Ron Meier

Mon, 02 Nov 2009 15:31:07 -0600

The Merging of Project, Quality and Risk Management

In recent years there has been a blending of the underlying concepts among quality, enterprise-wide risk, and project management. This presentation illustrates a pragmatic approach to integrate quality, project, and risk management practices. The first hour builds the foundation by explaining the bodies of knowledge and tools and techniques necessary to integrate quality, project and risk practices.

Sandy Miller 2

Thu, 29 Oct 2009 11:04:18 -0600

Yes, It Really is All About You

How do you identify whether or not your organization is ready for change? Once you have made an informed decision that LEAN/Six Sigma/Theory of Constraints is what will heal your bottom-line and turn your organization into World Class, now what? These basic questions and tools help you map your culture change.

David Little

Thu, 29 Oct 2009 10:56:54 -0600

Failure Modes and Effects Analysis

Failure Modes and Effects Analysis is a critical step in the development of a new product or in the modification of existing products. The purpose of the FMEA is to identify potential modes of failure and their relationship to product design or manufacturing process and their effects, if known, on the end use of the product. Topics: This systematic approach parallels, formalizes and documents the metal disciplines that an engineer normally goes through in any design process. Discussions on FMEA history, methods, types, responsibilities, responsibilities, documentation, implementation and software will be reviewed and presented.

Carol Dekkers

Thu, 29 Oct 2009 10:53:41 -0600

Teamspeak Communication for Global Software Teams

The flattened world identifies communication and innovation as the most critical, non-outsourced commodities. Cut through the potential chaos of global teams and diverse cultures that quality professionals working on project teams may cause. This talk presents timely tips by a presenter who has spoken in over 25 countries!

Bruce DeRuntz

Thu, 29 Oct 2009 10:49:42 -0600

Constructs and Personal Attributes of High Performing Black Belts

One of the prime areas of opportunity for increasing the benefits from Six Sigma is by improving the quality of black belt candidates. The author has conducted empirical research to collect and summarize the skills and attributes that most high-performing black belts possess. The findings conclude that the majority of these successfully attributes are actually soft skills.

Tracy Owens

Thu, 29 Oct 2009 10:45:31 -0600

Using QFD for Organizational Development

When a business needs to refine its scope or simply to improve, it is very important to start the restructuring by making decisions based on facts. Quality Function Deployment (QFD), or The House of Quality, has always been reliable in developing new processes that will be successful when they are first deployed. Now learn to use QFD to find the best structure for your organization.

Keynote Tom England

Thu, 29 Oct 2009 10:40:38 -0600

Keynote Address

Tom has undergraduate and graduate degrees in Inorganic Chemistry. Prior to joining AMP he was an educator and a chemist for an electroplating company. He joined AMP in August 1981 as a Senior Plating Engineer. He became a Divisional Quality Assurance Manager in 1984 and served in various Division and Group Quality Assurance roles until 1998 when he became the Global Quality Officer. When AMP became a company within Tyco he was responsible for the Engineering Assurance functions for the Americas Region. In May 2002 he became the Global Director for Six Sigma the position that he continues to maintain. Tom is a Senior member of the American Society for Quality and has earned 3 ASQ certifications: Certified Quality Auditor; Certified Quality Engineer and he was one of the first 500 people in North America to earn Certified Quality Manager. Tom has earned various awards, including being recognized on the listing of Whos Who among professional chemists and a certified quality instructor for Abbott Labs.

Scott Davis

Thu, 29 Oct 2009 10:35:30 -0600

PLM Integration and Change Management—Technology, Chaos, Culture

Our starting point was four disparate processes; we ended with a single common process with enhanced performance and shared resources. This presentation outlines the change management process used in the acquisition and five month implementation of Oracle-Agile Product Lifecycle Management at Symmetricom. The presentation explores both the methods used and the eventual performance improvement in cycle time and quality.

Robert Stoddard

Thu, 29 Oct 2009 10:30:59 -0600

CMMI High Maturity Made Practical

The Software Engineering Institute (SEI) is now certifying Capability Model (CM) High Maturity Lead Appraisers to reinforce the critical business benefits of these models. This talk will provide a very practical approach to developing and using these models by one of the SEIs leading technical specialist experts.

Paul Armstrong

Thu, 29 Oct 2009 10:26:44 -0600

Structuring Products and Services to Delight Your Customers

Don’t depend on your employees’ random acts to delight your customers. Learn an insightful, structured approach to improving your capability to excite your customers and drive higher profits. This Kano based workshop will challenge how well you understand the complementary facets of satisfying your customer and delighting your customer. The first part will focus on looking inside your organization.

