February 24 - 25, 2011, Hilton Toronto, Toronto, Ontario
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Global Best Practices in Toshiba Canada's Supply Chain
Knocking down the cost of poor quality: A global case study
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Understanding and effectively responding to different dimensions of stakeholders’ Quality expectations is the prerequisite for the survival of organizations in today’s fast-changing global market environment. To be successful in responding to these challenges, organizations must concurrently deploy a mix of different creativity and analytical tools and methods.
In this workshop, Lean Six Sigma Master Black Belt Dr. Michael Mladjenovic will lead you through a hands-on live demonstration of Creative FAST methodology. You will learn how to:
Dr. Michael Mladjenovic Master Black Belt LifeLabs
Maple Leaf Foods is one of Canada’s largest food processing companies, with sales of $5.8 billion and 24,000 employees. After launching its performance improvement program in 2000, Maple Leaf now has 130 full-time Six Sigma resources, in addition to 1,800 certified Green Belts—and an annual savings of approximately $60 million. In this session, Vice President of Six Sigma Bruce Miyashita will detail some of Maple Leaf’s successes, hurdles, goals, and challenges such as:
Bruce Miyashita Vice President of Six Sigma Maple Leaf Foods
In order to more thoroughly and effectively use Lean and Six Sigma principles throughout your institution, you need to create an overall culture of Process Excellence; rather than just trying to sell the methodologies and tools, it becomes important to build and align a case for change and embed the approaches and cultural values as part of your business model and part of your employees’ daily behaviors. This session will address tactics for:
Eric Michrowski Director, Process Improvement Centre of Excellence TELUS
Put those Lean skills to the test, folks! Find out as much as you can about one another in this 45-minute networking break—meet, greet, and learn about each others’ single biggest implementation hurdle, success, or aspiration. It’s like speed dating, but with less pressure.
When the economy dips and companies need to reduce unnecessary expenditures, one of the first eliminations made is frequently the firm’s LSS program. Implementation and training can, of course, be costly, but, time and again, institutions that cut their LSS programs ultimately realize this step was a false economy. This session will consider topics such as:
Daniel Koepke Director of Process Excellence Canada Post
Although LSS was first implemented in the manufacturing arena and continues to be widely used in that industry, companies soon recognized the value of LSS, as demonstrated by the manufacturing industry, and began to suspect that LSS processes could prove similarly useful in other areas. Increasingly, firms have been looking to apply LSS methodologies to their transactional operations and in their back offices. This session will discuss:
Tina Capotorto Director, Process Improvement GE Oil & Gas
One of the key aspects critical to the success of any Process Improvement program is the support of upper management. Without leadership support, it is difficult for programs to gain traction and employees, seeing the lack of management commitment, may feel as though Process Improvement principles are optional, rather than vital. In this session, you will learn how to:
Chander Sharma Lean Six Sigma Black Belt RBC
Feedback from both employees and customers is vital to the continued success of your company: Without input, you can only gauge your performance by your profits, which doesn’t tell the whole story. By incorporating the idea of customer service excellence into your larger performance excellence department, you can create a more responsive program, as well as ensure more loyal customers. This session will address the steps you need to take in your program, including:
Mark Fitzsimmons Director, Quality and Process Excellence Cummins Western Canada
To put it bluntly, if your employees don’t accept the reasoning behind LSS or refuse to put the techniques into practice, you simply can’t have a functional LSS program (let alone a successful program). You need your employees to buy into both the idea that there is a need for LSS and the principles of LSS. This session is designed to help you learn how to:
Dwight Bryan Black Belt, Operational Excellence and Lean Six Sigma Cardinal Health
Like most value-added programs within any company, LSS and Process Improvement initiatives are often slashed or significantly pared down during times of recession…only to be reinstated or expanded once the economy improves. As demonstrated by firms who kept their Process Improvement programs intact during the recent recession, maintaining such programs, with their inherent emphasis on running lean operations, can in fact be an asset that will help you ride out the turbulent economy. In this workshop, an industry expert will help you formulate a feasible plan for dealing with economic change by considering the following factors:
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