2015 ISO World Conference Brochure

The Worlds Leading Conference on ISO 9000 & QMS Standards
AS9100 for
Aviation, Space,
and Defense
ISO 13485 for
Medical Devices
ISO 14001 for
Environmental
Management
Hank Moore
Corporate Strategist
Author of the
Business Tree
Nigel Croft, Ph.D.
Lorri Hunt
Chair, ISO
Subcommittee
ISO/TC176/SC2
U.S. Lead to
ISO 9001 Revision
Susan Briggs
Randy Dougherty
Alan Daniels
Team Leader for

AS9100 Standards
Development
ISO/TS 16949 for

the Automotive
Industry
Risk Management
& ISO 9001
Revision
Jack West
Past Chair US TAG to TC 176

& Member of
SC2 WG on the QMPs
eAudits & Audits
EARLY REGISTRATION GIFTS

Early Registration Deadline: FEBRUARY 5, 2015
Tablet PC: 7" Dual Core Android 8GB Tablet
PC with Camera
iPod Shuffle
$50 ASQ Gift Certificate
Apple TV: Only if you are registered for both
conferences.
Please see the Registration Guidelines for further

information
Chair, U.S. TAG to

ISO TC 207 on EMS
Vice-President
ANSI-ASQ National
Accreditation Board
Duke Rohe
Quality Improvement Education

Specialist,
M.D. Anderson Cancer Center
The Worlds Leading Conference on ISO 9000 & QMS Standards

Conference Chairs Message
2015 is on target to be a year with the most
impact to professionals that implement and
audit to quality management system
standards as well as other standards in the
world. ISO 9001, ISO 14001, and ISO 13485 are
scheduled to be published in 2015 with ISO
45001, the new standard that replaces OHSAS
18001, the standard on occupational safety
and health, following close behind. Changes
to ISO 9001 will also impact the sector specific
standards AS9100 and TS16949.
Exhibits
JW Marriott Houston, TX, USA
Bexar/Travis/Nueces Rooms
The 2015 ISO 9000 conference list of speakers includes technical

experts participating in the management systems standards that
are currently in the revision process. This provides the unique
opportunity to get information directly from the source. The large
list of standards that are currently under revision also brings to
the forefront concerns related to transitioning to the revisions. The
conference has included speakers who will provide the most upto-date information on what your organization must do to
transition to ISO 9001 or one of the other standards.
The goal of the ISO 9000 conference has always been to provide
an experience to conference attendees that provides value. This
years conference has been structured to not only provide
speakers that are international experts who are top in their field
and actively participating in the revisions to these management
system standards, but to include industry experts with hands-on
experience in implementing management system standards. Case
studies provide examples of something you can take back to your
organization.
The conference will also focus on networking opportunities by
providing an infrastructure where you can network not only with
your colleagues at the conference but some of the key speakers
participating in the revision.
In short, the 2015 ISO 9000 Conference is set to be the best
opportunity to learn not only about the revision to ISO 9001, but
many of the other management system standards in development
at one time.
See you in Houston!
Warm Regards,
$1,495 until February 5, 2015

$1,595 after February 5, 2015
$1,695 after March 2015
Early Registration Deadline: February 5,
2015
Each 8 x 10 booth will be set with 8 high blue and green back
drape 3 high blue side dividers, one 6 table draped blue, two side
chairs, one wastebasket, and a 7 x 44 one-line identification sign.
The exhibit area is carpeted. Electricity is additional.
With an Exhibit Booth, you are entitled to bring two booth
personnel. One of the booth personnel will receive complimentary
conference attendance. Each additional Exhibit Personnel must
register as regular conferees in order to attend the technical
sessions. Exhibitors are not eligible for Early Registration Gifts.
Freeman Move-In
Sunday, March 8, 2015, 11:30 AM-3 PM
Exhibitor Move-In
Sunday, March 8, 2015; 3 PM-6 PM
Show Days
Monday, March 9, 2015; 7:30 AM-5 PM
Tuesday, March 10, 2015; 7:30 AM-1 PM
Exhibitor Move-Out
Tuesday, March 10, 2015; 1 PM-2 PM
Freeman Move-Out
Tuesday, March 10, 2015; 1 PM-3 PM
ISO Conference Bags: $3,000

ISO Conference Reception: $2,500
ISO Conference Folders: $2,000
One-Page Insert in Conference Bags: $1000
Lorri Hunt, 2015 Conference Chair
Conference Registration
Phone: 1-412-782-3383 or 1-888-236-9940
Fax:
1-866-500-9081
E-mail: info@aqi.org
Visit:
www.iso9000conference.com
Register online: regonline.com/aqi
Conference Mailing List will be available for purchase in an

electronic format exclusively for our exhibitors. Cost: $800.
The mailing lists will contain mailing information only. Attendee
emails and phone numbers will not be provided. Attendee
mailing list can only be used once to promote the exhibiting
companys products and the list must not be entered into a
database for other purposes or for continued uses.
2015 American Quality Institute. All right reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying and microfilm, without permission in writing from the American Quality Institute.
Page ISO-2
The year 2015 is one of

the biggest years in
recent times for
standards. ISO 9000,
ISO 9001, ISO 14001,
ISO 13485, and ISO 45001
are all in the final stages
of development. With this
many standards set for
publication this year,
organizations are faced
with many questions.
These organizations must
consider when to make
the transition to the new
revisions, and what kind
of changes are needed.
They must also consider what to do when they have an integrated management system
and the standards are not being published at the same time.
The Conference will feature a panel discussion with top-experts who are leaders in their
respective fields in writing the new revisions. Brief overviews of some of the most
common standards and the current status of their publication will be presented.
Challenges and key changes will be discussed. The interactive panel discussion will
conclude with the opportunity for you to ask questions related to the standards and
obtain value-added information for your organization.
In it's 23rd year, ISO 9000 World Conference has become the most important annual
gathering in the world bringing together leaders in the field of ISO 9001, ISO 14001,
ISO 3485, ISO 9000, AS9100, and QMS Standards.
With three keynotes, 50+speakers, and hands-on workshops, this years conference
promises to be the must-attend event of 2015 for every Quality Mangement Standard
professional.
Early Registration Gifts
ISO 9001/QMS Networking Luncheons
Early Registration Deadline:

February 5, 2015
12:00 PM-1:15 PM (on both conference days)
If you register for the ISO 9000 World

Conference, using the registration code
A2015 before the early registration
deadline, your early registration gift selection
includes the following:
iPod Shuffle
Tablet PC
$50 ASQ Gift
Certificate
If you register for

both the ISO 9000
World Conference
and the Lean & Six Sigma
World Conference by the
early registration deadline,
you may combine your gifts
and receive:
Apple TV
Please note that early registration gifts are available only if

you register by phone and not available if you register
online. Please see the Conference Registration Guidelines
for further information. Please also note that the ASQ Gift
certificates must be used during the exhibit hours.
Join us for this fun activity! During this Networking Luncheon, you may select to be
seated depending on your area of interest or expertise. Please note that group seating
is limited and will be assigned on a first-come, first-served basis. Following is a partial
list of Networking Groups. Please sign up using the conference registration form using
this link: regonline.com/aqi. Please note that you must register for the Conference
in order to participate in the Networking Luncheons.
Monday, March 9, 2015
Tuesday, March 10, 2015
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
Accredited Certification
AS9100
Auditing
Being Audited
Context of the Organization
Documented Information
Energy
Healthcare
Innovation
Integrated Management Systems
ISO 13485
ISO 9001:2015 Revision
18.
19.
20.
21.
22.
23.
Management Commitment
Management Review
Manufacturing Industries
Monitoring & Measurement
Process Management & Systems
Thinking
Regulated Industries
Risk
Service industries
Transitioning to the new ISO Standard
TS 16949
Understanding & Using Data
Page ISO-3
23rd Annual ISO 9000 World Conference
7:30 AM-8:00 AM
Continental Breakfast
8:00 AM-8:10 AM
Opening Remarks -- Lorri Hunt, Conference Chair
Session #ISO-011
8:10 AM-8:50 AM
The Future Has Moved and Left No Forwarding Address
MONDAY March 9, 2015
Keywords: Growth
Strategies, Vision,
Planning, Leadership
Industry: All
Level: All
Hank Moore, Corporate Strategist, Management Resource Institute, Houston, TX, USA
The opening keynote speaker is Hank Moore, Futurist and Corporate Strategist. He will cover trends,
challenges, and opportunities for business to survive and thrive. Hank Moore is the highest level business
overview expert and is in that rarified circle of experts such as Peter Drucker, Tom Peters, Steven Covey, Peter
Senge and W. Edwards Deming. Drucker termed Hank Moore's Business Tree as the most original business
model of the past 50 years. The Business Tree is his trademarked approach to growing, strengthening, and
evolving business, while mastering change. He advises companies about growth strategies, visioning, planning,
leadership development, futurism, and Big Picture issues that profoundly affect the business climate. He has
presented Think Tanks for five U.S. Presidents and has spoken at six Economic Summits.
Hank Moore has provided senior level advising services for more than 5,000 client organizations (including 100
of the Fortune 500), companies in transition (startup, re-engineering, mergers, going public), public sector
entities, professional associations, and non-profit organizations. He has worked with all major industries over a
40-year career. He advises at the Executive Committee and Board levels, providing Big Picture ideas.
Session #ISO-012
8:50 AM-9:30 AM
Keywords: ISO 9001,
Revision, Quality
Management System
Industry: All
Level: All
A New Era of Management System Standards Implications of

the ISO 9001 Revision
Nigel Croft, Ph.D., Chairman of ISO/TC176/SC2
This presentation will explain the important role of a Quality Management system in the context of sustainable
development initiatives, and the implications for the current revision of the ISO 9001 standard. It will discuss
the implications for ISOs portfolio of management system standards and relate these to the core elements of
a sustainable development philosophy, namely economic development, environmental integrity, and social
responsibility. The presentation will review the three core recurring themes: define the processes; take into
consideration the risks associated with those processes; and manage the processes and the system as a whole
using the Plan-Do-Check-Act cycle.
Dr. Croft holds a first class honors degree in Natural Sciences from Cambridge University, England, and a
Doctorate in Materials Science from Sheffield University. He is a Chartered Engineer and Chartered Quality
Professional in the UK, a Fellow of the Chartered Quality Institute, and a Senior Member of ASQ.
Session #ISO-013
9:30 AM-10:00 AM
Keywords: ISO
9001:2015 Revision,
Transition,
Accreditation
Industry:
Manufacturing
ISO 9001:2015 Separating the Facts from Fiction

Lorri Hunt, President, Lorri Hunt & Associates, Inc., Kansas City, MO, USA
The revision to ISO 9001 is scheduled for late 2015. Thats a fact. Beyond that, there continues to be a great
deal of information available from quality journals, social media, or simply I heard this from fill-in-the-name
of an expert. Some of this information is fact, some is fiction, and some of the information is somewhere in
the middle. Because this vast amount of information can at times be confusing and even contradictory, it can
lead to frustration. This session will review the facts from the fiction for some of the most frequently discussed
clauses in the marketplace. It will highlight the changes in requirements for leadership, documented
information, and risk-based thinking. It will focus on ensuring you are getting the right information to
understand the revised requirements and manage the transition to the ISO 9001:2015 revision.
Lorri Hunt is the leading authority in the United States in the area of the ISO 9001:2015 Revision. She currently
serves as the head of delegation for ISO TC176/SC2. In this role, she is responsible for overseeing the
development of consensus positions for the United States related to ISO 9001 and 9004. She is a United States
expert and Task Group Monitor for the next revision to ISO 9001 that is currently planned for 2015.
Level: Intermediate
10:00 AM-10:20 AM
Page ISO-4
Coffee Break
TO REGISTER CALL
888-236-9940 O R 412-782-3383 O R E - M A I L : INFO@AQI.ORG
The Worlds Leading Conference on ISO 9000 & Related Standards
Changes to Standards Affecting Accredited

Certification
Randy Alan Dougherty, VP, ANSI-ASQ National Accreditation Board, Chairman and President, IAF,
Milwaukee, WI, USA
ISO/IEC 17011 is the international standard for accreditation bodies. A revision of this standard was initiated
in 2014. ISO/IEC 17021 is the international standard for certification bodies for management systems,
including, but not limited to, ISO 9001 and ISO 14001. This standard has been under revision since 2012 with
the revision likely to be published in 2015. This will change some of the requirements for certification bodies.
Session # ISO-021
10:20 AM-11:00 AM
Keywords: ISO, IAF,
Accreditation,
Transitions
Industry: Service
Level: Intermediate
ISO 9001:2015 - Panel Discussion
Panel Lead: Lorri Hunt, President, Lorri Hunt & Associated, Inc., Kansas City, MO, USA
The year 2015 is one of the biggest years in recent times for standards. ISO 9000, ISO 9001, ISO 14001, ISO
13485, and ISO 45001 are all in the final stages of development. With this many standards set for publication
during the next year, organizations are faced with many questions. Organizations must consider when to
make change and what kind of change might be needed in their organization. They must also consider what
to do when they have an integrated management system and the standards are not publishing at the same
time. This presentation will include brief overviews of some of the most common standards and the current
status of their publication. Challenges and key changes will be discussed with the standards by some of the
leading experts in standards development in the world. This interactive panel discussion will conclude with
the opportunity for you to ask questions related to the standards and obtain value-added information for
your organization.
Session #ISO-022
11:00 AM-12:00 PM
Keywords: ISO
9001:2015 Revision,
ISO, 14001, AS9100, ISO
9000, Accreditation,
Transition
Industry:
Manufacturing
Level: Intermediate
The panel will feature top-experts from around the world:
John E. (Jack) West, Past Chair US TAG to TC176 and Member of SC 2 WG on the QMPs, Silver
Fox Advisors, The Woodlands, TX, USA
Nigel Croft, Ph.D., Chairman of ISO/TC176/SC2, UK

Alan W. Daniels, Process and Systems Manager, The Boeing Company; ISO International
Organization for Standardization, Lake Stevens, WA, USA
Susan K. Briggs, Chair, U.S. TAG to ISO TC 207 on Environmental Management, Reading, MA, USA
Randy Alan Dougherty, President, IAF and VP ANAB, Milwaukee, WI, USA
ISO 9001/QMS Networking Luncheon
Join us for this fun activity! During this Networking Luncheon, you may select to be seated depending on
your area of interest or expertise. Group sign-in will be made on-site. Please note that group seating is
limited and will be assigned on a first-come, first-served basis. Following is a partial list of Networking
Groups:
Accredited Certification
Energy
AS9100
Healthcare
Auditing
Innovation
Being Audited
Integrated Management Systems
Context of the Organization
ISO 13485
Documented Information
ISO 9001:2015 Revision
TO REGISTER ONLINE:

12:00 PM-1:15 PM
REGONLINE.COM/AQI OR V I S I T WWW.AQI.ORG
Page ISO-5
Several technical specifications have been published in the last few years: ISO/IEC TS 17021-2, ISO/IEC TS
17021-3, and ISO/IEC TS 17021-4 through to ISO/IEC TS 17021-7. These establish additional competence
requirements for management systems certification bodies. Revisions to ISO 9001 and ISO 14001 to conform
to the new high level structure for management systems standards are likely to be published in 2015. What
are the implications to accredited certification? Randy A. Dougherty is Vice President, ANAB for the ANSIASQ National Accreditation Board in Milwaukee, WI. Dougherty oversees the activities of a staff of 5 and 25
contract auditors. Dougherty holds a masters degree in public health administration from the University of
Michigan in Ann Arbor, and earned his bachelors degree from Lake Superior State College.
Session #ISO-031
1:15 PM-1:50 PM
Keywords: ISO
9001, ISO 14001,
Environmental
Managements
Systems (EMS)
Industry: All
Level: Intermediate
Changes Coming for the ISO 14001 Environmental Management