Michael Spivey

Thu, 29 Oct 2009 10:22:56 -0600

Improve your Project Meeting Results through Facilitated Collaboration

Need to improve your project meetings? Unfortunately, many project meetings aren’t well-run—team members see them as unproductive, tedious, and wasting precious time. Learn how to improve your project meetings through facilitated collaboration and turn those unproductive gatherings into well-planned facilitated meetings that enable project teams to successfully achieve the desired goals.

Keynote Michael Murphy

Thu, 29 Oct 2009 10:16:43 -0600

Keynote Address

Mike Murphy is president and chief executive officer of Sharp HealthCare. Murphy oversees a workforce of nearly 14,000 employees, 2,600 affiliated physicians and 2,000 volunteers. Murphy was appointed to his position in June 1996. His career at Sharp began in 1991 as chief financial officer of Sharp Grossmont Hospital before moving to Sharps system wide role of vice president of financial accounting and reporting. Prior to his appointment as president and CEO, Murphy served as senior vice president of business development and legal affairs. In that capacity, he directed major business transactions and evaluated and implemented business development opportunities throughout the Sharp system. Murphys career in health care spans more than 20 years. Before joining Sharp, he worked in the public accounting industry specializing in health care, most recently as a partner with Deloitte and Touche, an international accounting and consulting firm. He is a graduate of California State University at Long Beach and is a certified public accountant.

Mario Pennisi

Thu, 29 Oct 2009 10:13:21 -0600

The Development and Use of Six Sigma Competencies

Presentation of yellow, green and black belt competencies registered internationally by RABQSA. The session further informs users of these competencies and develops a sense of need in potential employers to hire only graduates of the competencies, trainers to use them and potential trainees to insist of them.

Linda Westfall

Thu, 29 Oct 2009 08:13:44 -0600

Software is a Risky Business

Many risks are involved in creating high quality software on time and budget. With software development, both the possibility of reward and the potential for disaster are high and, therefore, it is important that project managers identify, analyze, and control risk. This presentation covers concepts, processes, and techniques of software risk management.

JR McGee

Thu, 29 Oct 2009 08:09:41 -0600

Myth Busting: Leadership vs. Management

An interactive presentation and discussion session to understand the difference between management and leadership and why that distinction is so critical in todays business environment. Our session is designed to help the participant develop the ability to use that knowledge to increase their effectiveness in their present role.

Joseph Sorrentino

Thu, 29 Oct 2009 08:05:24 -0600

Business Model and Employee Integration

Global competition and a tightening economy are forcing widespread corporate restructuring, which is producing collateral damage in the form of low employee morale and widespread apathy. We need to fight this type of regression by ensuring that employees are treated as their companys greatest asset.

Jonathon Andell

Thu, 29 Oct 2009 07:44:46 -0600

Reducing Patient Risk Due to Prescription Errors

This presentation addresses whats, whys and wherefores of establishing a Software Quality Assurance Group that provides added value to the organizations projects. In doing so, it also addresses the set of quality functions that most projects must implement in order to produce high quality products and services.

John Iverson

Wed, 21 Oct 2009 11:07:17 -0600

The Theory of Quality Relativity

The Theory of Quality Relativity introduces participants to the concept of value-based quality by drawing parallels with Einsteins famous theory: perception of time is relative, so is our perception of quality. This presentation provides an overview of value-based quality theory and guides them through exciting and useful take-aways.

Joseph and Judith Ann Pauley

Wed, 21 Oct 2009 10:56:11 -0600

Quality Managers Must be Leaders Too

In order for managers to establish a Quality program successfully, employees must buy in to the concepts and be willing to help the manager effect change. This requires the manager to be an effective leader. Successful leaders show employees that they care about them as people, consistently earn their trust.

Jacquelyn Vannoy

Wed, 21 Oct 2009 10:40:54 -0600

Smooth Sailing Techniques to Navigate the Waters of Change

Attendees learn about the importance of managing and navigating change. We will determine individual team building personality/leadership traits using the Sailboat Model and look at how different styles can work together in order to build great teams. The session will also provide numerous tools for Change Management and Risk Assessment.

Bill Self

Wed, 21 Oct 2009 08:13:33 -0600

Structuring Products and Services to Delight Your Customers

This session is a continuation of Session AD. Do not depend on your employees random acts to delight your customers. Learn an insightful, structured approach to improving your capability to excite your customers and drive higher profits. This Kano based workshop will challenge how well you understand the complementary facets of satisfying your customer and delighting your customer. The second part will then help you to look outside your organization.

Sandor Scoma and Toney

Wed, 16 Sep 2009 13:09:53 -0600

Integrating Quality, Safety and Risk toImprove Performance

The healthcare sector is in need of system level approaches and is thus a strong candidate to enhance its quality functions by integration of quality, safety and risk, as found in aviation. Integration of these three disciplines includes explicit use of a quality management approach to controlling risk and managing safety risk requirements.

