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agenda

DAY ONE - Tuesday, April 21, 2009
7:30 am Registration
8:10 am Welcome and Opening Remarks
8:15 am Opening Keynote Address
INTEGRATING COMPANY-WIDE SUPPORT FOR OPERATIONAL EXCELLENCE
Continuous process improvement (CPI) initiatives are only as successful if they are supported at all levels of the organization, from strategic management to the front-lines. Most organizations, however, neglect to include tactical and front-line teams in the strategic alignment and decision-making processes, causing discord when implementing CPI. In today’s opening keynote discussion, three delegates from across the organization share their perspectives on the challenges each face, how to foster employee support, and successful communication strategies for gaining company-wide support for business and operational excellence throughout the logistics chain.
  • Colonel Steve Franklin, Aviation Logistics Branch Head, Headquarters United States Marine Corps
  • Chief Warrant Officer 3 Rob Willis, Enterprise AIRSpeed Project Officer, Naval Air Systems Command
  • Corporal Martin Kennedy, Supervisor, Marine Aviation Logistics Squadron 13
9:15 am General Session #1
CHANGE MANAGEMENT
To ensure the success of CPI initiatives, there needs to be a structured approach to transitioning individuals, teams and organizations, with minimal cost and waste. This session will discuss understanding and improving transitions of change management to achieve operational effectives.
  • Lt. Colonel David A. Schroeder, Asst G-3, 96th Regional Readiness Command, US Army Reserves
10:00 am Networking Coffee Break
10:30 am General Session #2
BEING LEAN – PERFORMANCE METRICS EVOLUTION
How do you know when your resources are maximized, and CPI implementation is a success? Measuring performance metrics follows a strategy of establishing critical processes, developing informational analysis strategies, and establishing targets which the results can be scored against.
  • Charlean Carroll, Lean Six Sigma Black Belt Specialist, Red River Army Depot
11:10 am General Session #3
PROJECT SELECTION FOR WARFIGHTERS
Timing is everything. It is critical to decide on the right project, whether to implement LSS or to use it as the next step to spreading LSS across the enterprise. This session will focus on Project Selection as viewed from the military mindset, and discuss recommendations for effectively implementing LSS and its core philosophies across a wide range of military-related projects.
  • Lt. Colonel Glen Butler, Director, Operations and Training, Marine Corps Base Hawaii
11:50 am General Session #4
HQDA G8 TRACEABILITY ENTERPRISE PROJECT
Hear an innovative case study where an Army-level Enterprise process, that includes over 40 financial, contracting, and logistics database systems and integrates over 15 major process improvement projects, tracked and traced procurement-funded equipment from budget justification materials through receipt of equipment at the unit-level.
  • Colonel Carol Leighton, Enterprise Management Officer, HQDA, G-8 Directorate
12:30 pm Networking Luncheon
2:00 pm General Session #5
CIVIL-MILITARY MARKET CONVERGENCE
Lean implementation is ongoing in both private and government sector MROs. Hear Lt. Gen. Don Wetekam (USAF, retired) compare and contrast his experiences in bringing lean process improvement to the U.S. Air Force depot system and one of the largest private sector MROs in North America. Ms. Lorna Estep will describe how integrating these improvement processes to the Air Force Global Logistics Center, has transformed their supply chain management.
  • Lorna Estep, Executive Director, Air Force Global Logistics Support Center
  • Don Wetekam, Group VP Maintenance, Repair and Overhaul, AAR Corporation
2:45 pm General Session #6
TAKING CPI TO THE NEXT LEVEL: Embedding Process Improvement for Enterprise Success
Unlocking the full potential of CPI requires development of a culture in which process improvement is embedded into everyday operations. Properly aligned, the natural focus on process improvement, provided by such a culture, will generate the positive outcomes required to achieve enterprise goals. This session will discuss how NAVSEA is moving forward to align CPI into its culture.
  • Anthony Desantis, Director, Continuous Process Improvement, NAVSEA Warfare Centers
  • Mary Wohlgemuth, Director, Continuous Process Improvement, NAVSEA
3:30 pm Networking Coffee Break
3:45 pm General Session #7
ASSESSING OPPORTUNITIES & RISKS TO MAXIMIZE PROJECTS
With all the ramifications of the changes that may be involved in a project, there must be vigilance in not adversely affecting any downstream operations or missing out on opportunities to apply improvements. Walter Brown, quality engineer and certified Black Belt at C&H Die Casting Inc. will share how they developed the Improvements, Challenges, Opportunities, Risks (ICOR) Analysis to focus on the risks and benefits associated with a process change.
  • Walter Brown, Quality Engineer, C&H Die Casting Inc.
4:30 pm Closing Session
“OUTSIDE THE BOX” CASE STUDY
Hear how one operation utilized Lean Six Sigma innovatively to improve their processes and drive efficiency and cost-cutting measures.
  • David “Scott” Hencshel, Chief of Team Strategy in the Office of Innovation, Initiatives & Improvements, US Army Medical Department Center and School (AMEDDC&S)
5:30 pm Day One Closing Comments
5:30 pm 2009 Lean Six Sigma for Military Forum Concludes