Main Conference Day One: February 23, Tuesday, 2010

8:00 Registration & Coffee

8:45 Opening Remarks From The Chairperson

Module 1: Reducing Operational Cost while Improving Efficiency

9:00 Keynote: Driving Down Operational Costs And Ensuring Sustainability

  • Identifying the role of Lean Six Sigma for modern pharmaceutical and biotech organizations
  • Understanding key considerations for the Lean Six Sigma program
  • Measuring the Lean Six Sigma program performance to ensure sustainability
  • Driving the value throughout the entire value chain

Bruce Sawyer
Senior Director, Global Business Excellence, GPSG
Johnson & Johnson

9:45 Case Study: Prioritizing And Executing Lean Transformation Projects To Align With Business And Organizational Development

Lean transformation program in Shire has met its two-year mark, and new challenges have emerged during the development. In this session, Paul will be sharing the major challenges and Lean transformation experience in this rapid development environment.

  • Prioritizing Lean transformation projects that have the greatest impact on the organizational strategies
  • Dealing with the reactive projects and initiatives that commence in different functional areas in a cost-efficient manner
  • Gaining leadership agreement on the areas of focus
  • Refining the process by dealing with the “chasing symptoms” challenge
  • Fostering the root cause analysis culture and boosting Lean transformation results

Paul Nelson
Supply Chain Senior Director and Lean Transformation Leader
Shire Pharmaceuticals Inc.

10:30 Morning Refreshment & Networking Break

11:00 A New Approach For How To Conduct A LSS Project: The Double LEAN Method

  • Implementing LSS to make it work in your organization: Design of the Structure
  • Defining LSS to differentiate it from Six Sigma
  • Identifying the need for an alternative to DMAIC and DMAIC barriers to project success
  • Conducting an improvement project using Double LEAN

Dr. Mark Gershon, SSMBB
President
World Class Training Institute

11:45 Panel Discussion: Doing the Right Things and Doing Them Right – Achieving Sustainable Improvement

  • Understanding the process owner’s perspectives on objectives and priorities
  • Examining the key challenges of achieving and sustaining efficiency
  • Eliminating costs – where are they and how to reduce them
  • Introducing the applications of TPM (total productivity maintenance)
  • Developing a performance measurement and ROI system to evaluate and reinforce the results
  • Generating more bottom line, using Six Sigma to drive reliability

Panelists Include:

Mario Roman
Operational Excellence Principal
Genentech

Edward S. Kaercher, PMP
Facility and Project Management
PPDVaccines and Biologics

Paul Casto
Vice President & SME on Work Process Optimization
Meridium Inc.

12:30 Networking Luncheon

Module 2: Continuous Improvement: a Foundation for Operational Excellence

1:30 Keynote: Instilling Lean Six Sigma Culture To Achieve Operational Excellence

  • Lean Six Sigma is not a tool, but a culture
  • Getting the buy-in not only from top management, but also from the shop floor employees
  • Developing effective change-management strategies
  • Overcoming resistance during the Lean Six Sigma implementation

Lori Lesko
Continuous Improvement, Pharmaceutical Sciences
Pfizer

2:15 Business Process Kaizen Implementation And Performance Improvement

The organizations that have taken the approach to organize around value streams (allow employees to recommend changes (Kaizen) to make a difference, and to demonstrate that they can be trusted) are realizing the payback and are reaping major rewards both in employee performance and cost savings.

  • Empowering employees from the front line up with extensive training, coaching, Lean identification, continuous improvement process, quick implementation, and reward and recognition
  • Developing a systematic process to fit the organizational structure
  • Practicing value streams in various aspects including project management, planning, purchasing, materials management, production, quality control, mechanics and engineers and warehouse
  • Using Kaizen throughout the entire organization, reinforcing the values and importance of each individual no matter where they are in the organization

Charles Aubrey
Vice President Performance Excellence
Anderson Pharmaceutical Packaging

3:00 Afternoon Refreshment & Networking Break

3:30 Case Study: Learning How Merck Developed And Deployed A Continuous Improvement Strategy

  • Developing the strategy and organizing the effort
  • Leveraging HPO and inclusive behaviors
  • Prioritizing the effort
  • Building the organization - setting the foundation
  • Leveraging the lean and six sigma tool sets
    • Kaizen
    • Establishing the visual factory and governance system
    • Black Belt Projects
    • Scientific problem solving
  • Execution to meet business needs

Gordon Jonas
Master Black Belt, Manager, Lean Six Sigma
Merck

4:15 Panel Discussion – Lean Six Sigma Lessons Learned

  • Brainstorming the major roadblocks during the Lean Six Sigma journey
  • Understanding the specific challenges in different Lean Six Sigma phases
  • Considering all factors and elements that might be challenging: business strategy, toolkits and people
  • Proposing practical suggestions to overcome these roadblocks and challenges

Moderator:

Bryan Winship
Managing Consultant
Tunnell Consulting

Panelists:

Bill Bolding
VP Operations and Process Improvement
Tunnell Consulting

Bruce Sawyer
Senior Director, Global Business Excellence, GPSG
Johnson & Johnson

Gordon Jonas
Master Black Belt, Manager, Lean Six Sigma
Merck

5:00 Closing Remarks From Chairperson And End Of Day One

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