing the infrastructure for their lean culture transformation along with his TBM colleagues.

Beyond the Basics Track

Session Abstract

Session Speaker

Value Stream Transformation: Dell’s Journey

Learn how Dell is evolving from a functionally aligned execution model to global end-to-end value streams focused on customer value. Traditionally, Dell served their customers via a single business model focused on maximum customization. As computer buying behavior changed over the years, Dell adjusted its business model to support new markets, channels and customers by leveraging value stream mapping and management to meet the needs of a segmented marketplace.

John D’Andrea
Director of Supply Chain Program Management
Dell, Inc.

As Director of Supply Chain Program Management, John D’Andrea is responsible for the end-to-end business process implementation of Dell’s first company-wide Value Stream managed solution.  Leveraging lean principles and tools, John is leading a global, cross functional team to deliver a customer value focused business process.  John has over 28 years experience in product development, marketing, operations, and supply chain across the high tech, heavy equipment, and aerospace industries.  In his 11 years at Dell he has held key roles in their supply chain and product groups.

Environmental Sustainability

The challenge for all manufacturers implementing sustainability programs is in how to incorporate socioenvironmental aspects of good corporate citizenship while maintaining profitability and adhering to company strategy. Tom Shehy will discuss how Seaman Corporation uses Value Stream Mapping, root cause analysis, counter measure development and selection by impact-difficulty assignment, bowler charts and kaizen projects to incorporate LeanSigma into their sustainable organization initiatives.

Tom Shehy
Corporate Lean Sigma Manager
Seaman Corporation

Tom Shehy is the LeanSigma® Manager at the Wooster, Ohio Coating & Fabrication Operations facility of Seaman Corporation. He has been overseeing the management of Seaman’s LeanSigma® implementation initiative from its inception. Tom has over 27 years of manufacturing experience in various Materials and Operations management positions with Cooper Industries, Nissin Brake and Leggett & Platt. Tom is an Ohio native and a graduate of Wittenberg University; A.P.I.C.S. certified and received his TBM’s Lean Certification Program certification in 2009.

Using SigmaKaizen to Drive Groundbreaking Innovations

Applying lean SigmaKaizen principles in an R&D global organization is a necessity in today's competitive consumer products market. The application of Lean Six Sigma tools to various R&D disciplines including product development, packaging portfolio management, lab optimization and sensory sciences fosters growth with emphasis on consumers and helps drive ground breaking innovations that transform the business. The successful application of these continuous improvement tools in R&D translates to new and innovative thinking and savings.

Michel S. Saba
Senior Director LSS Productivity
Portfolio Management, PepsiCo R&D

Senior Director LSS Productivity, Portfolio Management, PepsiCo R&D Michel received his Engineering from Rochester Institute of Technology and received his Master Black Belt certification in Design for Six sigma in 2004. Mike’s work experiences spans over 26 years in Design and manufacturing processes. Mike joined PepsiCo six and half years ago.  Prior to joining PepsiCo, his professional experience included engineering positions with GE in Louisville KY, Mexico and South Korea. Now, he leads the Lean Six Sigma and productivity programs at PepsiCo R&D beverages. Mike has his name on over 8 patents.  Michel lives in Carmel, New York with his wife, Tatiana and two children Michael (18) and Jessica (15).

Mojisola Ogunbiyi
R&D Technical Manager
Portfolio Management, PepsiCo R&D

As the R&D Technical Manager, Mojisola Ogunbiyi supervises a small team of statisticians in PepsiCo R&D NY. Moji's statistics team provides statistical insights for data driven decisions to various R&D groups such as product development, sensory science, quality, engineering, flavor and ingredient science and others. As a certified Lean Six Sigma Master Black Belt, Moji trains R&D employees in collaboration with TBM's consultants to obtain certification in Lean Six Sigma Green and Black Belt. Moji has 12 years of work experience in lean Six Sigma, chemical engineering, process/continuous improvement, manufacturing, quality, business process and leadership. In 2006, she joined PepsiCo as a Senior statistician and is working with other leaders to roll out Lean Sigma Kaizen to PepsiCo R&D.

Adopting a DMAIC Framework to Leverage CI Benefits

In his most recent role, Bill served as Vice President of Continuous Improvement at Invensys, where he led the rollout of the Invensys global continuous improvement program. In an organization heavily influenced by Six Sigma, he was able to leverage a DMAIC mindset to achieve two critical benefits 1) ensuring CI teams and business leaders clearly define improvement priorities and 2) putting adequate management controls in place to convert improvement gains into monetized savings. He’ll share best practices for ensuring savings are clearly reflected in the bottom line and helping leaders engage with CI teams for improved effectiveness.