Systems
Susan K. Briggs, Chair, U.S. TAG to ISO TC 207 on Environmental Management, Convenor,
ISO TC207/SC1/WG5 on Environmental Management Systems, Reading, MA, USA
Since its origination in 1996, more than 250,000 organizations in 155 countries around the globe have adopted
the International Organization for Standardization (ISO) standard on Environmental Management Systems, ISO
14001, with uptake continuing to grow. The standard underwent revision in 2004; however, changes were
limited to clarifying the original requirements. During this period, new developments have arisen in the field of
environmental management and stakeholder expectations have evolved, resulting in strong international
support for substantive changes to ISO 14001. This revision has been undertaken to ensure the standard
continues to be relevant over the next two decades.
A study completed in 2010 by TC 207/SC1, Future Challenges for EMS, made 25 recommendations to address
the evolving developments and expectations. In addition to the technical changes resulting from these
recommendations, changes in design and layout of the standard have occurred in response to the ISO mandate
to impose a common structure and minimum set of requirements on all management system standards (MSS).
This presentation will provide an overview of the new requirements and outline the transition process for
organizations seeking to have their systems certified to the new standard.
Session #ISO-032
1:50 PM-2:25 PM
ISO 50001 Energy Management
Keywords: ISO
50001:2011, Energy
Management
Systems
Industry:
Manufacturing
Level: Intermediate
In this session, Deann Desai will make a presentation about the new ISO 50001 standard for energy
management. ISO 50001 is based on the management system model of continual improvement also used for
other well-known standards such as ISO 9001 or ISO 14001. This makes it easier for organizations to integrate
energy management into their overall efforts to improve quality and environmental management.
Deann Desai, Georgia Tech, Atlanta, GA, USA
ISO 50001:2011 provides a framework of requirements for organizations to: develop a policy for more efficient
use of energy; fix targets and objectives to meet the policy; use data to better understand and make decisions
about energy use; measure the results; review how well the policy works; and continually improve energy
management.
ISO 50001 gives organizations the requirements for energy management systems (EnMS), provides benefits for
organizations large and small, in both public and private sectors, in manufacturing and services, in all regions of
the world. Targeting broad applicability across national economic sectors, it is estimated that the standard could
influence up to 60 % of the worlds energy use.
Session #ISO-033
2:25 PM-3:00 PM
Update on TL 9000 R6.0 Requirements & ISO 9001:2015
Keywords: QuEST,
ICT, ISO 9001,
Telecommunications,
TL 9000
Industry: Electronics
Level: Advanced
ISO 9001:2015 its coming! Its changing! What will it mean to the information and communication
technologies (ICT) industry? ISO 9001:2015 is being revised and it is expected to be very different with a new
structure and new requirements. TL 9000 is a management system standard that is built on ISO 9001 to meet the
supply chain quality requirements of the ICT industry.
Sheronda Jeffries, TL 9000 Program Manager, QuEST Forum, Durham, NC, USA
This presentation will review the current status of the ISO 9001:2015 revision, along with the key changes such
as the High Level Structure for 'Annex SL found in the Draft International Standard (DIS). We will review the plan
to update TL 9000 R6.0 to incorporate ISO 9001:2015 and discuss the transition period for ISO 9001:2015 and TL
9000 R6.0 Requirements.
During this presentation, You will learn: the plan to update TL 9000 R6.0 to incorporate ISO 9001:2015; the
transition period for ISO 9001:2015 and TL 9000 R6.0 Requirements before changes become mandatory; and
what you can do to prepare for TL 9000 R6.0 Requirements!
3:00 PM-3:30 PM
Page ISO-6
Refreshment Break
TO REGISTER CALL
Interlinking Performance Excellence & Multiple ISO Standards
Kevin Lee Griffin, Quality Contractor and Kathy D. Boardman, R.Ph., M.S., Associate Center Director, Division of
Clinical Trial Operations, VA Cooperative Studies Program Clinical Research Pharmacy Coordinating Center,
Albuquerque, NM, USA
Changes to ISO 13485 - Are You Ready?
Bill Enos, Microbiology Team Leader, Americas, BSI Medical Devices, Ludlow, MA, USA
As the medical device marketplace continues to expand globally, there is an ever growing need to harmonize
compliance requirements across the board. ISO 13485 is the standard by which medical device manufacturers
demonstrate compliance and this standard is undergoing a significant revision. This revision will not only
directly link this standard to other global device requirements, but also seeks to align itself with other global
initiatives designed to harmonize requirements for all manufacturers. This update represents a major revision
and must be understood in detail in order to maintain compliance domestically and around the world.
Keywords: Multiple
Integrated Standards,
ISO 9001, ISO 15378,
ISO, 21500, ISO 19011,
Malcolm Baldrige, NQA,
ISO, CAP, GCP, Cgmp,
Regulatory Standards
Industry: Government
Level: Intermediate
Session #ISO-042
1:50 PM-2:25 PM
Keywords: ISO 13485,
Medical Devices
Industry: Healthcare
Level: Intermediate
The goal of this presentation is to update the attendees with regard to the most recent changes to the ISO
13485 QMS requirements. This revision directly affects all areas of medical device manufacturing, from
concept to post market follow up. In a global setting, it is critical to understand the interaction between
quality systems, device requirements, and all other regulatory requirements.
The Current State of Quality in the Automotive Industry
Craig Williams, US TAG to ISO/TC 176, ISO/TC 176, VP, Quality , Johnson Controls Power Solutions, Glendale,
WI, USA and Scott A. Gray, Sr. Program Manager, AIAG, Southfield, MI, USA
This presentation will give the audience an update on the challenges facing the automotive industry and
corresponding initiatives underway at the Automotive Industry Action Group (AIAG). AIAG is the industry
association responsible for the development and publication of many of the recognizable documents that
support the Quality, Supply Chain, and Corporate Responsibility activities between the supply partners of the
automotive sector. In particular, the AIAG publishes the Core Tools and ISO/TS 16949 reference manuals.
Session #ISO-043
2:25 PM-3:00 PM
Keywords: ISO/TS
16949
Industry: Automotive
Level: Intermediate
The speakers will be covering the following topics during the session:
Results of the Current State of Quality Survey

Updates on recently released guidelines and training
Status of TS 16949 and AIAGs supporting reference materials
Interactive discussion on Perspectives on the Future of Automotive QMS
There are many changes that are taking place that will impact the Quality Management System of the OEMs
and the associated supply base. The continued collaboration of the OEMs and suppliers on the AIAGs Board
and Steering Committees is a key to the ongoing success of the industry. This session will highlight the
accomplishments of recent volunteer project teams and identify opportunities for the audience to participate
in the collaborative efforts that are underway at the AIAG in support of the automotive industry.
Refreshment Break
3:00 PM-3:30 PM
TO REGISTER ONLINE:
Page ISO-7
The VA Cooperative Studies Program Clinical Research Pharmacy Coordinating Center (PCC) supports and
manages drug/device, regulatory, and patient safety-related aspects of multicenter clinical trials (MCTs).
MCTs study the effectiveness and safety of drugs/devices in humans. The PCC participates in more than 100
clinical trials, each lasting from a few months to over 15 years, with over 200,000 patients per year at over
2,200 participating sites, using >250 drugs/devices. The PCC operates in a highly regulated environment and
thrives through visionary leadership, strategic planning, innovation, focus on customers, employee
engagement, and systems approach. It implements the approach-deployment-learning-integration (ADLI)
model into its Quality Management and performance excellence system. This presentation will describe the
use of multiple standards in this initiative, provide a successful strategy for embedding multiple standards,
guidance, and criteria into a complex organization that functions simultaneously in R&D, cGMP, GCP, and
services; best practices for efficiently integrating multiple performance tools, such as ISO, MBNQA, and Lean;
lessons learned in integrating multiple ISO quality standards and performance excellence strategies to create
a MBNQA recipient organization; and benefits of a variety of external assessments to validate complex, multidisciplinary processes as well as identifying best practices and benchmarks
Session #ISO-041
1:15 PM-1:50 PM
Session #ISO-051
1:15 PM-1:50 PM
Will ISO 9001-2015 Really Eliminate Preventive Actions?
Keywords: Planning,
Mitigation, Risk
Preventive Action
Industry:
Manufacturing
Level: Basic
The take-away for those attending this presentation will be an understanding that, while the Preventive Action
clause in the 2008 version of ISO 9001 will be eliminated in the 2015 version, preventive actions will still be
necessary to mitigate potential problems exposed during the planning process. Planning is included in the
current version of ISO 9001, but the 2015 version expands the planning requirements with a focus on risk
identification and the mitigation of those risks.
William Houser, President, Eagle Force, Inc., Spring, TX, USA
Risk mitigation is, by it is very nature, proactive preventive action. On the other hand, risk that is not mitigated
until non-conformances occur, is reactive and corrective. The ISO 9001:2015 requirement to identify and
mitigate risks prior to their occurrence means that preventive actions will be necessary. Those attending this
presentation will learn the practical application of the revised planning, risk evaluation, and mitigating actions
requirements in avoiding problems.
This presentation will focus on a practical approach to the ISO 9001:2015 planning process that will expose
significant risks that require mitigating (preventive) action to eliminate the problems before they have an
impact on customers and the organization.
Session #ISO-052
1:50 PM-2:25 PM
The Single Management System
Keywords: RiskMatrix, Technology,

ISO 9001:2015,
Regulatory
Compliance, Process
Map, Corrective
Action
Industry: Software
Level: Advanced
The IRCA certification Officer in INFORM issue 42, states that the expectation for ISO 9001:2015, is a single
management system. The question is, how do organizations accomplish that?
Session #ISO-053
2:25 PM-3:00 PM
Reaching Beyond Quality
Keywords: ISO 9001,

Maturity, Annex SL,
Risk
Industry:
Manufacturing
Level: Intermediate
More than 1.2 million organizations are certified to ISO 9001, making it the most widely used management
system standard in the world. When finalized, the 2015 revisions to ISO 9001 will create a tectonic shift which
will reverberate across many organizations striving to maintain compliance. Designed to increase applicability
to businesses that provide services, the revision will break down internal silos with its renewed focus on risk
and bring increased responsibility to top management. ISO 9001:2015 will compel organizations to look
beyond immediate quality concerns to incorporate enterprise-wide strategies to mitigate or avoid risks that
could potentially jeopardize various aspects of the product or service.
Jeffrey Lewis, CEO, Safety In Your Hand, Inc., Palo Alto, CA, USA
This presentation aims to share the mechanism, which drives a seamlessly integrated management system with
appropriate controls, to facilitate on-going conformity, and statutory / regulatory compliance. 'What if' risk
matrix sets up the risk treatments as it is applicable to the product, process and assets, considering the severity
of impact and the likelihood of occurrence from the identified risk.
The Management System Process Map, sets up the flow of the management system through to corrective
actions. It will identify the statutory/regulatory implementation points. The corrective action form with three
options of planned, condition monitoring, emergency. Determining the type of corrective action will facilitate
an analysis towards an improvement of only planned events.
John DiMaria, ISO Product Manager, British Standards Institution, Herndon, VA, USA
ISO 9001:2008 made no mention of the word risk. In practice, however, risk has always been considered
reactively through the CAPA process. This has involved establishing root cause of what happened to affect the
products quality, correcting the issue, and then arriving at an action that will prevent additional quality issues
that may arise from that threat.
Upon conclusion of this session, participants will learn the ten clauses of the new ISO Management System
Annex SL; understand how the global risk analysis will affect your organization; have an overview of how
changes may affect the audit process; and be presented with best practices for a smooth transition.
3:00 PM-3:30 PM
Page ISO-8
Refreshment Break
TO REGISTER CALL
Take Charge of Change with Self-Assessment
Susan E. Moore, Compliance & Self-Assessment SME, Lockheed Martin Missiles and Fire Control, Arlington,
TX, USA
Embracing change and mitigating risk at the same time can be challenging. This presentation will share an
outlook any organization can use to take charge of change using a self-assessment program. Youll leave
with resources to improve the bottom line by reducing escapes, creating awareness, and improving
customer/registrar satisfaction. Insight will be shared on how this proactive approach has improved the
performance in a $5B organization and Malcolm Baldrige recipient.
Session #ISO-061
3:30 PM-4:05 PM
Keywords: Mitigating
Risk, Self-Assessment,
Audits
Industry:
Defense/Military
Level: Intermediate
Hands on training ideas will be shared to make a self-assessment program easy to implement for any
company. Take-away will include the following:
Audit success stories, Lessons Learned, and Self-Assessment

Templates pamphlet will be available
Dan Reid, Director of Consulting, Omnex, Ann Arbor, MI, USA
The global auto industry in recent years has come to recognize risks inherent in its long and diffuse supply
chain. Now it's starting to face an almost 40 percent bottleneck in the ability to make vehicles.
ISO TS16949 defines the global automotive supplier requirements for a quality management system.
Supplier management in the automotive supply chain continues to be a key concern of automakers and tier
one suppliers alike. It was such a concern that several tier one suppliers developed a sub-tier supplier
management process published through the Automotive Industry Action Group (AIAG). TS 16949
supplements the base ISO 9001 requirements for Control of Purchased Products with specific requirements
for sub-tier supplier certification and development.
Session #ISO-062
4:05 PM-4:40 PM
Keywords: TS 16949,
QS-9000, IWA 1, FMEA,
PPAP, APQP, Sub-tier
Supplier Management,
Problem Solving
Industry: Automotive
Level: Intermediate
In this session, Dan Reid, the first Delegation Leader of the International Automotive Task Force (IATF)
responsible for ISO TS 16949 and the automotive third party certification scheme, explains the automotive
supplier management requirements and offers tips based on industry best practices.
WORKSHOP 4
ISO 9001: 2015 Revision

What is New?
Jack West, Silver Fox Advisors,

The Woodlands, TX, USA
2-Hour Workshop
0.2 CEU/REU
Great workshop if you need a

comprehensive overview of the changes
Fee: Workshop registration fee is $95 if you are
registered for either the ISO or LSS Conference, for
Speakers & Exhibitors, $195 if you are registering for the
workshop only. The fee includes course materials, and a
certificate. Please note that space is limited.
TO REGISTER ONLINE:
An overview of the contents of this workshop is

as follows:
When will ISO 9001 2015 become reality?
Setting the foundation; QMPs, vision, mission,
objectives, organization
How long a transition period after release of
ISO 9001:2015
Implications of the New footprint i.e. Annex
SL for users?
Change to less specificity of requirements?
More generic?
Change in wording: different words but same
meaning? Different words with broader or
more restrictive meaning?
Are there new requirements?
Existing requirements expressed in a new way
What are the areas I should be contemplating
now and why?
6:30 PM-8:30 PM
(2 hour workshop)
Keywords: Revision
Industry: All
Level: All
Understanding the concepts of the organization

and its context, the needs and expectations of
interested parties and how to determine the
scope of the quality management system
Page ISO-9
TS16949: Automotive Supply Chain Management
Session #ISO-071
3:30 PM-4:05 PM
CTQ (Critical to Quality) Case Study Textile Manufacturing
Keywords: Synthetic
Fibers, CTQ, Critical to
Quality
Industry:
Manufacturing,
Textiles
Level: Intermediate
When you're developing new products and services, quality is important not only to satisfy your clients, but
also to help you stand out from your competitors. However, defining quality can be a challenge, and it's easy
to overlook factors that customers care about. This is when Critical to Quality (CTQ) trees are useful. They help
you understand what drives quality in the eyes of your customers, so that you can deliver a product or service
that they are genuinely pleased with. Opportunity to understand the potential paths for effective long-term
achievements and successes using process steps and interaction diagrams for effective Critical to Quality
events and projects. By first identifying what the customer critical values are, defining the supplied product
attributes (measures), and predicting product quality and customer satisfaction based on critical points
identified and controlled within the supplier's manufacturing process.
Carl A. Labbe, Senior Quality Manager, and Charlie Stiner, Plant Manager, Propex, Chattanooga, TN, USA
In this session, you will learn the critical steps for effective CTQ events / projects, Flow chart for quick decision
making during CTQ event or project, using long-term tools to maintain improvement gains, such as mistake
proof, controls, Critical Xs, etc. You will learn to continually measure and challenge the improvement cycle for
long-term customer improvement relationship.
Session #ISO-072
4:05 PM-4:40 PM
Product Realization Planning in a Build to Print Environment
Keywords: ISO 9001,

Planning, Product
Realization
Industry:
Manufacturing
Level: Basic
Product realization is the term used to describe the work that the organization goes through to develop,
manufacture, and deliver the finished goods or services. An effective Quality Management System (QMS)
includes a comprehensive approach to getting from the product concept to the finished product. This
approach, sometimes called a quality plan, includes the following: product requirements and quality
objectives, creation of the processes, documents, and resources needed for product realization, required
verification, monitoring, inspection, and test activities including the records to be kept.
Jay Matthews, Quality Manager, Flanders, Lynnville, IN, USA
This session will cover how to implement planning in a build to print environment by discussing various
methods to implement a successful planning function. It will address how to define quality objectives for the
product, establishing processes and documents, how to verify the product meets criteria, and deal with the
records of planning. It will also cover how to plan for succession planning and maintaining an agile workforce.
Participants will learn different methods to successfully plan for build to print and all jobs in accordance to ISO
9001, section 7.1 Planning of Product Realization. This session will address common pitfalls and how to avoid
them. It will show that by performing the proper planning, significant cost savings can be achieved.
P a g e I S O - 10
TO REGISTER CALL
Building Customer Intimacy: Integrating Innovation into How

We Listen
Bob Norris, Senior Client Partner, BMGI, Denver, CO, USA
Listening to the Voice of the Customer (VOC) is essential for business success. While most organizations have
started to listen to their customers, these efforts are neither effective nor efficient. They rarely result in positive
outcomes, such as new products and services that are demanded by customers or the business strategy
needed to drive breakthrough results. Most organizations are continuing to do surveys as their primary way to
listen without exploring other ways to connect the customer.
Session #ISO-081
3:30 PM-4:05 PM
Keywords: Voice of
the Customer (VOC),
Innovation
Industry: Service
Level: Basic
Disruptive Technologies - Should Quality Care?
Session #ISO-082
4:05 PM-4:40 PM
A disruptive technology is new technology that unexpectedly displaces an established technology.

Technology can be separated into two categories: sustaining and disruptive. Sustaining technologies are
based on incremental improvements to an established technology. On the other hand, disruptive
technologies can be identified as a technology that displaces a sustaining technology and shakes up the
industry or a ground-breaking product that creates a completely new industry. Examples include Mobile
Internet, Automation of Work Knowledge, the Internet of Things, Advanced Robotics and Additive
Manufacturing.
Keywords:
Technology,
Innovation, Process
Improvement
Industry:
Manufacturing
Level: Intermediate
Alan Lund, Principal, CORE Business Management, Milford, MI, USA
Should Quality care? Yes, because disruptive technologies can be a source of cost savings and enhanced
customer satisfaction, How? By incorporating the innovative use of disruptive technologies to improve
process performance, enhance data capture/analysis and to streamline qualitys accountability and
responsibility. Attendees for this session will learn:
What are Disruptive Technologies

How Disruptive Technologies can be used to enhance the Quality function
Steps to identifying and incorporating Disruptive Technology
How to utilize Disruptive Technology as a value-added approach to improve quality
How Disruptive Technology can drive quality function visibility
ISO 9000 Speed Networking
5:00 PM-6:00 PM
Brian Clark, Engines, Inc., Jonesboro, AR, USA
Last year, the number one request from attendees according to our survey was
networking. Space is limited so please sign up in advance. Speed networking
will be in a round robin model, facilitating the meeting of individuals with
similar goals, and the opportunity to exchange information in a structured
environment. Each attendee is guaranteed to meet more people than they
would in a traditional networking session. Sometimes individuals with a propensity for mastering the concepts of quality
management, Six Sigma, and SPC may have less propensity for social interaction.
Whether you are an introvert or extrovert, starting out your career in the quality field or a seasoned professional, you will
enjoy this format of meeting other professionals. Typically, participants are randomly paired, the signal is given for a three
minute discussion. This is enough time for introductions and to gain a quick impression.
Youll be amazed at the results from a short meeting with someone youve never met in this quick and simple networking
setup. Meaningful conversations, clients, projects, jobs, and friendships can develop from connections started at a speed
networking session!
TO REGISTER ONLINE:
P a g e I S O - 11
This presentation will address how to develop and implement a refreshed VOC strategy focused on building
customer intimacy. It will provide an approach to identify the Job To Be Done for, by, and with the customer to
determine the outcomes from the value of the products and services they purchase. With actual success
stories as the bulk of the presentation, it will also demonstrate how to implement a structured, disciplined,
and innovative listening approach by getting up close and personal with customers to actually experience
how they use the products and/or services, how to process data to interject information into new product
development, and using this information to rapidly enhance process performance.
TUESDAY
March 10, 2015
7:30 AM-8:00 AM
8:00 AM-8:05 AM
Opening Remarks
Session #ISO-101
8:05 AM-8:40 AM
Organizational Transformation: Sustaining High Performance
Keywords:
Organizational
Transformation,
Sustainability, High
Performance,
Leadership
Industry:
Manufacturing
Level: Advanced
This concise and practical presentation will guide attendees to apply GPS-based methods to mobilize
operations while incorporating destination-focused initiatives. The presenter will explain why the companies
who merit the descriptor high-performing devote such enormous energy toward three vital components:
goals, people, and systems. And while the worlds most profitable corporations all share a clearly-defined vision
and mission, whats often missing is a direct link between tactical operational goals and strategic direction.
Attendees will learn to incorporate measurable goals into their companys daily regimen. Plus, they will have
the management tools to maintain teams that are engaged, focused, accountable, - and poised to drive results.
Session #ISO-102
8:40 AM-9:15 AM
Keywords: Customer
Satisfaction, Metrics,
Employee
Satisfaction, Data
Driven Decision
Making
Industry: Software
Level: Intermediate
Shane Yount, Principal/Author, Competitive Solutions, Inc., Alpharetta, GA, USA
Attendees will discover everything from defining corporate direction and design for leadership parameters, to
the smartest ways to create and maintain workplace behavioral expectations. Additionally, the presenter offers
critical insight on hot-button topics like cultural and generational diversity, communication styles, and listening
processes among employees. Attendees will learn to incorporate measurable goals into their companys daily
regimen. Plus, they will have the management tools to maintain teams that are engaged, focused, accountable,
and poised to drive results.
Customer Satisfaction: Using Metrics to Drive Change

