DAY ONE PRESENTATIONS INCLUDE

Revolution Stream R01-01

Presentation details to be confirmed

Revolution Stream R01-02

Hit the Ground Running - The New Balance Lean Journey

Andy Okolowicz, Factory Manager, New Balance

New Balance developed a five-year strategic business plan to increase turnover from £70M to £250M. In order to achieve this, the manufacturing plant would have to triple the output of one million pairs of shoes produced in 2005. Through structured lean implementation in the Cumbrian factory, output increased from 10 to 14 pairs of shoes per person per hour; cell teams reduced from five to four people; there was a 35% reduction in space taken up by existing manufacturing cell and new cells were created; there was a £1.5 million postitive cost variance compared to 2005 manufacturing costs; and a £1.5 million cost avoidance as there is no longer any requirement to build an additional factory.

Revolution Stream R01-03

How not to make expensive mistakes

Paul Glossop, Lead practitioner, THE MANUFACTURING INSTITUTE

Is your process a Black Art? Does it need that magic touch to keep it running? Or perhaps you have variable raw materials which change with the seasons? Lead Practitioner and Lean Sigma expert Paul will demonstrate three secrets to help you get control over your process, and stop giving away your profit.

This entertaining session will be particularly valuable to people from Chemicals, Pharmaceuticals, and Food sectors, and anybody else who would just like their process to produce good stuff as soon as they press the green button. A combination of case studies and hands-on practical demonstration will make these powerful tools accessible to anyone wanting to manage their processes using evidence rather than superstition.

Revolution Stream R01-04

Lean Value Stream Management - Lean Accounting – at Siemens VDO

Jens Merten, acting Head of Finance and Business Administration, Siemens VDO, Germany

In organisations moving towards “lean management”, the Value Stream Manager has profit and loss responsibility. Traditional accounting structures do not support organisations by value stream and rarely enable effective decision-making by Value Stream Managers. Lean Accounting seeks to replace traditional accounting, providing more timely and more relevant management information.

Lean Accounting also applies the lean philosophy to the finance process, radically stripping out transactions and complexity.

As part of the journey towards a Lean Enterprise, the Siemens VDO Gasoline Systems division decided to extend their lean focus on the steps before and after the production cell.

As a first step a pilot lean accounting project was agreed. This pilot covered "Order Fulfilment Value Stream" regarding one product family at the factory in Pisa.

This project was finished in July 2007 and the result was a general framework for Lean Value Stream Management/ Lean Accounting as a basis for a further roll-out in the division and possibly across the whole of Siemens VDO. This project created the framework for a system to measure, report and control the performance of the entire Value Stream aligned to Lean Principles.

DAY THREE PRESENTATIONS INCLUDE

Revolution Stream R01-05

Creating Customer Value in a SME

Stuart Mitton, Manufacturing Manager, FULLCOLOUR.COM

Print company fullcolour.com adopted a company wide lean philosophy based on the Toyota Production System in August 2006. Through lean, it can provide increased value to customers through a perfect value creation process. With the focus on customers, the supply of the right products and services can flow effectively through each stage of the process or value stream. Having taken out the all aspects that don’t add value to hone those that do, the company has developed efficient buying, efficient production and efficient service - customers getting what they want, when they need it, at the optimum levels of quality and value for money.

Revolution Stream R01-06

Beyond Lean - The Martin Door Manufacturing Flo-Max Production Method

David Sorenson, Executive Director, MANUFACTURING EXTENSION PARTNERSHIP - SALT LAKE CITY, UTAH

Martin Door Manufacturing has implemented Production Systems which maximize the flow of the value stream, and the through-put, in all models, sizes and options, while at the same time assuring shipment of all products exactly as ordered without defects, using “Poke Yoke” and “Source Inspections”, but with any option, in lots as small as one unit, and all of this in two working days or less (48 hrs), in any shipment quantity from one, to one hundred, or more.

When a manufacturing plant is performing under conditions of “Flo-Maxtm Manufacturing”, it is as in watching a ballet, or a well disciplined championship team. Like dancers or players, the plant workers seem to float as they move, effortlessly they twirl, spin, lift, and score, as they fabricate & assemble, always on their toes, in an endless, seamless, display of continuous manufacturing motion. But as with the ballet, or in the game, unseen are hours of practice and pain, of planning and choreography, of arguments and staging, and practice; it looks so easy now, beauty in motion. And when finished “Maximum Flow” production is seamless manufacturing motion, smooth & on-time, beginning at & ending with a winning customer.

Revolution Stream R01-07

‘When Lean Met the UK’s Strike Fighter’

Fomrmer Cdr. Alan Martyn, HMS ILLUSTRIOUS

One of the USA’s leading experts in the field of LEAN has called the LEAN programme in HMS ILLUSTRIOUS “the most impressive and important example of LEAN in an operational environment to date”. Yet Cdr Martyn would be the first to say that it is not an unmitigated success story. Although some of the headline improvements 80% increase in weapon preparation time and £20M savings in stores holdings/requirements are perhaps impressive, there were also many lessons in the challenge of rolling LEAN out in the front line and in a ship in particular.

Revolution Stream R01-08

Lean TPM - A Blue Print For Change

Dennis McCarthy, TPM Author and Consultant, DAK CONSULTING

Over the last 15 years Dennis has supported Lean Thinking, Total Productive Maintenance and ContinuousImprovement programmes, ranging in size from small site, single issue improvements to company wide,multi site, transformation programmes in Europe, USA, India and China. This has included supporting wellrespected and award winning companies such as 3M, Ford, General Motors, GE, Johnson Matthey, RHMand Dow Corning.

Last year he co authored his second book “Lean TPM: A Blueprint for Change”, with Nick Rich of CardiffUniversity Business School. Published by Butterworth Heinemann, sets out how the combination of Leanand TPM has been used as the delivery mechanism for winning manufacturing strategies.