Bill Remy
Senior Vice President
TBM Consulting Group

Using Lean Six Sigma Methodologies to Go Faster Without Sacrificing Quality

A food manufacturer needed to meet growing demand by increasing production without sacrificing quality. Through the use of LeanSigma tools, the time to manufacture was cut in half. At the same time, the
company deployed a controlled system of blind customer feedback to ensure that the company’s product maintained the same or better quality.

Bonnie Smith
LeanSigma Master Black Belt
TBM Consulting Group, Inc.

Bonnie Smith is a Senior Management Consultant for TBM Consulting Group, Inc., and a master black belt with more than a decade’s experience transforming industry. Bonnie played a pivotal role in creating the synthesis of lean principles and Six Sigma tools that is LeanSigma. A graduate of the United States Military Academy at West Point, Bonnie received her black belt certification from General Electric Aircraft Engines where she also earned a master black belt. She was responsible for implementing both lean manufacturing and Six Sigma as a master black belt in General Electric Engine Services and as the Director of Total Quality Management in York International. Bonnie also gained extensive experience in the pharmaceutical and biotech industries working with Merck and American Home Products.

Using Kaizen to Align Information Systems With Business Processes

Today, a high percentage of companies are using lean manufacturing principles as the basis for how they run their business. Most of those same companies also run their business using an ERP system such as SAP® or Oracle®. And every lean practitioner and IT developer has a story about the conflicts that abound. Join Laura Jackson as she presents how this mid-sized textile company, running SAP, is aligning their information systems and business processes to improve lead time in every area of the company.

Laura Jackson
Director – Project Data Management
Phifer, Inc.

Laura Jackson has almost twenty years of discrete and process manufacturing experience and a passion for helping people better understand and apply the true intent of the Lean Production System philosophy. She was a founding leader of Phifer’s journey and their Lean Business Partnership with Pella Corporation. Currently, as Director of Product Data Management, she is responsible for the maintenance, accuracy, and continuous improvement of business information.  Prior to joining Phifer, she held several positions at General Motors. Laura has a BS in Industrial Engineering and a MS in Human Resource Management and received her Lean Certification from TBM in 2009.

Supporting Growth Initiatives Track

Session Abstract

Session Speaker

Embracing an Enterprise Operating System Grounded in Lean

The global enterprise-wide deployment of the Carlisle Operating System (COS) is driving significant value creation throughout Carlisle. The key pillar to this successful lean business management and performance system is the Strategy Deployment process which reinforces and communicates long-term strategic goals. Along with a robust Managing for Daily Improvement process that drives sustainment and a continuous improvement culture in production and business processes, learn how Carlisle is leveraging its global lean implementation to generate shareholder value.

Mike Voigt
Vice President Carlisle Operating System
Carlisle Companies Inc.

Michael Voigt is responsible for leading the implementation and sustainment of Carlisle’s continuous improvement system throughout all of Carlisle’s business units.  The Carlisle Operating System (COS) is based on lean principles and has quickly become ingrained in the Carlisle culture.  Michael has over 27 years of experience in Financial and Lean Operations with Carlisle Companies.  He is leveraging best practices from across Carlisle’s diversified global operations to develop a COS footprint that creates and sustains a continuous improvement culture.

Technology Demo: Dploy Solutions

Join this informative technology demonstration to preview the newest application from Dploy Solutions—a web-based suite of tools that facilitate the strategy deployment process, metrics tracking and best practice sharing. This session will feature Dploy Alignment—an innovative application that helps organizations align their continuous improvement activities directly to strategic business objectives. Companies are using Dploy Alignment to easily link CI events and projects to critical business performance measures. See how organizations are using it to calculate ROI for CI projects, to provide instant visibility of CI initiatives throughout the enterprise, and to consolidate metrics by type of initiative, business unit, geography and more. Take this opportunity to learn more about Dploy Alignment and learn how it can help you track all projects and quickly summarize results from CI initiatives.

Michael Hunt, Director, Dploy Solutions

Director of Information Systems for TBM Consulting Group, as well as the Director for Dploy Solutions Inc, a Software as a Service (SaaS) product developed and maintained by TBM Consulting group.  He has 30 years of experience designing and developing a wide variety of systems at the state, federal and commercial levels.