Beth Leonard, VP, Corporate QA, DMI, Bethesda, MD, USA
As business leaders we tend to pay a lot of attention to the metrics important to the business: revenue, cash
flow, profitability, growth, and so on but the real drivers of these business outcomes are customers. So the
obvious question becomes what customer metrics should you be tracking to make sure business metrics
continue to head in the right direction?
This presentation will focus on how to set up an effective customer and employee satisfaction and metrics
program and provide best practices for practitioners. Ms. Leonard will discuss how DMIs internal metrics
program has been implemented as a tool to steer data-driven decision making across all levels of management
including the executive team.
The presentation will be delivered in an informal manner and will include lessons learned and examples from a
real world application. Questions and discussions will be considered a welcome part of the presentation.
Session #ISO-103
9:15 AM - 9:50 AM
ISO 9001 Implementation: Added Challenges During Acquisition
Keywords: ISO 9001,

Implementation,
Acquisition, Change
Management
Industry:
Manufacturing
Level: Intermediate
This presentation is a case study in implementing an ISO 9001 QMS and getting it certified during an
unexpected and sudden company acquisition. Implementation is always full of surprises, but an acquisition
offers an additional layer of anxiety, uncertainty, and stress to the organization and its associates. The timing
could not have been worse. Or was it? Could the acquisition actually have been a blessing in disguise? This
presentation will explore the journey how a very successful privately owned company is acquired by a global
and publicly traded company just two months prior to its scheduled ISO certification audit.
Laura Denktash, Performance Excellence Manager, Video Gaming Technologies, Tulsa, OK, USA
This presentation will offer information through slides that contain charts and forms that include information
about how to successfully navigate an ISO 9001 implementation with the added twist of an acquisition. Lessons
learned and keys to success in this especially volatile and stressful situation will be shared. Anyone who is
going through an implementation or planning an implementation can benefit from this presentation. Change
management skills will also be highlighted.
P a g e I S O - 12
TO REGISTER CALL
7:30 AM-8:00 AM
Opening Remarks
8:00 AM-8:05 AM
Quality and Process Improvement Initiatives in Healthcare
Session #ISO-111
8:05 AM-8:40 AM
There are many approaches to quality management ISO, Lean and Six Sigma, Baldrige, TQM, and others.
Similarities exist among them albeit with different names, e.g. CA/PA in ISO, Control Phase in Six Sigma
similar but not the same. Enduring success of project outcomes depends on adherence to standardized
procedures and work instructions for the defined processes. As these processes evolve and continually
improve, revisions to the documents must be maintained and training updated in order to sustain a consistent
quality standard.
Keywords: Strategic
Planning, Control
Plan, Sustainability,
STEEEP, Lean & Six
Sigma, Baldrige, TQM
Level: Intermediate
Valentine Boving, Sr. Quality Engineer, U.T. MD Anderson Cancer Center, Houston, TX, USA
ISO 9001 Providing the Basis for Integrated Performance Base
Session #ISO-112
8:40 AM-9:15 AM
This session will first address the gaps in healthcare and review the current healthcare accreditation model as
well as the Conditions of Participation to highlight key points for the system based references and identify key
aspects that continue to impact healthcare performance.
Keywords:
Healthcare, ISO 9001
Level: Intermediate
William Metzcar, CEO, ISO Consultants for Healthcare, Greenville, OH, USA
Successful Organizational Change
Duke Rohe, Quality Improvement Education Consultant, U.T. MD Anderson Cancer Center, Houston, TX, USA
Organizational change is happening in almost every healthcare organization but success has been elusive.
Senior leaders know that changes are needed not only system-wide but in their own organization. They know
the kinds of changes their organizations need and when they are needed. And certainly they know that the
responsibility for change rests squarely on their shoulders.
Session #ISO-113
9:15 AM-9:50 AM
Keywords: QMS,
Healthcare, PI, QI
Level: Intermediate
Executives know that their boards of directors expect more than day-to-day performance; those board
members expect the executives they support to make the changes needed to ensure a profitable, long-term,
future for the organization. In short, todays leaders must both run the business well all the time and change
the business well every time.
Changing the way an organization works is no longer an occasional exercise; change is no longer the
exception. It is now the rule. Changing the way an organization operates is central to organizational
improvement. In todays world change management is the most important role of organizational leadership.
The paramount problem with organizational change today is that change initiatives are rarely successful. The
often-quoted statistic is that only 30% of organizational change attempts are successful. Topics will include:
Introduction to Organizational Change Management; Transitioning with a clear, communicated Vision, and
Altering Processes and Procedures.
Coffee Break
9:50 AM-10:15 AM
TO REGISTER ONLINE:
P a g e I S O - 13
March 10, 2015
Secondly, the presenter will cover key ideas from each ISO 9001 clause from a healthcare perspective. These
requirements will be interpreted using healthcare examples and language to bring an understanding of the
essential requirements for performance enhancement. Thirdly, Mr. Metzcar will review the pursuit of ISO 9001
by healthcare and the different approaches utilized to gain certification or compliance. Comparison of these
models to the industry accepted Four Phase approach will be provided to convey a practical, efficient, and
effective model for ISO 9001 implementation within healthcare.
TUESDAY
Quality is driven by the customer, and what the customer requires is defined by the quality improvement team
with endorsement from top management. At our healthcare institution the customer is typically identified as
the patient, clinical services, and operations. A diverse sampling of improvement projects, whose outcomes
have been sustained, will be presented with discussion on why their success has continued into the present.
Further discussion will center on possible causes why many improvement projects have not been sustained.
Session #ISO-121
10:15 AM-10:50 AM
TUESDAY
March 10, 2015
Keywords: Lean,
Quality Manual,
Revisions, Transition,
ISO/TR 10013
Industry:
Manufacturing
Level: Intermediate
The Four-Page Quality Manual
Kristin Case, Consultant, CaseConsults, Tulsa, OK, USA

It is not uncommon to see quality manuals, often 20 60 pages long that were prepared for the purpose of ISO
9001 certification. In some cases, the verbiage and numbering scheme of the manual is similar (or nearly
identical) to the ISO 9001:2008 standard itself. With the ISO 9001 standard going through a significant revision,
there has never been a better time to review and improve your quality manual.
This presentation will address what is required by ISO 9001:2008 to be in the quality manual as well as what is
recommended by ISO/TR 10013, Guidelines for quality management system documentation. It will also address
how to manage the changes in requirements between the 2008 and 2015 revisions of ISO 9001 (because
throwing your old quality manual away probably isnt in the best interest of the organization).
Multiple real-life examples will be provided to meet the requirements for contents of the quality manual (clause
4.2.2(a c) in ISO 9001:2008). Emphasis will be placed on the importance of quality objectives (clause 5.4.1) and
include these in the manual while simultaneously minimizing the need for revisions to the manual. Tips for
eliminating redundancy with other levels of quality documentation (e.g., procedures and work instructions), and
guidelines for deciding what information should be kept, revised, and removed to make the quality manual
more reader-friendly will be presented.
Session #ISO-122
10:50 AM-11:25 AM
Keywords: Internal
Audit, Quality Audit,
Environmental Audit
Industry:
Manufacturing
Level: Intermediate
Combining Internal Audits for ISO 9001 and ISO 14001
Patsy L. Brown, Consultant/Trainer, Brown & Associates Quality Consulting, Inc., Pine Bluff, AR, USA
This presentation is directed at those organizations who are registering both the quality management system
and environmental management system and wish to combine the internal audits of both systems for improved
efficiency in the audit process. Each section of the ISO 9001 and 14001 standards that have similar or identical
requirements will be summarized, and the different requirements for each standard will be highlighted. Where
one standard does not require the same level of detail, participants will be presented with options for
implementation of the audit process.
The presenter will address the knowledge and skills needed to accomplish combined quality and environmental
audits -- knowledge of quality management systems, knowledge of environmental management systems, and
knowledge of basic auditing skills. Most internal auditor training classes are delivered with specialization in only
one standard. This usually results in a lack of specific knowledge of the other management system for
prospective internal auditors. As a result, auditors must have additional training to bridge this gap. The session
will provide recommendations to efficiently provide this additional training.
Session #ISO-123
11:25 AM-12:00 PM
Customer Audit Innovation
Keywords:
Customer Audits,
Supplier Audits,
Customer Relations
Industry: Service
Level: Intermediate
This presentation will provide an in-depth look at innovation in customer auditing. Customers often reserve the
right to audit under supplier management, and often a company can be visited by many customers throughout
the year, creating substantial costs and investments to successful support each requested customer audit.
Sami Brown, Quality Systems Specialist, and Douglas Potter, Western Hemisphere Quality Manager, Jeppesen
Sanderson, Inc., Englewood, CO, USA
Most customer requested audits require a variety of production staff be available to answer process questions
and demonstrate the processes to the auditors satisfaction. Each time an employee must be removed from
production work to address an auditor, there is lost efficiency and increased costs to the business.
This presentation will introduce an innovative customer audit technique using a Customer Audit Conference
format. This method allows majority of customers requesting an audit to arrive on site for a single audit event,
reducing the cost and interruption to business.
12:00 PM-1:15 PM
P a g e I S O - 14
Networking Luncheon
TO REGISTER CALL
Clinically Led Improvement
Tim O'Hanlon, Partner, GE Healthcare Finnamore, Birmingham, West Midlands, UK

The UK government has set a target that 95% of patients attending the Accident and Emergency
Department (A&E) should be treated and either be admitted to the hospital or be discharged from the
department within 4 hours. Many hospitals in the UK struggle to consistently meet this target. Patients are
defaulting to A&E because of convenience, a belief that they will see a better clinician, and because they
struggle to get appointments with their family doctor. In these case study organizations, the leadership
teams understood that there was variation in performance and this gave the opportunity improvement.
Session #ISO-131
10:15 AM-10:50 AM
Keywords: Rapid
Improvement,
Emergency Room,
Clinical Engagement
Level: Intermediate
This presentation will show how to engage the unconvinced in improvement change attitudes to team
based change prove the need for investment and not just savings.
Improving the QMS in Healthcare Organizations

Mickey Christensen, President, TQM Systems, Baton Rouge, LA, USA
With all of the changes occurring in the healthcare industry in the USA (and other countries), an
organization will have to make sustainable improvements to survive. Implementing a good management
system to institutionalize the changes that show good results will aid in sustaining the organization.
Keywords: Process
Improvement, QMS
Improvement, Healthcare
Level: Basic
The bottom line is implementing/changing to a system that is agile and effective. Attendees will take away
an awareness of the urgency to improve and will be able to view improving the Quality Management
system in different ways.
Facilitation Football - Managing Group Process to its Best
Duke Rohe, Quality Improvement Education Consultant, U.T. MD Anderson Cancer Center; Houston, TX, USA
Meeting facilitation is an essential skill for every improvement professional. We may know the pieces of it,
but do we know what we don't know? This session attempts to provide the tips, tricks, and traps of
facilitating group process...and do it in an engaging manner. Every participant will receive a Facilitation
Football placemat to scribe the important aspects of facilitation. They will determine what's on the playing
field (during the meeting), what's out of bounds, and what happens after the touchdown.
Session #ISO-133
11:25 AM-12:00 PM
Keywords: QMS,
Healthcare, PI, QI
Level: Intermediate
Shared will be distinctions between leading and facilitating a meeting. Sixteen attributes of an effective
team, roles/goals/secrets/tools/weapons of facilitation, great ground rules, ten most common traps you to
fall into, a universal agenda that works when there is no agenda, and how to keep from personally getting
sucked into the content of a meeting. There are also pointers and roles to facilitate large meetings when
there more than eight members.
If you want to learn all this in a simulation manner that can be transferred to others, come check it. It's
good for new learners who want to know and seasoned professionals who want to remember.
Networking Luncheon
12:00 PM-1:15 PM
TO REGISTER ONLINE:
P a g e I S O - 15
March 10, 2015
Changes are occurring in the processes involved with patient and employee safety, quality of care provided,
reduction of HAIs, reduction of returns within 30 days, HIPAA, reduction of reimbursements, and many
other changes.
Session #ISO-132
10:50 AM-11:25 AM
TUESDAY
GE Healthcare Finnamore was invited to initiate this change management improvement program. While
patients were never in an unsafe situation, what became very clear from the range of projects that emerged,
was that the leaders were right; there was variation in use of procedures. Each area/shift was adapting their
way of working and some best practice was not being shared as quickly as it might have been. Many of the
tasks within the project teams therefore focused on developing new procedures and then ensuring effective
implementation every shift, every day.
Session #ISO-141
10:15 AM-12:00 PM
Keywords: Risk, Risk
Based Thinking
Industry: All
Level: Basic
Risk-Based Thinking: A Major Element of ISO 9001:2015

William Levinson, President, Levinson Productivity Systems PC, Wilkes Barre, PA, USA
"Identification of risks and opportunities" is perhaps the foremost major change in ISO 9001:2015. General Carl
von Clausewitz's On War, in fact, summarized the basic concept in a single sentence. "Countless minor
incidentsthe kind you can never really foreseecombine to lower the general level of performance, so that
one always falls far short of the intended goal." He cited examples such as bad roads, lack of fresh horses, fog,
and bad weather, and defined them with the single word, "Friction," which in todays language is defined as
Risk
March 10, 2015
Success in warfare depended as much, if not more, on a general's ability to overcome friction as it did on his
combat skills. The same principle carries over into industry where friction encompasses the entire set of
unanticipated and undesirable events that cause projects to finish late, order fulfillments to be late, actual
capacity to fall short of theoretical capacity, and so on. Tom Peters later wrote in Thriving on Chaos, "The
accumulation of little items, each too trivial to trouble the boss with, is a prime cause of miss-the-market
delays," and the concept "for want of a nail" also is applicable.
Henry Ford, in fact, addressed risk both internally and externally. Purportedly minor machine stoppages, the
industrial counterparts of Clausewitz's "countless minor incidents," were simply not tolerated even if the workers
could clear them within minutes; the workers also looked for the root causes to eliminate them.
TUESDAY
The attendee will learn how to teach the concept of risk to the entire workforce, which empowers each
employee to recognize potential safety, quality, and throughput issues. This also supports lean manufacturing
because friction is, by definition, muda or waste (and vice versa). As stated by J.F. Halpin in Zero Defects (1966),
"They turned out to be the little things that get under a worker's skin but are never quite important enough to
make him come to management for a change." Any chronic annoyance or frustration (e.g. having to clear
purportedly minor stoppages), workplace inefficiency, wasted effort, or doing it over because it wasn't done
right the first time, is friction that should be the target of closed loop corrective action.
Ford added in My Life and Work (1922), "If transportation were perfect and an even flow of materials could be
assured, it would not be necessary to carry any stock whatsoever. That would save a great deal of money, for it
would give a very rapid turnover and thus decrease the amount of money tied up in materials. With bad
transportation one has to carry larger stocks." This reinforces the connection between friction and lean
manufacturing because this risk (materials not arriving on schedule) requires the carriage of inventoryone of
the Toyota production system's Seven Wasteswhich, in turn, increases cycle times. Ford, therefore, vertically
integrated his supply chain to prevent interruptions by unreliable suppliers or railroads, and included
contingency plans for catastrophes as major as a flooded rail line.
While any worker should be able to identify workplace friction (risk), it is primarily up to management to
identify external risks such as supply chain breakdowns, natural disasters, loss of business continuity, and
technological changes that could endanger the organization's existence. This workshop will provide several
real-world examples of these risks, and the consequences of failure to anticipate and/or mitigate them.
12:00 PM-1:15 PM
ISO 9001/QMS Networking Luncheons

Join us for this fun activity! During this Networking Luncheon, you may select to be seated depending on your
area of interest or expertise. Group sign-up will be made on-site. Please note that group seating is limited and
will be assigned on a first-come, first-served basis. Following is a partial list of Networking Groups.
P a g e I S O - 16
Management Commitment
Management Review
Manufacturing Industries
Monitoring & Measurement
Process Management & Systems Thinking
Risk
Service industries
Transitioning to the new ISO Standard
TS 16949
Understanding & Using Data
Regulated Industries
TO REGISTER CALL
Data Analysis for Small Businesses - Missed Opportunities

David Ross, Quality Consultant, TMAC, Arlington, TX, USA
As a TMAC employee for the past 10 years, Mr. Ross had the opportunity to observe (up close) how many
small businesses collect and analyze data affecting key processes such as Customer Satisfaction,
Nonconforming Product, and Job Quoting. More times than not, real opportunities for improvement are
overlooked resulting in little or no real benefit to the organization. Contributing factors include:
Treating data affecting small and large revenue customers equally

Data collection instruments omit key variables needed for effective decision making (i.e. processes,
Session #ISO-151
1:15 PM-1:50 PM
Keywords: Analysis of
Data, Data Collection,
Improved
Performance
Industry:
Manufacturing
Level: Intermediate
groups/departments
Cost of Poor Quality: Purpose-Built Tools to Address Quality

Carl Mead, Director, Business Improvement Solutions, BSI; Herndon, VA, USA
Technology in the form of purpose-built software tools can help address quality challenges, help improve
customers perceptions, and help businesses to be liked. In todays social media savvy, ultra-connected
world, noteworthy quality is a very desirable goal. When noteworthy becomes comment-worthy or tweetworthy, ones quality reputation is enhanced. Participants will walk away from this session with a simple
formula: quality management = quality product. Examining the traditional aspects of Cost of Poor Quality
(COPQ) may provide a structured approach on how to manage and improve performance. Key points include:
Keywords: Software
Tools, Quality
Management,
Measure, Cost of Poor
Quality, Performance
Improvement
Industry:
Manufacturing
Level: Intermediate
mitigating risk, driving continual improvement, and improving customer satisfaction
How to leverage technology to streamline quality management, reduce the cost of poor quality,
identify and correct problems in your supply chain and effectively track customer complaints
Shifting focus to the analysis that is key to continual improvement: trend reporting, tracking,
transparency
Using the Cloud to Deploy QMS Solutions
Session #ISO-153
2:25 PM-3:00 PM
This session will present the trends surrounding cloud computing undefined what it is, what to look for, and
some of the benefits of deploying QMS in the cloud. It will discuss Software as a Service and how companies
can leverage the latest methods of deployment for their QMS solution. The following concepts will be
discussed:
Keywords: Quality,
Cloud Technology,
Quality Software
Industry: Software
Level: Intermediate
Tim Lozier, Director of Product Strategy, VERSE, Farmingdale, NY, USA
How Quality Management Systems can be deployed to the cloud as a cost-effective dedicated
environment for your organization.
Types of deployment of enterprise software