Raymond Lewis

Wed, 16 Sep 2009 12:57:49 -0600

Use a Wiki to Connect People and Process

Most internet users are familiar with wikis because of the popular Wikipedia, a collaborative online encyclopedia. Many types of wikis are available for documentation and collaboration and are easy to install and use. This presentation explains how one company installed a wiki to keep all documents web-based and make collaboration appropriately transparent.

Rodger Singley

Wed, 16 Sep 2009 11:29:09 -0600

Quality Tools for Identifying and Assessing Project Risk

In recent years there has been a blending of the underlying concepts among quality, enterprise-wide risk, and project management. This presentation illustrates a pragmatic approach to integrate quality, project, and risk management practices. The first hour builds the foundation by explaining the bodies of knowledge and tools and techniques necessary to integrate quality, project and risk practices.

Michael J Spendolini

Wed, 16 Sep 2009 11:24:33 -0600

Effectively Managing Customer 2.0+ Software

The web-related 2.0 technology revolution has affected the way in which todays successful organizations manage their customer relationships. In this presentation, current best practices and anticipated developments are summarized covering a range of topics including marketing, customer communication, service, and customer measurement. Recommendations focus on technological, managerial, and even psychological imperatives. Self-diagnostic tools and a topic resource guide are included.

Kay Sever

Wed, 16 Sep 2009 11:22:13 -0600

Nothing Happens Until Something Moves — The Impact of Poor Execution on Innovation and
Cultural Change

Einsteins quote about change can be applied to every situation in our personal and professional lives. We cannott build muscle until we get up out of our chair and exercise. We cannot see the benefits from a process change until the change takes the form of action, regardless of the preparation.

Heather McCain

Wed, 16 Sep 2009 11:08:06 -0600

Forrest Breyfogle

Wed, 16 Sep 2009 10:51:01 -0600

Why and How to Go Beyond Lean Six Sigma and the Balanced Scorecard

An Integrated Enterprise Excellence (IEE) system combines the best practices of earlier tools and methods like Lean Six Sigma with innovative analytical techniques to drive financial and operational success at the enterprise level and achieve the three Rs of business. This presentation highlights key Integrated Enterprise Excellence concepts and introduces new strategies.

Bill Luhrs

Wed, 16 Sep 2009 10:37:32 -0600

Establishing a Partnership to Achieve Organizational Excellence

Attendees will learn hour how a major aerospace corporation utilized an educational partnership with a local university to develop its future Quality leaders, while realizing immediate and tangible results in functional areas of the organization. The presentation discusses how existing quality programs achieved improved levels of performance and process improvement.

Michael Williams

Fri, 11 Sep 2009 13:54:44 -0600

Utilizing Affinity Analysis to Identify Enterprise-wide Risks

This session shows how managers can utilize quality tools to develop customized risk taxonomies to identify project risks. The session concludes with an illustrative example of how a technology-based taxonomy of risks, utilizing affinity analysis, was developed for a global financial services organization, based on input from information technology and systems professionals.

Sandy Miller

Tue, 26 May 2009 11:48:23 -0600

Sustainment: The Final Frontier

For the past ten years, companies have been jumping on the Lean/Six Sigma bandwagon, spending millions of dollars in the pursuit of Perfection. Learn how to measure what you have really accomplished, what needs to be done immediately, and where you should be making changes for tomorrow

Keynote Shane Yount

Tue, 26 May 2009 11:42:34 -0600

Keynote Address

Shane Yount is a highly respected performance improvement consultant in the areas of strategic business solutions, work team implementation, and employee and leadership development. Popular on the lecture and leadership development circuit, Shane energizes his audience through the power of real life situations and innovative business solutions that all leaders and employees can immediately implement. His experience, in potentially the toughest workplace in America, enables all who encounter his approach to see the benefits and payoffs of implementing nonnegotiable business processes. He stresses that true organizational effectiveness comes only through leadership driven habit, discipline and structure. Shane is the author of numerous training programs and implementation modules currently being taught in corporations throughout the country.

Keynote JR McGee

Mon, 20 Apr 2009 13:33:33 -0600

Keynote Address

J. R. brings a wealth of experience as an Aerospace Executive, Senior Program Manager, Engineer, and Systems Analyst for over 30 years. As the internal and external Principal Consultant for Business Management with the worlds largest aerospace firm. He is a Certified Master Black Belt in Lean Six Sigma, and has been involved with developing High Performance Organizations on a professional and personal level for his entire career. As a Program Manager at Top Gun ranges world-wide, J.R. specialized in the development of High Performance Work Teams with specific focus on training and development of fighter pilots, training Special Forces, providing field engineering and operational support to Intel and Counter-Terrorism operations. He holds a Degree in Electronic Technology from TSU and a Degree in Business Management from the University of Maryland. He also completed the Strategic Studies Program at Carnegie Mellon Business Institute and the Strategic Leadership Program at the Goizueta Business School, Emory University.