Rapidly Integrating a Newly Acquired Business

3D Instruments is a newly acquired company of WIKA Instrument Corporation, a 10-year plus lean practitioner. They have used their operational lean experience and strong knowledge transfer processes resource exchange to evaluate and transfer 3D Instruments from a batch and queue manufacturing environment into a lean organization. Brochmeyer will present an overview of the first 12 months of this engagement and the future for 3D Instruments.

Felix Brockmeyer
Vice President of Operations
3D Instruments, LLC

Felix Brockmeyer currently leads and directs all operations of 3D Instruments, LLC in Anaheim, CA. Coming from the new parent organization WIKA, Brockmeyers’ previous experience as Director of Supply Chain and Director of Manufacturing has helped him to introduce and successfully implement processes and concepts of the WIKA group into their new partner facility.  Coming from an international WIKA internal development program through WIKA Germany and Atlanta, Brockmeyer brings more than 8 years of experience with WIKA, lean and leadership to 3D Instruments to help shape the future of the company.

Using Operational Excellence to Achieve Growth Objectives in a Heavily Regulated Environment

Variation reduction is critical for medical device manufacturing. Learn how ConMed Linvatec uses lean to create a bias for action and to drive waste out of processes while embracing Six Sigma to make data-driven decisions. See how value stream mapping is applied to ensure a focused approach to project selection and alignment with strategic imperatives. In this session, Mazurek will provide details of the ConMed Sigma Kaizen Methodology and share insights that every CI champion must know in a heavily regulated environment.

Bill Mazurek
CIT Champion
ConMed Linvatec

Bill Mazurek is an accomplished continuous improvement practitioner utilizing his twenty plus years of ‘lean’ experience within New Product Development, 2P / 3P, Business Process Mapping, Production Flow Optimization, Value Chain / Policy Deployment and most recently focusing on LeanSigma and DMAIC applications. He has worked for ConMed Linvatec Corporation for approximately nineteen years and during his tenure has held various positions within the operations group. Bill earned a Tool Design Degree, AAS Degree in Industrial Management, Industrial Engineering Degree and a MBA Degree, along with holding a certification as a quality system Auditor and a Six Sigma Black Belt.

Strategy Deployment and Management System Implementation

Alstom Transport has been implementing strategy deployment over the last five years, cascading it down through their entire UK organization. Steve will present how they have executed a structured lean management system throughout their operations, fleet planning, engineering and logistics organization. Detailing how they designed the management system and aligned the measures and processes for review across a dispersed organization.

Steve Hadfield
Business Improvement Manager
ALSTOM Transport Ltd.

Steve Hadfield is a Business Improvement Manager for Alstom Transport in the United Kingdom. He has worked in the UK Rail Industry for 29 years in a variety of operational roles. For the past 11 years he has been in a full-time continuous improvement role within Alstom, starting his lean journey in 2009 in the manufacturing sector of the business. Five years ago he moved into the service sector and currently leads the lean transformation within this part of the business.

Using Strategy Deployment to Consistently Achieve Breakthroughs

Pactiv Corporation has been in an acquisition phase in recent years as part of a long-term growth strategy. With growth comes complexity and the need to manage it. As a result, the company adopted strategy deployment in order to align all levels of the business to Pactiv’s overall organizational breakthrough goals and objectives. VP of Operations and Engineering, Kevin Quinn will discuss how the organization is accomplishing its goals through a rigorous management process, disciplined cascading, and aligned KPIs across all levels, product lines, value streams and plants. The company was recently taken private when it merged with Reynolds Corporation. The two organizations are using a lean business system and the strategy deployment process to ensure consistent operating practices and metrics across all value steams.

Kevin Quinn
Vice President of Operations and Engineering
Pactiv Corporation

Mr. Kevin Quinn is currently Vice President, Operations and Engineering Food Service for Pactiv Corporation, headquartered in Lake Forest, Illinois. Mr. Quinn oversees 43 manufacturing facilities and 7 regional distribution centers throughout North America. Mr. Quinn joined Pactiv in 1999 following stints at Tenneco Corporation, Mobil Oil (chemical division), and the U.S. Navy.  Mr. Quinn received a B.S. in Engineering from the U.S. Naval Academy in 1981 and received his M.B.A. from Georgia State University in 1992.