Benefits of cloud-based technology
What to look for in cloud deployment
How QMS fits into the cloud computing scheme
Selecting a solution, with cloud in mind
Refreshment Break
3:00 PM-3:30 PM
TO REGISTER ONLINE:
P a g e I S O - 17
March 10, 2015
The era of (quality) management systems 2.0

Best practices and technology that can facilitate this culture change and ensure the focus is on
Session #ISO-152
1:50 PM-2:25 PM
TUESDAY
employees, product types, disposition types for nonconforming product, etc.)
Once designed, data collection and analysis tools tend not to change and evolve with the business
Limiting data collection/analysis to business and production processes and omitting functional
Session #ISO-161
1:15 PM-1:50 PM
TUESDAY
March 10, 2015
Keywords: Strategy,
Lean, Hoshin Kanri,
Policy Deployment
Industry:
Manufacturing
Level: Intermediate
Hoshin Kanri: Engaging the Workforce to Achieve Goals

Chris Hayes, CEO, Impact Performance Solutions; Morgan, UT, USA
Many employees and leaders struggle to understand how they contribute to organizational objectives and how
daily activities impact the big picture. Planned use of Hoshin Kanri and the X-matrix can help create a visible
link for everyone to understand their personal contribution. Once understood, employee engagement and
productivity easily increase allowing change to become easier. Hoshin Kanri, when applied effectively in any
industry, is the most powerful tool to effectively align an organizations activities to its true north. This
methodology ensures that everyone in an organization knows the strategic direction of the organization and
focuses each person in a common direction. A catch-ball environment is supported where goals, strategies,
and action items are tossed back and forth between management levels to insure that each level is engaged
and proactively working towards achieving planned results at a higher level. Learning outcomes from this
presentation include:
Understand strategy deployment
Learn how Hoshin Kanri simplifies strategy deployment

Identify the likely challenges as well as the likely benefits of using Hoshin Kanri
Get a solid overview and path forward for considering alignment of the organization towards meeting
top-level goals
Session #ISO-162
1:50 PM-2:25 PM
Keywords: ISO, Lean,
Project Management
Industry:
Education/Training
Level: Basic
How to Achieve Buy-In
Terra Vanzant Stern, Six Sigma Master Black Belt, SSD Global Solutions, Inc., Conifer, CO, USA
As ISO or Lean Six Sigma professionals it is often necessary to enlist employees who do not directly report to
our position to help in promoting a program. Often there are responsibilities within each department that
require support.
Setting the team's direction is often the easy part. Getting an employee to buy in to the concept of working
collaboratively can be more difficult. Some people simply like to work independently. Others may not be
convinced of the true benefits of working as a group. Therefore, when you present the idea of working on a
team, you'll want to emphasize the positive aspects of the experience in order to achieve team buy-in.
This presentation will show you how to apply the d ISO methodologies to be successful in this pursuit.
Session #ISO-163
2:25 PM-3:00 PM
Leading Effective Kaizen Events in Small Companies
Keywords: Kaizen
Events, Teamwork,
Change
Management
Industry:
Manufacturing
Level: Intermediate
This presentation focuses on the practical application of Lean Kaizen events to provide immediate positive
impact to internal and external customers in a small to mid-size organization. The presenter will explain how a
Kaizen event can be the catalyst to organizational improvement by sharing several practical examples including:
How a $1B major US distributor used 3 day Kaizen events to prepare the business for larger
organizational change and to improve profitability
Jonathan Contre, Principal, Contre Solutions; Phoenix, AZ, USA
How a technical manufacturer improved quality and reduced lead time by implementing a series of 3
day events in the warehouse and on the shop floor
Using these practical examples, I then share an effective model that I have personally executed at many
companies. This model focuses on filling the right roles during the event, ground rules for all
participants, and an agenda that plans, executes, and validates a business process improvement activity
in 3 days
The presentation will conclude with a call to action for participants to plan their own Kaizen events. They will be
provided with several templates including a model agenda, Kaizen Event Charter, and Roles and Responsibilities
matrix for the event.
3:00 PM-3:30 PM
P a g e I S O - 18
Refreshment Break
TO REGISTER CALL
System Engineering Applications in Healthcare
Session #ISO-171
1:15 PM-5:00 PM
Systems Engineering may be defined as an interdisciplinary approach to analyze, design, manage, and
measure a complex system with efforts to improve its efficiency, productivity, quality, safety, and other factors
{and} includes the full suite of tools and methods that can analyze a system, its elements, and connections
between elements; assist with the design of policies and processes; and help manage operations to provide
better quality and outcomes at lower cost. {PCAST, May 2014}
Keywords: Systems
Engineering,
Operations Research,
Management
Engineering
Level: Basic
Wayne G. Fischer, Ph.D., Statistician, University of Texas Medical Branch, Galveston, TX, USA
TUESDAY
In July 2005 the National Academy of Engineering and the Institute of Medicine jointly released a report titled
"Building a Better Delivery System: A New Engineering / Health Care Partnership." In May 2014 the President's
Council of Advisors on Science and Technology released a report titled "Better Health Care and Lower Costs:
Accelerating Improvement through Systems Engineering." Both reports describe the potential benefits of the
application in healthcare of the wide variety of System Engineering methods. Unfortunately, the use of these
methods in healthcare is still the exception, rather than the rule.
This session will explain several of those methods, illustrating them with real-world applications in healthcare:
Statistical Process Control

Linear Programming
Multivariable Linear Regression
Logistic Regression Modeling
Time-Series Modeling & Forecasting
Partition Analysis
Learning Objectives:
March 10, 2015
Understand the importance of context in

effective data analyses
Understand the role variation plays in all

processes
Know different ways variation can be

o
o Identified
o Measured
o Understood
o Controlled
Be aware of a broad range of specific
quantitative data analysis methods and the
situations for which they are applicable
Start to think statistically about processes
(The workshop is a part of the technical program,

and there is no fee for conference attendees.)
TO REGISTER ONLINE:
P a g e I S O - 19
Session #ISO-181
3:30 PM-4:05 PM
TUESDAY
March 10, 2015
Keywords: Root
Cause Analysis,
Management,
Corrective Action
Industry:
Manufacturing
Level: Basic
Changing Management Perception of Root Cause Analysis

Denise Robitaille, President, Robitaille Associates, Southborough, MA, USA
Management is probably finally on board with the value of corrective actions. However, many of them still don't
have a clear understanding of the link between "We've got a problem" and "This is what we have to do to make
sure it doesn't happen again." There's an underlying assumption that we know why something went wrong. But,
without thorough root cause analysis we end up spinning our wheels.
The process of root cause analysis, including the time needed to conduct an appropriate investigation, the
expenditure of resources, the importance of having people trained in the process are all aspects of the
corrective action process that are all but invisible to top management.
This session will deal with tips and compelling scenarios that illuminate the essential need for an effective root
cause analysis process.
Session #ISO-182
4:05 PM-4:40 PM
Keywords:
Leadership, Buy-in,
ISO 9001,
Sustainability
Industry:
Defense/Military
Level: Intermediate
Leadership Strategies for Program Buy-in & Sustainability

Lynda Fox, President/Senior Consultant, Objectives International, Inc., San Diego, CA, USA
As ISO 9001 continues to gain popularity over the years and is now ready to introduce another revision in the
International Standard, it is important to review the leadership styles and strategies used across organizations
that contribute to program buy-in, success, and sustainability. This presenter will demonstrate how the
strengths and challenges of an organizations leadership styles can have direct influence on program success
over time.
The presenter will explore case studies and lessons learned from over 15 years of consulting work with
government and industry to outline how leadership has a direct influence on employee buy-in and
participation, both positively and negatively, as well as successful ISO 9001 program implementation and
sustainability. The discussion will include tips to evaluate changes to program buy-in and company-wide
interest and support; how to redirect these changes before they sabotage your program; what happens when
the ISO 9001 champion leaves what tools to use to rekindle interest across your organization; and how to
refresh leadership commitment to keep your program alive and working. The discussion will focus on
influence-based leadership as an important technique for achieving needed visible support, buy-in, and
participation for the success of your program.
Organizing Committee
President and Founder
Sermin Vanderbilt, Ph.D.,
American Quality Institute
Conference Chair
Lorri Hunt, Lorri Hunt & Associates, Inc.
Conference Vice-Chair
Jack West, Silver Fox Advisors
Technical Program Chair
Denise Robitaille, Robitaille Associates
ASQ Representative /ASQ Liaison
Michael J. Dzick, CQIA, CMQ/OE, ASQ
P a g e I S O - 20
TO REGISTER CALL
Technical Committee
Mickey Christensen, TQM Systems
Brian Clark, Engines, Inc.
Charli Hoialmen, Diversified Management Systems
Ted Michaelis, Long Island Forum for Technology
Tim Mora, USAA
Roger Ritterbeck, Bureau Veritas Certification NA, Inc.
Susan Rogers, Veterans Affairs
Lisa Uhrig, Uhrig Consulting, Inc.
Pervin Uren, Ch.E., MBA, American Quality Institute
Registration Committee
Jane Christensen, American Quality Institute
San West, American Quality Institute
Leadership Strategies for Program Buy-in & Sustainability
Douglas J. McCloskey, Chief Systems & Solutions Architect, Lean Integrated Management Systems LLC,
Minden, NV, USA
Managing the interdependent requirements associated with corporate governance, risk, compliance, and
Quality Management is a daunting challenge, one to which American businesses must devote ever increasing
resources to achieve and sustain. Complicating this challenge is the fact that compliance management
requires you to hit a moving target with an ever-changing mix of legal, regulatory, customer, and other
business requirements to be satisfied against a backdrop of continually evolving technology that brings with
it both new possibilities and new responsibilities. At the same time these collective goals must be achieved,
businesses must simultaneously become increasingly flexible and responsive to ever-changing market
conditions, and, as a result, this daunting task becomes even more complex, costly, and fraught with risk.
Session #ISO-191
3:30 PM-4:05 PM
Keywords:
Governance, Risk,
Compliance, Quality
Industry:
Manufacturing
Level: Intermediate
Evolution of Lean & Six Sigma - The Sonoco Performance

System
Jeffrey Slater, Global Lean Six Sigma Director, Sonoco Products, Hartsville, SC, USA
Keywords:
Innovation,
Continuous
Improvement,
Performance, Lean &
Six Sigma
Industry:
Manufacturing
Level: Intermediate
In this endeavor, the culture of innovation is supported by three key systems that ensure successful product
launches:
Production - The Sonoco Performance System (SPS)

Innovation - The i6 Innovation Process
Customer Feedback - A real-time, dynamic customer feedback system, utilizing Net
Promoter Score (NPS)
The Power of Production: Sonoco Performance System (SPS)

This session will provide numerous application examples and lessons-learned.
Closing
Remarks
4:40 PM-4:50 PM
Lorri Hunt, Conference

Chair
Join us for this closing
remarks and find out how
to keep updated on the
ISO 9001 Revision
throughout the year.
TO REGISTER ONLINE:
P a g e I S O - 21
March 10, 2015
Sonoco competes in the constantly changing and highly innovative world of packaged products. With almost
47,000 products on the shelves of the average supermarket, the competition for shelf space and market share
has never been greater. Success in this very competitive environment hinges on whether the packaging
attracts the consumers attention and provides an experience that is positive enough to drive repeat sales.
Sonocos Flexibles division is known for innovative and award-winning packaging that meets these needs,
such as its SmartSeal easy-open/reclose feature, SealTab integrated reclose, and MicroVent integrated steam
release. How do they continue to provide market-changing unique packaging?
Session #ISO-192
4:05 PM-4:40 PM
TUESDAY
In this presentation we will review the universal principles, processes, elements and language of the LIMS
approach to management system design and execution. We will demonstrate how LIMS provides a standardsneutral method that can help accelerate and achieve ISO compliance while complimenting all other GRCQ
goals. We will likewise demonstrate how LIMS principles and methods apply directly to other business
functions thereby maximizing the benefits associated with GRCQ efforts while minimizing the cost, thereby
converting compliance management from a necessary evil to a fountain of opportunity for both risk and cost
reduction while facilitating improvement and creating new organizational capability and capacity.
Sunday, March 8, 2015

ISO Workshop #1
ISO 9001:2015 Transition
with Confidence
8:00 AM-5:00 PM; 0.8 CEU

ISO Workshop #2
Select a Registrar, Train the Auditors,
and Prepare the Workforce
8:00 AM 5:00 PM; 0.8 CEU
Lorri Hunt, President, Lorri Hunt & Associates, Inc.,

Kansas City, MO, USA
Susan E. Moore, Compliance & Self-Assessment SME and

Jacqueline Powell, Quality Compliance Organization, Lockheed
Martin Missiles and Fire Control. Arlington, TX, USA
Workshop Description
This workshop will provide templates for

conducting gap analysis and transition plans.
The transition to ISO 9001:2015 is in the forefront of every quality
professionals mind. When to change and what to change are
critical to a successful transition. Making the transition depends on
understanding the ISO 9001:2015 requirements and determining
the necessary changes to your Quality Management system. This
will be accomplished through gap analysis, but can be managed
through management review.
With the increased emphasis on management commitment in the
leadership requirement, an organization can use the management
review process to not only reinforce management commitment,
but use management review to manage the transition. It is also an
opportunity to reinvigorate your organizations management
review process to ensure that it aligns with the strategic direction.
This workshop will provide information on how an organization
can use the revised management review requirements to manage
the transition and begin the implementation process. Specifically,
the workshop will address: the relationship of management review
and new management review inputs related to context of the
organization, needs and expectations of interested parties, actions
to address risks and opportunities, and external providers.
This one-day interactive workshop will focus on

three important entities that are essential for any
organization developing or maintaining an
effective Quality Management System. Selecting a
Registrar, Training Auditors, and Preparing the
Workforce will be the focus during the workshop.
The workshop will begin by sharing knowledge of
selecting a registrar that is a good fit for your
company. The second phase of the workshop will
provide criteria and guidance to train internal
auditors. The final phase will take a proactive
position preparing your workforce for the audit
process and interacting with auditors.
Producing high quality products requires a policy for all reputable
organizations. Details will be shared how PRIDE can encompass
your organization.
People Our most valuable asset

Reliability Built into every product
Improvement Continuous
Dedication To our team and customer satisfaction
Ethics To the highest standard
The entire standard will be reviewed and tips will be provided on

how to conduct assessments and what to look for as you conduct
a gap analysis. Tools for developing plans for managing the
transition will be provided so that the organization can transition
with confidence.
Incorporating PRIDE in your company and strengthening your

approach to your registrar, auditors and workforce will put your
company in a position to commitment to excellence and celebrate
success.
Who Should Attend
Jacqueline Powell and Susan Moore are co-workers at the

Lockheed Martin Corporation Dallas, TX, Recipient of the Malcom
Baldrige Award 2012.
This workshop is highly recommended for anyone who is working

with ISO 9001 quality management standards, QA managers,
practitioners, executives, and other decision makers who are
involved with continuous improvement in their organizations.
Faculty
Lorri Hunt has been implementing Quality Management systems
in diverse organizations such as Honeywell, the Department of
Energy, and small businesses since 1994. She is an active member
of the U. S. Technical Advisory Group to ISO Technical Committee
176. She currently serves as the head of delegation for ISO
TC176/SC2. In this role, she is responsible for overseeing the
development of consensus positions for the United States related
to ISO 9001 and 9004. She is a United States expert and Task
Group Monitor for the next revision to ISO 9001.
Fee
Workshop registration fee is $645 if you register by February 5,
2015; $695 after this date. The fee includes course materials, a
certificate, and lunch. Please note that space is limited.
Page ISO-22
Faculty
Susan serves as the LM Compass/Self-Assessment Subject Matter

Expert at Lockheed Martin Corporation. Her duties include
compliance and self-assessments. Jackie reports to Quality and
Mission Success Organization as an Internal Lead Auditor for MFC
and has 30 years of quality experience in various roles. She is a
certified AS9100/ISO14001/OHSAS18001 Lead Auditor.
Who Should Attend

This workshop will energize Quality Professionals, Quality
Managers, and Operations Executives. It is especially recommended
for Quality and Project Managers and for Internal and External
Quality Auditors.
Fee
2015; $695 after this date. The fee includes course materials, a
certificate, and lunch. Please note that space is limited.
Workshop #3
Tools for Strategic Thinking and
Envisioning: A Practical Tool Kit
Workshop #4
ISO 9001: 2015 Revision
What is New?
1:00 PM-5:00 PM; 0.4 CE
6:30 PM-8:30 PM; 0.2 CEU
David Edgar, Glasgow School for Business and Society,

Glasgow, Scotland, UK
Jack West, Silver Fox Advisors, The Woodlands, TX, USA
An overview of the contents of this

workshop is as follows:
The workshop explores what we mean by

strategy and strategic thinking and then
applies envisioning techniques to examine
how futures can be considered and
prepared for.
The emphasis of the workshop is to provide
a walk away tool kit to allow alternative strategic thinking and to
help prepare individuals and teams for working in dynamic
business environments. The session is split into three sections:
A theoretical explanation of the tools and techniques
Hands on group work to apply the tools
A consolidation session to help participants share the
learning and the tools with colleagues in the practical
setting.
When will ISO 9001 2015 become
reality?
Setting the foundation, QMPs, vision,
mission, objectives, organization
How long a transition period after
release of ISO 9001:2015
Implications of the New footprint i.e. Annex SL for users
Change to less specificity of requirements? More generic?
Change in wording: different words but same meaning?
Different words with broader or more restrictive meaning?
Are there new requirements?
Existing requirements expressed in a new way
What are the areas I should be contemplating now and why?
1. Understanding the concepts of the organization and its
context, the needs and expectations of interested
parties, and how to determine the scope of the quality
management system
2. The change in wording from documents and records to
"documented information" and the implications of this
change
3. Risk based thinking requirements and the interaction with
corrective action and preventive action
4. New requirements for top management leadership and the
competence and awareness of staff
5. Internal audit and certification audit implications
The tone of the workshop is light-hearted but the results are

usable and practice driven. There is no previous experience in
strategy development needed as the workshop is pitched to the
novice.
Faculty
Dr. David Edgar is Professor of Strategy and Business
Transformation and member of the Department of Management
at Glasgow School for Business and Society. His main areas of
research and teaching are in the field of strategic management,
specifically dynamic capabilities, business uncertainty and
complexity, and innovation.
Faculty
This workshop will energize Quality Professionals, Quality

Managers and Operations Executives.
John E. (Jack) West was the Chair of the US TAG to ISO TC176
and lead delegate for the United States to the International
Standards Organization committee responsible for the ISO 9000
family of quality management standards. He is the co-editor of
the ASQ ISO 9000:2000 Handbook, and co-author of ISO
9001:2000 Explained. He was the 2003 recipient of the ASQs
Freund Marquardt Award for his work related to standards. Jack is
a past president and Chairman of Silver Fox Advisors, a group of
former Houston business owners and executives who provide
advice to CEOs on a wide range of business issues.
Fee
Who Should Attend
He has worked with a range of organisations on Business

Transformation projects in particular relating to e-Business
strategies, innovation, and knowledge or talent management.
Davids interest in innovation relates to innovation as an
element of dynamic capabilities.
Who Should Attend

2015; $495 after this date. The fee includes course materials, and
a certificate. Please note that space is limited.
This workshop is highly recommended for anyone who is

working with ISO 9001 Quality Management Standards, QA
Manager, Practitioners, Executives, and other decision makers
who are involved with continuous improvement in their
organizations
Fee
Workshop registration fee is $95 if you are registered for either
the ISO or LSS Conference, for Speakers & Exhibitors, $195 if you
are registering for the workshop only. The fee includes course
materials, and a certificate. Please note that space is limited.
Page ISO-23
2015 LEAN & SIX SIGMA WORLD CONFERENCE

The Most Comprehensive Conference on Lean & Six Sigma
Jean-Paul Gaillard
Former CEO of Nestl Nespresso, Nestl USA &
Chairman and CEO, Ethical Coffee Company
David Edgar, Ph.D.

Professor, Business
Transformation,
Glasgow Caledonian
University
Tina Rothrauff, PMP

Tongue Fu! Trainer,
Parallon Business
Performance Group
David Meza
Program Manager,
NASA Johnson Space
Center
Join the group of Leaders,

Experts, Gurus, and Executives
from Service, Manufacturing,
Healthcare, Transactional,
and Government
Vino C. Mody
Former VP of Quality,
Scientific Atlanta
Ashley Stroud-LoVerde
MBB, PMP,
Vice-President LSS
Emdeon
Patrick K. Phillips
Chief Information
Officer, DKI
Ofelia Hodgins
Project Manager &
LSS MBB,
HSBC-Mexico
David Silverstein
Founder & CEO, BMGI
Panel discussion on the new LSS-6001

Draft International Standard and how it
will impact the future of Lean & Six Sigma

Early Registration Deadline: February 5, 2015
Tablet PC: 7" Dual Core Android 8GB Tablet
PC with Camera
iPod Shuffle
Apple TV: Only if you are registered for both
conferences.
March 11-12, 2015
Please see the Registration Guidelines for further information.
JW Marriott (Galleria), Houston, TX, USA
The Most Comprehensive Conference on Lean & Six Sigma

Every firm is driven to quality, and
cost and lead time reduction goals.
That was the title of the first slide, on
the first day of my Black Belt training,
ten years ago. This was a true
statement long before my first day of
training and it remains accurate today.
One might conclude that not much has
changed in the world of process
improvement. However, place that
simple truth in the context of the vast changes that every firm
has faced in just the last 10 years and we can see just how
active we have been. Can you believe that Google has only
been a public company since 2004?
Technology has had such an impact on what we produce and
how we produce it, from the energy we use, to the consumer
goods we buy, to the services we consume. Todays cars
average 60 to 100 sensors per car. Tomorrows cars are
estimated to approach 200 sensors per car. Each of those
sensors solving for a new customer demand in safety,
performance, efficiency, or comfort. Whether you are in
Consumer Sales, Financial Services, Healthcare, or
Government, the customer wants to connect with you from
their smartphone or tablet. And they want to have substantial
capabilities once they connect to your site. The customers tell
us how well we do in the public forum of product reviews,
Facebook, and Twitter, not always in the privacy of a customer
survey. Clearly the supporting processes we use to conduct
business are full of opportunity.
And through it all, every firm is still driven to quality, and cost
and lead time reduction goals. Our proven methodology for
process improvement is critical in the age of globalization, online consumerism, and sustainability. The 2015 Lean and Six
Sigma World Conference will be the largest event of 2015 on
Lean & Six Sigma, featuring a wide-array of topics for every
level of expertise. Join us, and see how Lean and Six Sigma
professionals are successfully leading process improvement in
industries such as Oil and Gas, Healthcare, Manufacturing,
Aerospace, Social Media, Government and more.
Darren Flynn, MBB, PMP

Conference Chair, 2015 Lean & Six Sigma World Conference
Phone: 1 (412) 782-3383 or 1 (888) 236-9940

Fax:
1 (866) 500-9081
E-mail: info@leanandsixsigma.org
Visit:
www.leanandsixsigma.org
Register online: regonline.com/aqi
March 11-12, 2015

JW Marriott Houston, TX, USA
Bexar/Travis/Nueces Rooms
Early Registration Deadline: February
5, 2015
Table-Top Exhibit Fee

6 Table-Top Display Fee (Space is limited)
$ 995 until February 5, 2015

$1,095 after February 5, 2015
$1,195 after March 5, 2015
What is Included
The Exhibitor fee includes one 6-foot table, a chair, and an
exhibitor sign. You are entitled to have one exhibit personnel.
You may attend conference at a discounted rate $495. Early
Registration Gift is not available with discount. Additional Exhibit
Personnel must register as regular conferees. Conference
registration is not required for Table-Top Exhibitors. Space is
limited.
Exhibit Schedule
Display Set-up
Wednesday, March 11, 2015;6 :00 AM-7:00 AM
Display Hours
Wednesday, March 11; 7:30 AM-5:00 PM
Thursday, March 12, 2015; 7:30 AM-1:00 PM
Exhibitor Move-Out
Thursday, March 12; 1:00 PM-2:00 PM
LSS Conference Sponsorship
LSS Conference Bags: $3,000

LSS Conference Reception: $2,500
LSS Conference Folders: $2,000
1-Page Insert in Conference Bags: $1000
Attendee Mailing List

Conference Mailing List will be available for purchase in an
electronic format exclusively for our exhibitors. Cost: $800.
The mailing lists will contain mailing information only. Attendee
emails and phone numbers will not be provided. Attendee
mailing list can be used only once to promote the exhibiting
companys products and the list must not be entered into a
database for other purposes, or for continued uses.
2015 American Quality Institute. All right reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying and microfilm, without permission in writing from the American Quality Institute.
Page LSS-2
Wednesday, March 11, 2015; 8:50-9:30 AM

Wednesday, March 11, 2015; 8:10-8:50 AM
Keynote presentation by AQI

2014 Best Speaker Awardee
A firms prosperity and

survival often
depend on its ability
to design and create
successful
products and
services, and
ultimately sell them at
a profit! The ongoing
challenge of finding
David Edgar, Ph.D.
new customers for
Professor,
Business
such offerings in
Transformation,
current markets, as Glasgow Caledonian
well as opening up
University
new markets, is an
integral part of the business process.
Consequently, a firms ability to generate
new ideas and commercialize the products
and services, i.e. innovation, plays a crucial
role in its success.
This presentation will take an informed
but light-hearted journey through the
concept of innovation, value creation and
creativity. You will leave with new ideas,
feeling refreshed and engaged, and with
an alternative perspective to innovation
and the innovation process.
A rare appearance and a firsthand account of innovation at

epic proportions
Jean-Paul Gaillard is
often described as the
Steve Jobs of the
coffee industry.
Come and learn the
first-hand account of
how innovation
played the key role in
turning around the
coffee capsule
Jean-Paul Gaillard
market after many
Former CEO of Nestl
failed attempts.
Nespresso, Nestl USA
Nestle was about
& Chairman and CEO,
to discontinue the Ethical Coffee Company
coffee capsule
business. Sales were disappointing until
Jean-Paul Gaillard was hired.
Jean-Paul Gaillard is credited with turning
around Nestls coffee capsule business
when he served as chief executive of
Nespresso from 1988 until 1998. Nespresso
now dominates the market with its high
end product achieving 22% sales growth
last year to $2.8 billion. Come and learn the
innovative techniques used by Jean-Paul
Gaillard to turn around Nestls coffee
capsule business.
12:00 PM-1:15 PM (on both conference days)

Join us for this fun activity! During this Networking Luncheon, you may select to be
seated depending on your area of interest or expertise. Please note that group seating is
limited and will be assigned on a first-come, first-served basis. Following is a partial list
of Networking Groups. Please sign up using the conference registration form using this
link: regonline.com/aqi. Please note that you must register for the Conference
in order to participate in the Networking Luncheons.
Wednesday, March 11, 2015
Thursday, March 12, 2015
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13. Lean & Six Sigma and Social Media

14. Lean & Six Sigma in Manufacturing
15. Lean & Six Sigma in Military &
Government
16. Lean & Six Sigma in Oil/Energy
17. Lean & Six Sigma in Regulated Industries
18. Lean & Six Sigma in Service/Education
19. Minitab
20. Project Selection
21. Scorecards
22. Soft Skills and Lean & Six Sigma
23. Statistics in Lean & Six Sigma
24. Sustainability and Lean & Six Sigma
Careers in Lean & Six Sigma

Change Management
Dashboards
Deployment
Designing for Lean & Six Sigma
Employee Engagement
Getting Started
Global Applications
Healthcare
Hoshin Planning
Innovation
Kaizen
How Will Standardization

Impact the Future of Lean & Six
Sigma?
Wednesday, March 11, 2015; 11:10 AM-12 PM
Panel Lead: Ashley Stroud-LoVerde, MBB, PMP,

Vice President, Lean Six Sigma, Emdeon
What is current overall perception and
reputation of LSS particularly since there is
currently a wide variation in success, training,
deployment, and certification of belts? Attend
this panel of experts who will be asked by the
moderator and audience to weigh in on some
of the current and future discussions on Lean
Six Sigma such as:
Successes and pitfalls in Lean Six Sigma

implementation?
What is the current state of variation in Belt

training & certification?
What changes do you feel need to be made

relative to Lean Six Sigma usage, training and
certification?
Lack of standardization (or variation) for LSS
training and belts and its impact on
employment, certification, DMAIC, etc.

February 5, 2015
If you register for the Lean & Six Sigma World
Conference, using the registration code
A2015 before the early registration
deadline, your early registration gift selection
includes the following:
iPod Shuffle
Tablet PC
If you register for both the

Lean & Six Sigma World
Conference and the
ISO 9000 World Conference
by the early registration
deadline, you may combine
your gifts and receive:
Apple TV
Please note that early registration gifts are available only if

you register by phone and not available if you register
online. Please see the Conference Registration Guidelines for
further information.
Page LSS-3
2015 Lean & Six Sigma World Conference
TRACK 1
Track Chair:
Marco Luzzatti
7:30 AM-8:00 AM
8:00 AM-8:10 AM
Opening Remarks -- Darren Flynn, Conference Chair
Session #LSS-011
8:10 AM-8:50 AM
Innovation, Value Creation, and Creativity
March 11, 2015
Keywords: Innovation,
Value Creation and
Creativity
Industry: All
Level: All
WEDNESDAY
KEYNOTE:
INNOVATION MADE SIMPLE
David Edgar, Ph.D., Professor of Strategy and Business Transformation, Glasgow School for Business and
Society, Glasgow Caledonian University, Glasgow, U.K.
A firms prosperity and survival often depend on its ability to design and create successful products and
services, and ultimately sell them at a profit! The ongoing challenge of finding new customers for such
offerings in current markets, as well as opening up new markets, is an integral part of the business process.
Consequently, a firms ability to generate new ideas and commercialize the products and services, i.e.
innovation, plays a crucial role in its success. In this respect, innovation is about seeing connections,
recognizing opportunities and taking advantage of them, inside and outside the firm. The ability to innovate is,
therefore, key to the success of most companies and is especially difficult to realize in developed economies
with more mature markets.
Dr. David Edgars main areas of research and teaching are in the field of strategic management, specifically
dynamic capabilities, business uncertainty and complexity, and innovation. He has worked with a range of
organizations on Business Transformation projects in particular relating to e-Business strategies, innovation,
and knowledge or talent management.
Session #LSS-012
8:50 AM-9:30 AM
Keywords: Nestle,
Innovation, Coffee
Capsules
Industry: Food, Drug &
Cosmetic
Level: All
Innovation Made Simple
Jean-Paul Gaillard, Former CEO, Nestl Nespresso, Nestl USA, Chairman & CEO, Ethical Coffee Company S.A.,
Fribourg, Switzerland
Jean-Paul Gaillard is often described as the Steve Jobs of the coffee industry. In 1986, Nestl set up
Nespresso, SA, an independent company, but sales were still disappointing until Jean-Paul Gaillard was
appointed CEO and changed the business model: Focus was shifted from offices to affluent households. Coffee
was sold by direct mail as 'pods', capsules that could be inserted into the coffee machines with a minimum of
fuss and coffee wastage. Come and learn the first-hand account of how innovation played the key role in
turning around the coffee capsule market after many failed attempts. Mr. Gaillard is credited with turning
around Nestls coffee capsule business. Nespresso now dominates the market with its high end product
achieving 22 % sales growth last year to SFr 2.77 billion ($2.8 billion).
Jean-Paul Gaillard has served as the CEO of Nestl Nespresso, Nestl USA, from 1988 to 1998. During this time,
he is credited with turning around the companys coffee pod business. Currently, he is the Chairman and CEO at
Ethical Coffee Company. He also served as the Marketing Manager for Philip Morris Europe and CEO of
Movenpick Foods.
Session #LSS-013
9:30 AM-10:10 AM
Keywords: Relationship
Management, Team
Building, Facilitation,
Project Management,
Interpersonal Skills,
Conflict Management
Industry: Service
Level: Intermediate
Tongue Fu! Martial Arts for the Mind and Mouth
Tina Rothrauff, PMP, Sr. IT Project Manager, Vanderbilt Health Informatics Technologies and Services (HITS),
Nashville, TN, USA
Learn the six words to lose and six words to use to be more positive in communicating, to build better
relationships, facilitation, and management of teams. Do you deal with conflict at work? At home? In the
community? Would you like to improve your relationships through more effective communication?
Tongue Fu! (martial arts for the mind and mouth) is the constructive alternative to giving a tongue-lashing or
being tongue-tied. In this presentation, you will learn 'words to lose/words to use' to prevent creating conflict
in the first place, and be more positive in your communication. Positive communication means better
relationships, and better relationships lend themselves to more efficient project delivery. Turn conflict into
cooperation. Build rapport rather than resentment. Build better relationships rather than break them.
Tina Rothrauff is an experienced speaker, Tongue Fu! trainer, Continuous Improvement Consultant, and
project manager who has used these techniques in her professional and personal life with instant results! Tina's
presentations are rated highly for being fun and full of "real-life" information. Participants are motivated to put
the techniques into practice immediately.
10:00 AM-10:30 AM
Page LSS-4
Coffee Break
To register call 888-236-9940 or 412-782-3383 or E-mail: info@aqi.org
The Most Comprehensive Technical Program on Lean & Six Sigma
TRACK 2
Track Chair:
TAKE LEAN & SIX SIGMA

TO THE NEXT LEVEL
Creative Six Sigma: Magic, Juggling, and Criss Angel

William Hooper, President, William Hooper Consulting, Inc., Naperville, IL, USA, and
Todd Hooper, Quality Process Analyst, Hoosier Racing Tires, Plymouth, IN, USA
What can the arts teach us about creativity and Six Sigma? In this session, ASQ Six Sigma Master Black Belt Bill
Hooper and Todd Hooper will explore the connection between Six Sigma and those not typically thought of as
Six Sigma professionals. Enter the wildly creative world of the behind the scene creators for Criss Angel, Dai
Vernon and other famous Magicians. How do they create the illusion? What is unique about their methods and
brain power that can defy logic? What if that innovativeness and creativity can be learned and just inherited.
Session #LSS-021
10:30 AM-11:10 AM
Keywords: DFSS,
Variation Reduction,
FMEA, QFD
Industry: Manufacturing
Level: Basic
Two card illusions and one club passing demonstration will be used in this high audience participation session
to demonstrate the parallel paths between Design for Six Sigma and the steps of creativity. Expect all
participants to leave with a better understanding of Design for Six Sigma, Quality Function Deployment (QFD)
and Variation reduction in addition to the use of creativity for Six Sigma.
Lean Six Sigma Training Standards are Coming! How Will

Standardization Impact the Future of Lean & Six Sigma?
Ashley Stroud-LoVerde, MBB, PMP, Vice-President, LSS Emdeon, Nashville, TN, USA
Consider the overall perception and reputation of Lean Six Sigma with regards to the wide variety in success,
deployment, training, and certification of Belts. Is it positive? Is it daunting when trying to compare the skills of
one Black Belt to another? There is no standard curriculum for Black Belt training and; therefore, no operational
definition for the concepts and applications of the Lean Six Sigma tools that a Black Belt should know.
Session #LSS-022
11:10 AM-12:00 PM
Keywords:, Careers in
LSS, LSS training, LSS6001, Lack of
standardization
Industry: All
Level: Advanced
March 11, 2015
From an employers perspective, how does one reconcile the cost difference between multiple educational
programs that deliver varying degrees of Black Belt training? How do they feel confident in the skills of the
Black Belt they want to hire?
From a practitioners perspective, most will likely specialize in certain ways that make them more comfortable
in one industry over another. Should they have to leave their comfort zone, how would they not benefit from a
common and fundamental training experience that assures them the security of transferable skills?
Lean Six Sigma training standards are coming! How will standardization impact these groups and the future of
Lean Six Sigma? Attend this conversation with a panel of experts and leading Lean Six Sigma thinkers who will
be asked by moderator and audience to weigh in on some of the impacts to Lean Six Sigma practitioners,
employers, educational providers, and what level of governance must be attained for success.
Ashley Stroud-LoVerde is both a certified PMP and Lean Six Sigma Master Black Belt. She spent six years
working in a PMO implementing PMI standards of excellence in addition to strategy deployment, stage gate
processes, Lean Six Sigma training, and A3 Thinking. For the last two years, Ashley has fully enjoyed the
opportunity to build and lead a Strategic Programs Office focused on executing the key strategies.
12:00 PM-1:15 PM
area of interest or expertise. Group sign-in will be made on-site. Please note that group seating is limited and
will be assigned on a first-come, first-served basis. Following is a partial list of Networking Groups:
Careers in Lean & Six Sigma

Change Management
Dashboards
Deployment
Designing for Lean & Six Sigma
Employee Engagement
Getting Started
Global Applications
Healthcare
Hoshin Planning
Innovation
Kaizen
To register online: regonline.com/aqi or visit www.leanandsixsigma.org
WEDNESDAY
Bill Hooper is one of ASQs forty-eight Certified Six Sigma Master Black Belts. Bill holds ASQ certifications in
Quality Management, Quality Engineering, Six Sigma Black Belt and Reliability Engineering. Bill is also a trained
close-up Magician for the Chicago area non-profit Corporation, Open Heart Magic, an organization that
specializes in the use of close-up magic to accelerate the healing process for hospitalized pediatric patients.
Page LSS-5
TRACK 3
Track Chair:
Marco Luzzatti
Session #LSS-031
1:15 PM-1:50 PM
WEDNESDAY
March 11, 2015
Keywords: Operations
Cost Reduction,
Adherence to Process
Details, Test Correlation,
Training, Variations in
High Volume
Electronics Design,
Manufacturing
Industry: Service
Level: Intermediate
LEAN & SIX SIGMA AND

THE BOTTOM LINE
Reduction of NPF (No Problem Found) - A Major Cost Driver

Vino C. Mody, Former VP of Quality, Scientific Atlanta, Lawrenceville, GA
The presentation will provide the audience with overall business benefits of the study, elimination of wasted
costs, efforts and duplication, details of steps necessary to achieve reduction in costs incurred due to the
handling of equipment with No Problems Found, recommended organization set-up for Lean management,
technical aspects of screening/test/repair, Logistics considerations. etc.
The study addresses avoidable business costs, waste and duplicated efforts associated with electronics
equipment removed from installation due to perceived failures that are later discovered fully operational
without any problems; often referred to as NPF (No Problem Found).
The typical cost elements are identified to show the operational costs caused by NPF are significant. The study
shows the possible root causes of various cost elements and steps that can be taken to minimize cost. The
business aspects that are important in successful execution of the NPF cost reductions are organization
structure, shortened communication paths, a partnership approach between internal and external teams
involved and affected, attention to logistics and technical details, structured data analysis, application of the
six-sigma concept of Lean management, defining and executing to common goals and end results.
The study considers these aspects and provides a practical approach necessary to achieve the end results.
Session #LSS-032
1:50 PM-2:25 PM
Keywords: Planning,
Heijunka, Lean,
Patterned Production
Industry:
Manufacturing
Level: Basic
Using Repetitive but Flexible Planning to Create Stability

Rebecca Altenhoff, Associate, Repetitive Flexible Supply Ltd, Madison, WI, USA
In manufacturing EOQ, (Economic Orders of Quantity), is often the norm; Manufacture in big batches with as
few changeovers as possible in order to increase the run time. However, this mathematical formula used by
most planning systems has three fundamental flaws; The first flaw is that EOQ creates a different plan every
time whereas no two plans are ever the same. This requires a lot of communication to let people know what the
plan is this week.
Humans are not very good at communicating and misunderstandings often occur. The second flaw is EOQ
creates what is usually referred to as the bull whip effect. Batch logic will round up the real demand to an
"economic quantity". Fill the truck, trigger a bigger discount or fill the tank are all examples of this. At some
point this rounding up will have to be rounded down as inventory will have gone too high. The third flaw is
after being issued, the plan usually changes - WHY? If the underlying data changes then one gets a different
answer = changes the plan.
The question then arises as to how you can help solve this problem. The answer lies in creating heijunka or a
leveled patterned production plan in order to ultimately get to Toyotas world class model of one piece flow
matched to market pull. This presentation will offer in-depth review of Repetitive Flexible Supply.
Session #LSS-033
2:25 PM-3:00 PM
Keywords: Lean
Strategy Agile
Improvement
Management
Industry:
Manufacturing
Level: Intermediate
Seamless Strategic Work

TBD
Is it possible the reduce to amount of time your company spends on strategic work and at the same time
increase its quality and how up to date it is? Can you increase the involvement and dedication of employees
beyond managers in the strategic work and also in producing and achieving the goals and objectives of the
company? This presentation will show you how to move in the right direction. It will do by presenting an overall
process, and the methods, and tools, and templates.
Swedish enterprise Saab had seen very good results within both their Lean and Agile initiatives in their
manufacturing, development and administration. They realized that some of the Lean and Agile principles,
methods and tools would be applicable to the strategic work, which yielded the idea to change the strategic
process to be able to manage the new demands. Patrick Henriksson developed Seamless Strategy. This method
contains two different areas mapping and creating a strategy, and carrying out the activities to achieve the
strategy and the objectives.
During the presentation documents and templates used by Saab will be reviewed.
3:00 PM-3:30 PM
Page LSS-6
Refreshment Break
TRACK 4
Track Chair:
Bonnie Stone Hauge
EMPLOYEE ENGAGEMENT IN
LEAN & SIX SIGMA PROJECTS
Gilbert Behavioral Model in Lean & Six Sigma

Mark W. Phillips, Ph.D., Lead Process Engineer, USAA, San Antonio, TX, USA
Mark will be speaking on the use of the Gilbert Behavioral Model in Lean Six Sigma. The Gilbert Model is the
work of Thomas F. Gilbert, a psychologist who is often known as the founder of the field of performance
technology. Gilbert applied his understanding of behavioral psychology to improve human performance at
work and at school. Gilbert devised the model when he realized that formal learning programs often only
brought about a change in knowledge, not a change in behavior. Other techniques were needed to bring
about a lasting change in behavior.
Session #LSS-041
1:15 PM-1:50 PM
Keywords:
Improvement, Human
Factors, Prioritization
Industry: Financial
Services
Level: Intermediate
Leading People Through Transformational Change

Dana Ginn, Senior Client Partner, BMGI, Denver, CO, USA
What are the new skills sets of a leader in an organization pursuing operational excellence?
How do you identify and manage talent to support the organization you want versus the organization
you have?
How do you create momentum and critical mass in the middle levels of your organization?
How can you help people through the change curve with the least amount of stress and pain?
Session #LSS-042
1:50 PM-2:25 PM
Keywords: Process,
People, Lean, Six Sigma,
Change Leadership,
Culture
Industry: Service
Level: Basic
Employee Engagement and the Science of Victory
Session #LSS-043
2:25 PM-3:00 PM
Engagement is "a psychological state in which employees feel a vested interest in the company's success and
are both willing and motivated to perform to levels that exceed the stated job requirements" (Mercer, 2011). It
corresponds roughly to what Sun Tzu's Art of War calls ch'i (spirit), and what Carl von Clausewitz's On War calls
"the true military spirit."
Keywords:
Empowerment,
Engagement, Training,
Commitment, MBWA
Level: Basic
William Levinson, President, Levinson Productivity Systems PC, Wilkes Barre, PA, USA
Recognize the importance of engagement; a condition in which employees identify with the company
to the point where they are self-motivated to exceed job requirements.
Know that only 3 out of every 10 American workers (on average) consider themselves engaged. This
leaves a huge gap between the current state and the desired future state. Disengagement is a
potentially fatal competitive weakness.
Know how to engage employees by (a) earning their commitment, (b) training them to exercise
judgment and initiative, and (c) giving them the latitude and authority to do so.
Recognize the vital role of top management (CEO level) commitment to training and what Tom Peters
calls management by wandering around (MBWA).
Use the famous Russian field marshal Aleksandr V. Suvorov (63 victories, no losses) as a PROVEN role
model for what the leader or change agent must do to achieve world-class engagement.
William Levinson is an ASQ Fellow, a certified quality engineer, quality auditor, quality manager, reliability
engineer, and Six Sigma Black Belt. Levinson is the author of Henry Fords Lean Vision: Enduring Principles from
the First Ford Motor Plant (Productivity Press, 2002). He holds degrees in chemistry and chemical engineering
from Penn State and Cornell Universities.
Refreshment Break
3:00 PM-3:30 PM
Page LSS-7
March 11, 2015
Lean and Six Sigma leaders often talk about how its the process, not the people. But as soon as you start
working on the process, you quickly realize: its also about the people. Unless leaders understand that its
about both the process and the people, they will struggle to achieve sustainable results. To do this leaders
must focus on both change leadership and culture change, realizing that the underlying assumptions and
beliefs of an organization are likely different than what they need to be in the future. How do you help people
along the change curve? What skill sets are needed for leaders to manage with both data and feeling? In this
session, well explore the human side of quality and how you can develop your leaders to effectively lead
people through change.
WEDNESDAY
Gilbert identified six variables which he believed were necessary to improve human performance: information,
resources, incentives, knowledge, capacity, and motives. Gilbert believed that it was absence of performance
support at work, not an individual's lack of knowledge or skill, that was the greatest barrier to exemplary
performance. Therefore, he believed it was most necessary to focus on variables in the work environment
before addressing an individual's variables.
TRACK 5
Track Chair:
Kimberly Watson-Hemphill
Session #LSS-051
1:15 PM-1:50 PM
Keywords: Knowledge
Management,
Intellectual Capital, Lean
Management,
Industry: Service
Level: Basic
REACH YOUR FULL POTENTIAL

WITH LEAN & SIX SIGMA
The Great Waste - Why We Underutilize the Human Value

Patrick K. Phillips, Chief Information Officer, DKI, Sandy, UT, USA
Arguably, one of the greatest wastes in corporations past and present is the gross underutilization of peoples
talents skills and knowledge. In our knowledge-based economy, effectively developing and applying
intellectual capital is the key to creating value. This waste of intellectual capital of tacit knowledge is what I call
the Great Waste. Of all the types of Lean waste this waste likely has the largest economic and social cost.
WEDNESDAY
March 11, 2015
This presentation will explore the continued evolution of cultures of innovation through lean principles. We will
explore how organizations can create a growing awareness around knowledge management through mutual
respect of purpose, process and people. With a Lean perspective on purpose, process, and people in mind,
what remains is to put them together in a creative combination.
Patrick has spent 18 years mentoring Lean enterprise transformations within IT. A pioneer in his trade, he has
created a framework of Lean principles that enables IT to stay relevant in an ever changing landscape. He has
created a unique model that blends Lean, Agile, IT and Operations with the ability to scale.
Session #LSS-052
1:50 PM-2:25 PM
Keywords: Productivity,
Quick Changeover,
Quick Setup
Industry:
Manufacturing
Level: Basic
Productivity Profiles & Setup Graphs for Better Changeovers

William Houser, President, Eagle Force, Inc., Spring, TX, USA
The take-a-ways from this presentation are the introduction of two diagnostic tools, Productivity Profiles and
Setup Graphs, and how they can be used by any organization for process improvement. The Productivity Profile
identifies specifically where there is potential process improvement. If changeovers are the prime area for
potential improvement, the creation and analysis of Setup Graphs will identify specifically how to make the
improvements. The changeover improvement can be targeted at higher quality, less scrap and/or, or quicker
delivery.
This presentation is built around real life examples of large improvements in changeovers being made in a very
short period of time and with minimal expenditure of effort. Productivity Profiles and Setup Graphs are
introduced as primary diagnostic tools that have led to very impressive improvements in multiple industries.
These tools validate but go beyond SMED (Single Minute Exchange of Dies) to be universally applicable. This
presentation should leave the attendees with a new perspective on how to begin an effort to improve any
process, and if it turns out the priority improvement potential is to improve the changeover, show how to
determine the best improvement process, and tools to make those improvements.
Session #LSS-053
2:25 PM-3:00 PM
Keywords:
Improvement Project
Selection, Business
Process Management,
Predicting Performance
Industry: Service
Level: Intermediate
How to Avoid Getting Laid Off: Enhance Your

Management Value
Forrest Breyfogle, CEO, Smarter Solutions, Inc., Austin, TX, USA
Lean and Six Sigma practitioners and organizations win when they demonstrate to executive management the
benefits that they provide to the big picture. One way of helping leadership is through addressing issues that
are most important to them. This presentation will describe how those in the Lean and Six Sigma profession
can help executives address challenges which they often experience.
How to add value to improvement practitioners skill sets so that they dont get laid off.
How to create a demand for improvement projects that benefit the big picture.
How to help management track performance metrics so reporting leads to the most appropriate actions
or non-actions.
How to decrease/eliminate organizational firefighting.

Forrest Breyfogle is the CEO of Smarter Solutions and an ASQ Fellow. He has authored or co-authored over a
dozen books. His most recent book is The Business Process Management Guidebook: An Integrated Enterprise
Excellence BPM System. He was named Quality Professional of the Year for 2011 by Quality Magazine and in
2012 was awarded alumni of the year by Missouri University of Science and Technology. He also received the
prestigious Crosby Medal from the American Society for Quality (ASQ) in 2004.
3:00 PM-3:30 PM
Page LSS-8
Refreshment Break
TRACK 6
Track Chair:
Tanya Pistawka
BOOST YOUR LEAN & SIX SIGMA
Toyota Kata: Wax On, Wax Off
Chris Hayes, CEO, Impact Performance Solutions, Morgan, UT, USA

What is a kata? A kata is something most often associated with martial arts. It is a routine you practice
purposefully with intent of making that pattern a habit. Bike riding, driving and typing are all katas. Once you
learn to ride a bike and it becomes second nature, you no longer have to concentrate on the skill of riding the
bike, but are now able to focus on getting to your destination. Ask yourself what patterns exist and are
reinforced in your own organization? Are these routines supportive or obstructive to meeting your
improvement goals? The improvement kata is a specific routine for improving, adapting and innovating. It is
scientific and goal-directed, not a random disconnected reaction to problems. The overall goal, as with any
kata, is to make the routine of the improvement kata a habit that happens almost unconsciously. The
Improvement Kata benefits your organization by:
Keywords: Lean,
Improvement, Kata,
Toyota
Level: Basic
Providing a systematic, scientific routine that can be applied to any goal.

Standardizing how the members of an organization navigate uncertainty and develop solutions.
Transforming managers from a role of firefighters to coach and mentor
Representing PDCA in a way that has people learning from iterative steps daily.
This session introduces participants to the concepts of the improvement kata, how to use the approach to
create their own internal coaches, and how companies are using the improvement kata as a structured
approach to problem solving and goal achievement.
Boost Lean & Six Sigma Implementation Using Theory of

Constraints
Dushyant Thatte, Consultant, and

Swethambari Balasubramanian, Business Consultant, Tata Consultancy Services, Ltd., Eden Prairie, MN, USA
Keywords: Theory of
Constraints, TOC,
Integrated Model,
Logical Thinking
Processes, IO Map,
Reality Tree
Industry: Service
Level: Advanced
Get introduced to integrated Lean Six Sigma and Theory of Constraints models
Learn about a real-life successful implementation
Learn about the need for influencing organizational culture & environmental factors
Get quick-tips on our organizational awareness and training approach
Recognize the role that GBs & BBs play in this new integrated method
Bridging the Gap Between Lean Six Sigma, Statistics, and

Process Improvement
Ofelia Hodgins, Project Manager & Lean Six Sigma Master Black Belt, and
Duncan Valverde, HSBC, Mexico
If we are able to analyze and describe it, we have power. Facts sell, stories, tell.
Ginger Evans (Dynamic Training)
Session #LSS-063
4:40 PM-5:10 PM
Keywords: Risk,
Banking, Monte Carlo
Simulation, Financial
Institution
Industry: Service
Level: All
Because banks produce intangible services, it is difficult to translate the demands and needs of the customer
into formal and disciplined methodologies. This paper presents an attempt to capture the voice of the
customer for auto loans. Bank auto loans are in competition to win the battle for customers against autodealers loans. Therefore, financial institutions making financial decisions need an approach to model winning
strategies. In general, a statistical approach requires a large amount of historical data to determine the
attributes and interrelationships that characterize auto-loans. However, a simple simulation method shows the
benefits and merits in translating the different process activitys attributes, activity lead-time, queuing time
between activities, value-added, patterns, trends and activity interrelationships of the auto loan process.
Simulations allow exploring the process without breaking it, because simulations test the effects of different
decisions that involve key issues such as loan-risk, process re-design, number of resources assigned to each
process. A simple auto-loan process simulation shows the performance of the bank auto-loan process.
Page LSS-9
March 11, 2015
In todays world, even after industries have made significant advancement in technology and organizations
have reached a considerable maturity level, the IT Project Success Rate is just 34% and 70%to 75 % of major
organizational change efforts fail to meet the expectations of key stakeholders. This presentation will describe
the use of Theory of Constraints to improve the success rate of IT projects. The participants of the session will:
Session #LSS-062
4:05 PM-4:40 PM
WEDNESDAY
Session #LSS-061
3:30 PM-4:05 PM
TRACK 7
Track Chair:
Alberto A. Yanez-Moreno
Session #LSS-071
3:30 PM-4:05 PM
Keywords: Data
Envelopment Analysis,
Government Projects,
AHP
Level: Basic
LEAN & SIX SIGMA IN

DEFENSE & MILITARY
Using Data Envelopment Analysis to Measure

Project Efficiency
David Meza, Program Manager, NASA - Johnson Space Center, Houston, TX, USA
In this presentation, a method for measuring the efficiency of Lean Six Sigma programs, a template for
conducting the AHP analysis, and a code for running the DEA analysis will be introduced.
The author proposes the use of Data Envelopment Analysis (DEA), a nonparametric method of measuring the
efficiency of a decision-making unit (DMU) such as a project or program, to evaluate the efficiency of the Lean
Six Sigma program at the National Aeronautical Space Agencys Johnson Space Center (JSC) in Houston, Texas.
Session #LSS-072
4:05 PM-4:40 PM
Keywords: Cultural
Transformation
Industry:
Defense/Military
Level: Intermediate
WEDNESDAY
March 11, 2015
Identified critical success factors will be examined as to their relevant importance in generating increasing level
of outputs. Results derived from this study will be utilized to evaluate the performance of the Lean Six Sigma
(LSS) program at JSC and consider areas for improvement.
Sustaining a Continuous Improvement Culture:

Paint Area Case
Javier Cervantes, Manager, Engineering & Quality, General Dynamics NASSCO/TIMSA, Calexico, CA, USA
Through the years of Lean implementation at General Dynamics NASSCO/TIMSA, one of its major challenges
has been maintaining a system that consistently ensures processes improvement and that it can be selfsustained. Some of the most important challenges for sustainability were:
Many of the improvements were project-based

A major challenge was to sustain improvements achieved through the production floor
What was happening? The projects normally started at the Process Engineering department and then
tried to be implemented in the Production areas, but this resulted in:
o
o
o
Lack of process ownership and empowerment

Difficulty in sustaining improvement
Modest participation in improvement initiatives
To drive ownership and improve the effectiveness of our efforts, a new approach was considered where,
improvement work was organized by Process, a cross-functional Action Group was assigned to assess
improvement opportunities where this Action Group works closely with Production personnel, and resulting in
raised involvement for building improvement.
The audience will walk away understanding the elements of a system implemented at TIMSA to sustain a
Culture of Continuous Improvement. Additionally, the audience will recognize the huge benefits of an engaged
team in the process of continuous improvement; furthermore, the use of different improvement tools is
described in order to assure the factual and data-driven analysis of processes.
6:30 PM-8:30 PM
Track Chair: Beth Galt
Terra Vanzant Stern, Six Sigma Master Black Belt, SSD

Global Solutions, Inc.; Conifer, CO, USA
2-Hour Workshop
0.2 CEU/REU
Fee: For Conferees $95;

for non-Conferees $195
Page LSS-10
Success of project organizations depends on adapting to

the quickly changing business environment. Lean, a
continuous improvement method, has proven to be an
effective in tackling challenges. In this workshop, you will
learn the techniques to identify and eliminate inefficient
processes. The following concepts will be introduced:
Approach DMAIC (versus DFSS)

Identify Stakeholder Expectations
Clarify Project Scope
Measure Customer CCRs
Develop Project Charter & Schedule
Create Process Map
Identify Potential Root Causes
Collect Data to confirm Root Causes
Identify Breakthroughs
Select Practical Approaches
Plan for a Future State
Standardize the Process
Communicate Project Results
Close the Project
TRACK 8
Track Chair:
STATISTICS WITHOUT
THE FEAR FACTOR
Session #LSS-081
3:30 PM-5:10 PM
Statistics Without the Fear Factor

Joel Smith, MS, Minitab, Inc., Sorocaba, So Paulo, Brazil
68% of belts and 81% of deployment leaders are not comfortable with their understanding of statistics! Those
numbers are made up actually, but the emotions and thoughts they elicited in you demonstrate the
importance of data analysis. The real numbers probably arent far off. Fear and misunderstanding about
statistics is not a math problem its a fundamentals problem. Do any of the following describe you?
Keywords: Variation,
Processes, Data,
Statistics
Industry: All
Level: All
Just starting a LSS journey

A belt not comfortable with statistics
A leader who doesnt understand data analysis results
You dont need a textbook, training course, or mentor. You need to step back from the math and learn the
fundamentals in a fun way! No equations. No calculators. No Greek symbols. Just hands-on, interactive
experiences in the fundamentals of variation.
Session #LSS-091
6:00 PM-7:00 PM
Lean & Six Sigma Speed Networking

Brian Clark, Engines, Inc., Jonesboro, AR, USA
Come and join us for

this fun session!
Keywords: Networking
Industry: All
Level: All
March 11, 2015
Last year, the number one

request from attendees
according to our survey was
networking. Space is limited so
please sign up in advance. Speed
networking will be in a round
robin model, facilitating the
meeting of individuals with
similar goals, and the
opportunity to exchange
information in a structured environment. Each attendee is guaranteed to meet more people than they would in
a traditional networking session. Sometimes individuals with a propensity for mastering the concepts of quality
management, Six Sigma, and SPC may have less propensity for social interaction
Whether you are an introvert or extrovert, starting out your career in the quality field or a seasoned
professional, you will enjoy this format of meeting other professionals. Typically, participants are randomly
paired, the signal is given for a three minute discussion. This is enough time for introductions and to gain a
quick impression.
Youll be amazed at the results
from a short meeting with
someone youve never met in
this quick and simple networking
setup. Meaningful conversations,
clients, projects, jobs, and
friendships can develop from
connections started at a speed
networking session!
WEDNESDAY
Joel Smith is a statistician and senior business development representative at Minitab Inc., the worlds leading
provider of software and services for quality improvement and statistics education. Smith is responsible for
working with Six Sigma and quality improvement consultants to develop new opportunities for the use of
Minitab software products. He has worked with numerous companies on process improvement projects and
initiative deployments. Smith earned a bachelors degree in chemical engineering from Rose-Hulman Institute
of Technology in 2002. He earned a masters degree in statistics from Virginia Tech in 2003. He is a certified
Lean Six Sigma Black Belt. He currently serves as Chair of the ASQ Statistics Division.
Page LSS-11
TRACK 10
Track Chair:
Russ Aikman
LEAN & SIX SIGMA APPLICATIONS

IN OIL, GAS, AND ENERGY
7:30 AM-8:00 AM
8:00 AM-8:05 AM
Opening Remarks
Session #LSS-101
8:05 AM-8:40 AM
A Six Sigma DFSS Approach for Industrial Gas Turbine Repair

Products
Keywords: DFSS, OEM,

IPDcI
Industry: Energy
Level: Basic
Somesh J. Ghunakikar, Principal Engineer, Siemens Energy, Inc., Orlando, FL, USA
DFSS (Design for Six Sigma) is a well-known Six Sigma approach, which is widely used for design of new
products and services. It does not have well defined steps like DMAIC (Define, Measure, Analyze and Control).
Every company has its own (may be unique to the application) phases defined in order to develop a product or
service using this approach.
THURSDAY March 12, 2015
The key takeaways from this presentation are:
A unique approach developed IPDcI (identify, prioritize, design (comprehensive design), implement)
cycle using Six Sigma DFSS applied to design and development of industrial gas turbine parts repair
used for power generation.
Six sigma tools that can be used during various phases of the IPDcI cycle which yield significant
benefits during the decision making process.
Benefits of the proposed IPDcI approach applied to the industrial gas turbines repair products.
Finally a case study of weld repair development is discussed for a compressor stator vane to illustrate
various phases and Six Sigma tool usage during each phase of the IPDcI cycle.
Session #LSS-102
8:40 AM-9:15 AM
Keywords: Project
Teams, Rotating Team
Members, Process
Improvement, Six
Sigma, Lean, Project
Management
Industry: Energy
Level: Intermediate
Process Improvement Projects with Rotating Staff Schedules

Layla Kashani, Principal, Inahsak, Inc., Monte Carlo, Monaco
Any process improvement project has challenges with team member contributions during shift changes and
handovers. Achieving full support to a common objective is difficult even in a single shift project approach, with
close employee work environments. One strong team leader should be able to manage effort within his or her
own shift. However, if there are hitches, crew schedules, on/off rotations that span days and even weeks, the
momentum and pace of a project may slow down and run the risk of cancellation, stalling, or may become a
lower priority as daily work interruptions take precedence. What if the Team Leader also changes in the
rotation? How do you ensure that work is not repeated, or time wasted to review work already completed?
In this session, you will identify the team member scheduling issues that exist within your organization and
learn how to reduce the impact of changing team members on the progress of your project. You will also learn
how to use the shift handover and hitch rotation model in your project to ensure solid ownership and impact of
your project objectives. An oil & gas example will show how these techniques work, along with generic shift
schedule concepts for any shift type of operation.
Session #LSS-103
9:15 AM-9:50 AM
Kaizen Event Case Study for High Volume Plastic Company
Keywords: Kaizen
Event, Case Study,
Setup Reduction
Industry:
Manufacturing
Level: Basic
If your company is planning to initiate the LSS deployment or to restart an LSS program, this presentation will
help you understand the impact that Kaizen events can have in your organization. Many companies that have
implemented the LSS methodology realized that the kaizen event approach can yield significant benefits to the
business.
Alberto Yanez-Moreno, Master Black Belt, TMAC/The University of Texas at Arlington, Dallas, TX, USA
This case study will describe how to lead and facilitate a Kaizen event in a high volume plastic bottle company.
Multiple sister plants were invited to participate in this event. The goal of the project was to reduce the setup
time of a plastic molding machine by 50%. The four-step rapid setup method was used in conjunction with the
DMAIC methodology during this 5 day Kaizen event.
This presentation will cover activities that need to take place before, during and after the Kaizen event. Lessons
learned will also be shared. The financial impact of this event will also be presented.
9:50 AM-10:15 AM
Page LSS-12
Coffee Break
TRACK 11
Track Chair:
Joel Smith
DEPLOYMENT STRATEGIES
FOR LEAN & SIX SIGMA
7:30 AM-8:00 AM
Opening Remarks
8:00 AM-8:05 AM
Reinventing Ourselves: Ciscos Journey Beyond Certification
Session #LSS-111
8:05 AM-8:40 AM
Ciscos Training as a Service approach is a cutting edge program that employs VOC from business stakeholders
and industry benchmarking to drive a balanced curriculum of Continuous Improvement Instruction and guided
developmental education, delivered in the format of modular training courses.
Keywords: Training,
Learning, Continuous
Improvement, Culture,
Development
Industry: Electronics
Level: Intermediate
Keli M. Holmes, MBA, MSE, CLSSBB, Program Lead, Cisco Systems, Wake Forest, NC, USA
Participants of this presentation will receive an overview of Ciscos journey and how it breathed new life into its
culture through a basic tenant of Lean start with the customer. With a renewed focus on the customer, the
Continuous Improvement program focused on the development of individuals the number one response
from the business.
How to Reach Critical Mass While Deploying Lean & Six Sigma
Session #LSS-112
8:40 AM-9:15 AM
If your company plans on being a household name, in regards to, reaching and teaching people and making
LSS available to any professional level, notwithstanding the size or segment of your industry, this presentation
should help you get there.
Keywords: Education
Industry:
Education/Training
Level: Advanced
Vania Batista, Executive Director, Gemba Training, Curitiba, Paran, Brazil
March 12, 2015
The first step is to be motivated and to put the idea into practice, to believe in LSS and the results that you can
attain. It is imperative that you communicate the burning platform to the rest of the employees and to mention
that training is needed for every single employee to create a culture of quality which, in turn, will provide a
financial impact with the least possible investment.
Gemba Training has been working in consulting and training since 2008. We have had multiple engagements
with all kinds of industries. Currently we teach LSS, in the form of short and long term training to over 600
students/month. We frequently receive testimonials from clients who speak about how much LSS training has
changed the way they think and, as a result, how their companies have been transformed. This is it, LSS culture
in action, spreading through the company as a whole, from top to bottom. It is an influx of knowledge that
guarantees results in the short, medium and long-term.
Making Lean6Sigma Part of the Organization's DNA
Bertram Perry Wells, Global Director, HR Performance & Customer Service, Schneider Electric,
Lexington, KY, USA
Individuals attending this session will gain knowledge on why it is critical for them to believe in the theory of
Lean6Sigma and also to be able to model L6S in their area in a very positive manner. During the conference,
examples will be given on how Schneider Electric leverages Lean6Sigma across the globe. The pathway to
successful implementation and sustainability is to:
Session #LSS-113
9:15 AM-9:50 AM
Keywords: Employee
Engagement, Managing
Change, Communication
Level: Intermediate
Make a solid case for L6S, what's in it for me, as a practitioner,

Determine training requirements for the level of involvement,
Provide opportunities to use the tools to solve problems,
Provide both positive and constructive feedback to give guidance, and if you are a sponsor, "walk the
talk".
Building DNA into the organization is facilitated through building positive interactions across the
organization and knowing that the teams are being supported and rewarded for the work that is being
performed.
9:50 AM-10:15 AM
Coffee Break
THURSDAY
This session will describe how an initiative was borne of leadership feedback that the existing Six Sigma
Program, at that time 4-5 years old, was no longer meeting the needs of a large portion of the company. While
in its infancy, the program focused on training on the technical aspects of Six Sigma and certification through
one-time demonstration of relevant competencies. This model served the company well in the earlier stages;
however, the newer, more innovative strategies being created by leadership needed a larger portion of the
workforce with nimbler problem-solving competencies and an increased focus on softer skills.
Page LSS-13
TRACK 12
Track Chair:
7:30 AM-8:00 AM
8:00 AM-8:05 AM
Opening Remarks
Session #LSS-121
8:05 AM-8:40 AM
Designing Your Processes Right the First Time
March 12, 2015
Keywords: DfLSS, Six

Sigma, Process Design
Industry: Financial
Services
Level: Basic
THURSDAY
HOW TO AVOID PITFALLS IN

LEAN & SIX SIGMA PROJECTS
Kristine Bradley, Principal, Firefly Consulting, Austin, TX, USA
When a company decides to develop a new product, years are often spent designing that product from the
bottom up. Vast teams of specialists are brought in to ensure that the requirements, specifications, drawings,
and plans are all complete prior to a product ever reaching a customer. In contrast, who designed your
invoicing process? Was the same effort undertaken to ensure it worked flawlessly the first time?
Design for Lean Six Sigma has been successfully utilized for years by companies looking to quickly develop
innovative products that delight their customers while maximizing profit margins. However, remarkably few
companies leverage DfLSS methods for developing new processes. Rather than focusing on improving existing
processes, Process Design for Lean Six Sigma focusses on utilizing the DMEDI roadmap to design the process
right the first time. This presentation will introduce Process Design for Lean Six Sigma discussing:
Product vs. Process design; how do they differ?DMAIC (process improvement) or DMEDI (process design); when
should process design be used vs. process improvement? Two case studies in applying Process Design for Lean
Six Sigma will be explored. The first application is fairly basic and looks at designing a new order system. The
other application is the total transformation of an organizations web presence and how the tools were applied
in top down, customer driven design.
Session #LSS-122
8:40 AM-9:15 AM
Keywords: LSS
Deployment
Industry: All
Level: Intermediate
Leaving Money on the Table: Deployment Miscues & Mistakes

Russ Aikman, LSS Program Manager, TMAC/The University of Texas at Arlington, Arlington, TX, USA
Successful deployment of a formal Lean Six Sigma Program is a goal of any firm that chooses this powerful
methodology. Yet many companies make the same mistakes, compromising the effectiveness of their LSS
Program implementation. These compromised programs are essentially leaving money on the table, resulting
in poor returns on the significant investment required of Lean Six Sigma.
This presentation will begin with a discussion of some common problems seen in deployments at both small to
large companies. While some of these mistakes are well known by experienced practitioners others are more
subtle in nature. Various case studies of real companies with deployment issues will be shared along with the
consequences of those issues. The presentation will conclude with a summary of best practices for a successful
deployment.
Session #LSS-123
9:15 AM-9:50 AM
Keywords: Monte
Carlo, Project Benefits,
Valuation, Modeling
Industry:
Manufacturing
Level: Intermediate
New Valuation Model for Intangible Project Benefits

Bill Hathaway, President/CEO, MoreSteam.com, Powell, OH, USA
There is one thing we always know for certain about any prediction or estimate of a future value its wrong.
The only question is by how much. When measuring process performance, we always want to consider the
expected variation, not just the likely mean or median value. Since financial performance is an imperfect
measurement of process performance, and future process performance is impossible to predict, variation
should be expected in all financial forecasts. Yet most financial models of a process improvement projects
future costs and benefits represent project attractiveness with a single number, whether Net Present Value
(NPV) or Internal Rate of Return (IRR).
A simple and powerful tool called Monte Carlo analysis affords incorporation of variability into the model,
provided estimated distributions of each input and can be made, and provided a transfer function relating
intangible inputs to a financial output can be expressed mathematically.
Participants will learn:
How to utilize Monte Carlo analysis in calculating expected ranges of benefits

How to calculate of present value, future values and discounting methods
How to build a statistical model translating intangible inputs to financial outputs, and how to introduce
and characterize variability in the possible outcomes of the model
9:50 AM-10:15 AM
Page LSS-14
Coffee Break
TRACK 13
Track Chair:
Bonnie Stone Hauge
LEAN & SIX SIGMA

APPLICATIONS IN HEALTHCARE
Healthcare Quality Improvement and the Triple Aim
James C. Benneyan, Ph.D., Executive Director, Healthcare Systems Engineering Institute at Northeastern
University, Boston, MA, USA
This presentation will describe several national initiatives to broaden the use of Lean, Six Sigma, and related
systems engineering methods to improve the triple aim of better care, better health, and lower costs. The
triple aim has been emphasized as a critical part of healthcare reform by the Centers for Medicare and
Medicaid, the Institute for Healthcare Improvement, and numerous others. In parallel, a recent report to
President Obama, the Presidents Council of Advisors on Science and Technology (PCAST, June 2014)
recommended significantly growing the application of Lean, Six Sigma, and related systems engineering and
systems approaches to improve U.S. healthcare processes noting that large-scale demonstration projects and
workforce development efforts are necessary.
Session #LSS-131
10:15 AM-10:50AM
Keywords: National
Demonstration Projects,
Triple Aim, CMS
Innovation Center,
Healthcare
Level: Basic
Lean & Six Sigma Implementation within Clinical Research
Session #LSS-132
10:50 AM-11:25 AM
The presentation will provide the audience with visibility into the tools and techniques used in the introduction
of Lean Six Sigma and a culture of continuous improvement into a clinical research organization. The
presentation will cover the following key concepts:
Keywords: Clinical
Research, Life Science,
Pharmaceuticals
Level: Basic
Gerard Quinn, Director, Strategic Projects & Process Excellence, ICON Plc, Dublin, Ireland
Senior Executive Support How to accomplished getting the senior executive support to move towards
a Lean Six Sigma approach for driving continuous improvement across the organization
March 12, 2015
Strategy Development How to deliver continuous improvement across service lines

Training materials & Development How to identify the internal/external resources
Training Delivery & Timeline: How to build a training timeline and foster the culture of continuous
improvement by training colleagues through Yellow Belt, Green Belt and Black Belt certification and
implementing major strategic process improvement initiatives across the organization.
Lessons Learned Dos & Donts Providing the audience members with lessons learned information
and how we have overcome our challenges to deliver a strong culture of continuous improvement that
is now recognized across the organization as successfully adding value.
The attendees will be taken through the use of the tools and techniques and how they fit into the overall
execution and delivery of a Lean Six Sigma organizational rollout. The Lesson learned will provide the audience
with practical examples.
Organizational Strategy Cascaded from Boardroom to Bedside

in Three Weeks
Sumeet Kumar, B.Eng., M.B.A., LSS Black Belt, PMP, Director, Quality & Performance Excellence, and
Nancy Jacko, RN, BA, BScN, Vice President of Planning, Partnership, Professional Practice and Chief Nursing
Executive, North Bay Regional Health Centre, North Bay, ON, Canada
Often time organizations diligently develop their long term strategy (typically 5 years), print the document in
gloss/matte finish, and distribute it to their staff in a celebratory setting and the mission feels accomplished.
Days, weeks and months later management and staff are still not sure why things are not improving even
though the strategy document has been in place for some time.
Session #LSS-133
11:25 AM-12:00 PM
Keywords: Strategy,
Leadership, Change
Management, Culture
Change
Level: Basic
The North Bay Regional Health Centre (NBRHC), one of the large hospitals located in North Bay, Ontario,
Canada, developed its first ever 5 year strategy 2013-17 in Jan 2013 that reflected a focus on 4 strategic
directions namely, Access to Right Care, Partnerships with Purpose, Our People Achieving their Best and, Wise
Choices. Further, 5 strategic objectives under each strategic direction, quickly added to 20 objectives expected
to be addressed during the 5 year period. The presentation demonstrates NBRHCs innovative approach on
how the front line staff was engaged in cascading its strategy to all areas across the organization, and the
success story that followed.
Networking Luncheon
THURSDAY
This presentation will describe a variety of projects conducted through a Center for Medicare and Medicaid
Innovation (CMMI) demonstration grant and two internship programs to experientially train clinicians and
healthcare industrial engineers in Lean, Six Sigma and related methods. To-date, these efforts have trained
nearly 500 healthcare professionals, reduced costs by over $30m, and improved timely care by over 15%
affecting millions of patients. Each case study will summarize the problem, approach, and measurement rubric.
12:00 PM-1:15 PM
Page LSS-15
TRACK 14
Track Chair:
Kimberly Watson-Hemphill
Session #LSS-141
10:15 AM-10:50AM
Keywords: Lean, Six
Sigma, Africa,
Nonprofit, Poverty,
World Vision,
Humanitarian
Industry: Service
Level: Intermediate
UNIQUE APPLICATIONS OF
LEAN & SIX SIGMA
Fighting Poverty in East Africa with Lean & Six Sigma

Andrew Parris, Ph.D., Senior Process Advisor, World Vision International, Monrovia, CA, USA
The World Vision (WV) Process Improvement initiative in East Africa followed the typical corporate world model
of training Green Belts (GB), who facilitate process improvement projects and make smaller changes in their
daily work environment, and Black Belts (BB), who train and coach GBs, facilitate larger projects, and lead PI in
their offices. WV adopted the standard LSS thinking, concepts and tools. Volunteer world class professionals
from across the globe trained the BBs.
Many additional opportunities exist for LSS to accelerate the fight against poverty. For example: helping microentrepreneurs reduce waste and variation in their work. Participants will brainstorm and explore additional
ideas (at the individual, company, and society level) of how Lean and Six Sigma can help reduce poverty.
Session #LSS-142
10:50 AM-11:25AM
Keywords: Sales,
Marketing, LSS
Deployment
Industry:
Manufacturing
Level: Intermediate
THURSDAY
March 12, 2015
LSS projects have generated significant, measured impact. Annual costs was reduced by over $1,826,000 (about
85% is recurring), lead time was reduced by 59%, and defects by 72% on targeted processes. LSS thinking,
concepts and tools are also contributed to a culture of innovation and continuous improvement.
Were Different! Deploying Lean & Six Sigma in a Sales and

Marketing Organization
Ken Feldman, Ph.D., Director, Rapid Continuous Improvement, Dr Pepper Snapple Group, Plano, TX, USA
The phrase, Were different! is one that Deployment Leaders often hear from various segments of their
organizations while attempting to deploy a change initiative. It is no different when attempting to deploy a
Lean Six Sigma (LSS) process in any type of organization. As an organization expands its efforts to deploy Lean
Six Sigma, the phrase Were different is heard once deployment has worked its way through manufacturing,
administration and even R&D and now finds itself at the doorstep of implementation in the Sales and
Marketing organization. In some cases, they may be correct in that claim. In other cases, they may really be no
different than many other organizations and are mistaken in their claim. Top reasons why those deploying LSS
in a Sales and Marketing organization claim to be different are the following:
Its not always clear who is the Customer

Measuring the impact of marketing and sales efforts is challenging
Our Industry is highly regulated
Sales and Marketing is not a process, it is all about relationships
Gathering Voice of the Customer (VOC) can be difficult and expensive
The presenter will point out where their claim is false and why. He will also discuss those cases where their
claim is valid and what can be done to make it work.
Session #LSS-143
11:25 AM-12:00 PM
Keywords: NonTraditional Setting,
Unique Applications,
Lean Six Sigma, AgriBusiness, Agriculture
Industry:
Food/Drug/Cosmetic
Level: Intermediate
A Unique Lean & Six Sigma Deployment in an Agri-Business
Vasant Sridhar, Deployment Head, Process Excellence, ITC Limited, Agri Business Division, ILTD, Guntur, India
The Lean Six Sigma Methodology has been used with great success in the manufacturing industry, and is also
currently being deployed aggressively in the services sector. With Lean Six Sigma evolving into a problem
solving framework, and not just being a quality improvement tool, it can be used in any business for driving
growth by maximizing efficiency. This session describes the Lean Six Sigma Deployment at ABD-ILTD the Agri
Business of ITC Limited, one of Indias largest conglomerates. The deployment, which took place in the nontraditional setting of an Agri- was used an enabler of capital efficient growth. This presentation will help you:
Learn to apply Lean Six Sigma in a non-traditional domain like agriculture, amidst the challenges of
changing market dynamics and a wide span of operations.
Gather insights on how Complex Business Requirements of Food Safety, Product Quality, Product
Uniformity and Cost Minimization can be translated into Lean and Six Sigma Projects
Learn how Lean Six Sigma tools can be applied across all the different functions of Crop Development,
Supply Chain, Finance, Human Resources, R&D and Processing.
12:00 PM-1:15 PM
Page LSS-16
Networking Luncheon
TRACK 15
Track Chair:
Tanya Pistawka
SOFTWARE TOOLS
FOR LEAN & SIX SIGMA
Is Software Limiting Your Operating Results?

Jason Tillman, VP, Revenue Integrity, HCA North Texas Division, Irving, TX, USA
Keywords: Software,
Automation, Accuracy,
Income, Analysis,
Process Improvement
Level: Basic
Multi-system and multi-location environments require more users to maintain settings increasing opportunity
for errors. Standardizing settings improves consistency but turnover in key roles, poor communication, and
surprisingly, interpretations when/where standards and updates occur produce inconsistent results. To add
complexity, organizations integrate dissimilar software systems in multi-location environments. Each system
requires specialize knowledge and different users exponentially compounding setting error risk. Is this you?
DevOpsing with Lean & Six Sigma
Session #LSS-152
10:50 AM-11:25 AM
Sudhanshu Anand, Process Consultant, and

Dushyant Thatte, Consultant, Tata Consultancy Services, Bloomington, MN, USA
DevOps enables business agility and IT alignment. It helps IT achieve business objectives. It provides a unified
business process objective for development as well as operations for their decisions and actions. DevOps is an
extension of the agile methodology to ensure consistent and continuous product delivery. Since 2011, DevOps
adoption has increased 26%, according to a 2013 survey by Puppet Labs. The rise in DevOps also translates
into the ability to ship code 30 times faster. A survey of senior IT decision-makers found that improvements to
the customer experience are the biggest reasons enterprises are embracing DevOps.
Keywords: SDLC, DFSS,

ICOV, IDOV, DMDOV,
DevOps, IT
Industry: Software
Level: Basic
Considering a lifecycle view, Lean and Six Sigma techniques of smooth flow of value streams and customer
centric value creation - satisfy DevOps goal to continuous delivery of software-driven innovation and
incremental growth of businesses. Lean and Six Sigma, therefore, can be seen as a complimentary best practice
approach for establishing DevOps. They also provide a measurement framework to baseline and further
measure success. Success in DevOps is mainly dependent upon the development of common goals and metrics
for both IT operations and IT development. The presentation will provide clarity and alignment within and
between development and operations organizations; Encourage and promote Lean and Six Sigma for
establishing DevOps; Foster a philosophy of consistent product delivery through LSS engine; Promote a
quality-centered approach through DevOps; Ensure accountability and assure quality of the IT lifecycle.
What Software Support Package Do I Need?
Kevin Lee Kretzschmar, Lead Decision Science Analyst, USAA, San Antonio, TX, USA
Participants of this session will gain an understanding of some of the various software support options
available to them for their continuous improvement program. There are numerous software support packages
to support a continuous improvement program (Minitab, JMP, SPC XL, SAS, etc.). Attendees will receive a
comparison of the various capabilities with a focus on the R, SPC XL, Minitab, and SAS packages.
Session #LSS-153
11:25 AM-12:00 PM
Keywords: Software,
Support, Options
Industry: Service
Level: Intermediate
12:00 PM-1:15 PM
area of interest or expertise. Group sign-in will be made on-site. Please note that group seating is limited and
will be assigned on a first-come, first-served basis. Following is a partial list of Networking Groups:
Lean & Six Sigma and Social Media

Lean & Six Sigma in Manufacturing
Lean & Six Sigma in Military & Government
Lean & Six Sigma in Oil/Energy
Lean & Six Sigma in Regulated Industries
Lean & Six Sigma in Service/Education
Minitab
Project Selection
Scorecards
Soft Skills and Lean & Six Sigma
Statistics in Lean & Six Sigma
Sustainability and Lean & Six Sigma
Page LSS-17
March 12, 2015
This presentation will help you identify risk and share example processes used to monitor and correct system
settings. Software systems include settings to configure functionality to meet individual business needs.
Incorrect settings will produce incorrect operating results and analysis. Controls may exist for settings updates
but regular review for setting errors typically doesnt occur.
THURSDAY
Businesses rely on software systems to manage many critical processes and operating results. Configuration
settings align software functionality to business needs. We usually think of system maintenance as a patch or
update but this only addresses vendor code. All software maintenance programs should include settings
validation. Think of configuration settings as decisions in a manual process. Accurate decisions by employees
contribute to accurate operating results. Accurate settings produce accurate results and guarantee consistency.
Conversely, inaccurate settings guarantee inaccurate results. Settings are usually controlled by a system user
granted special authority. Small organizations assign and train 1-2 users to manage settings.
Session #LSS-151
10:15 AM-10:50AM
TRACK 16
Track Chair:
Beth Galt
Session #LSS-161
1:15 PM-1:50 PM
Keywords: Lean Six
Sigma, Government,
Municipal Government,
Innovation, Continuous
Improvement
Level: Intermediate
LEAN & SIX SIGMA APPLICATIONS

IN GOVERNMENT AND SERVICE
Lean & Six Sigma in Local Government
Guillermo Garcia, Director of Innovation, City of Tyler, Tyler, TX, USA

The City of Tyler has a long tradition of continuous improvement. In 1997 the City of Tyler adopted the Tyler
Blueprint, which expresses the Citys core values and related goals for developing operational best practices.
The Blueprint defines our organizational culture and is what differentiates us from other municipal
governments. The Citys vision is to be the standard in performance excellence in local government and the
overall goals outlined by the Blueprint are to Streamline, Empower, Respond, Venture, and Evaluate.
THURSDAY
March 12, 2015
To achieve these goals the City launched the Lean Six Sigma program in August 2009 with the hiring of a
Master Black Belt. The overall goal of the program is to identify the waste and variation in processes to improve
them to better serve its citizens and customers. The City of Tyler is one of a few municipal governments that
has implemented a complete rollout of Lean Six Sigma throughout the organization.
The results of the program are: a financial savings of over $5.8 Million, trained 11 Black Belts, trained 68 Green
Belts, trained 301 employees in basic principles of Lean Six Sigma, closed 112 projects and saved 3,892 hours of
work time. Lean Six Sigma has not only improved processes but has changed the culture of the organization by
allowing employees to streamline processes, empowering the employee to make changes, responding to issues
in a structured process, venturing outside of their comfort zone, and evaluating processes for improvement.
Lean Six Sigma has been a strategic tool in achieving the vision of becoming the standard in performance
excellence in local government.
Session #LSS-162
1:50 PM-2:25 PM
Keywords: Government,
Promptness of Response
Level: Intermediate
Improve Services Offered by the Government to SMEs
Reem Abdulrasool Jasim, Quality Assurance Manager, Labour Fund (Tamkeen), Hawarat Aali, Bahrain
This presentation will show the audience how Lean and Six Sigma principles and methodologies are applicable
to any area of work. They enable individuals and teams to focus on what constitutes value to their customers,
and on how to deliver that as effectively and efficiently as possible. Applied in a continuous way, Lean and Six
Sigma can become a way of working and a philosophy for any organization.
This case study will show how Lean and Six Sigma were used to identify and streamline the priorities for the
Government Institution Service that provides financial supports and training to SMEs and individuals so that it
could deliver real and consistent value to its customers.
Session #LSS-163
2:25 PM-3:00 PM
Keywords: Roles,
Responsibilities, RACI,
Teams, Accountability
Industry: Service
Level: Intermediate
Let's Get RACI About Accountability
Grace Landis Duffy, President, Management and Performance Systems, Eustis, FL, USA
RACI charts are used in many situations to clarify roles and responsibilities. For example:
After an event when the flow of work has been changed and the tasks have been modified or operations
simplified
Gathering current state data on an operation to show where there are overlaps of responsibilities
Creating a future state for an operation with the new roles and responsibilities clearly stated
HR departments can use the output of a new RACI chart to define the job responsibilities of positions
Some of the benefits of RACI charts:
Increased productivity through well defined accountability

Increased capacity by eliminating overlaps and redundancies
Less confusion/misunderstandings by encouraging teamwork
Streamlined work process by eliminating unnecessary interfaces and assigning accountability where it
belongs
Improved organization effectiveness by allowing disciplines to cooperate and share responsibility
This session will introduce the key concepts for Responsibility Charting, guidelines and a four-step process for
Responsibility Charting, and tips for analyzing a Responsibility Chart.
3:00 PM-3:30 PM
Page LSS-18
Refreshment Break
TRACK 17
Track Chair:
Darren Flynn
LINKING VOICE OF THE

CUSTOMER TO LEAN & SIX SIGMA
Making the Customer Experience Proactive and Preventive

John Goodman, Vice Chairman, Customer Care Measurement & Consulting, Alexandria, VA, USA
Quality is losing ground to other departments as customer experience (CE) supersedes product quality. Most
companies recognize that the product is 20% of the experience and sales, service and support are 80%. In his
2012 Quality Progress article Take the Lead in CE, Goodman argues that LSS executives are most qualified to
take the lead in CE but they are afraid to and do not know how to quantify the revenue and word of mouth
payoff of enhanced service and quality. The key to a great CE is to become proactive, preventive and create
emotional connection. The presenter will provide case studies from FedEx, The Cheesecake Factory, Bankers
Financial, three major insurance companies and Chick Fil A, among others on:
Session #LSS-171
1:15 PM-1:50 PM
Keywords: Customer
Experience, Proactive
Emotional Connection,
Preventive, Revenue
Payoff
Industry: Service
Level: Intermediate
Moving quality from tactical to strategic - what customer experience 3.0 looks like - based on the
book CE 3.0.
customer and marketing Quantifying the payoff of enhanced quality and customer experience in
terms that the CFO will accept
Taking Voice of the Customer beyond surveys and complaints to use internal operations and
employee input
He will provide criteria for a best practice VOC
Appropriate and inappropriate functions of a Chief Customer Officer
Enhancing the Customer Experience
Kimberly Watson-Hemphill, President, Firefly Consulting, Austin, TX, USA
This presentation will cover additional VOC tools not typically presented in belt training and provide
numerous examples of innovative solutions for both spoken and unspoken customer needs. Practical tools
presented will include the customer journey map, ethnography, and conjoint analysis.
Keywords: Voice of the

Customer, Customer
Experience
Industry: Customer
Service
Level: Intermediate
The presentation will provide numerous examples of innovative solutions for meeting the needs of customers
and attendees will learn tools for attaining a deeper understanding of the customer experience, including the
customer journey map, ethnography, and conjoint analysis.
Linking Customer Experience with Lean & Six Sigma

Speaker to be determined
At many organizations, those who are responsible for process excellence are often separate from customer
experience teams. To be truly customer-centric, this practice no longer makes sense. Companies now need to
have an outside in approach as opposed to their traditional inside out, meaning that the roadmap for
process improvement should be linked to the customers experience.
Session #LSS-173
2:25 PM-3:00 PM
Keywords: Customer
Experience
Level: Basic
This interactive workshop will walk you through ideas around:
How to have the rigor of process improvement layered with experience design
How to ensure that your teams think about redesign in terms of changing experiences versus just
changing processes
Methods for getting standard processes defined through the eyes of the customer
This presentation will discuss specific ways how Lean Six Sigma can support Customer Experience
management and design activities and examples on how this approach has been utilized in the
private and public sectors
Refreshment Break
3:00 PM-3:30 PM
Page LSS-19
March 12, 2015
We've all heard the saying that a happy customer tells a friend, and an unhappy customer tells the world. A
key tenant of both Lean Six Sigma and Design for Lean Six Sigma methodologies is the importance of
uncovering and satisfying the needs of both our internal and external customers.
Session #LSS-172
1:50 PM-2:25 PM
THURSDAY
Making the company proactive and preventive by addressing the full range of causes including
TRACK 18
Track Chair:
Joel Smith
Session #LSS-181
1:15 PM-1:50 PM
THURSDAY
March 12, 2015
Keywords: Monte Carlo

simulation, DOE, DMAIC
Industry:
Manufacturing
Level: Basic
MEASUREMENT AND ANALYTICAL

METHODS FOR LEAN & SIX SIGMA
Crayola: Connecting the DMAIC Dots with Monte Carlo

Simulation
Richard J. Titus, Master Black Belt, Principal, Titus Consulting, and Adjunct Faculty Lehigh University, Bethlehem,
PA, USA
Crayola manufactures over 2.2 billion crayons per year at the Easton facility. Consumer defect levels are
constantly monitored via a consumer website and 800 number to ensure that Crayola maintains world class
quality levels to end consumers and their retail partners. A number of LSS projects have focused on further
improving quality in the crayon manufacturing process starting with a Measurement System Analysis (MSA) of
crayon break strength.
The MSA project determined that there was a lack of consistency in results from the units used to measure
break strength. This led to the creation of a new crayon break testing machine and process which met the
Automotive Industry Action Group (AIAG) MSA standards. The next step in the crayon quality improvement
process was to initiate a number of Design of Experiments (DOE) focused on expanding the process parameter
knowledge required to make the perfect crayon.
As part of the roll out of the new crayon break testing machines and processes, a Monte Carlo simulation was
utilized to simulate the results of the previously utilized pass/fail criteria prior to installing the new machines in
the manufacturing plant. The insights gained from this simulation process, which was only possible through
following the DMAIC process, will be presented.
Session #LSS-182
1:50 PM-2:25 PM
Keywords: Capability
Analysis, Cpk and Ppk,
Non-Normal Data,
Gauge with Low
Discrimination
Industry:
Manufacturing
Level: Intermediate
Capability Analysis for Data from a Low Discrimination Gauge

Daniel Griffith, Minitab, Inc., Software Research Engineer, State College, PA, USA
Process capability requires the evaluation of variability and the analysis of process performance against
specifications. Typically a process is capable if the majority of the parts it produces are within the specification
limits; in other words, the defect rate is small.
Though very simple to compute, capability metrics can typically lead to incorrect interpretations and
tampering, with little or no product or process improvement. Therefore, it is important to understand the
crucial assumptions to consider when performing process capability analyses. These assumptions include
process stability, and normality. This presentation will focus on the violation of the normality assumption, not
because the process data is not normal but because the lack of normality is induced incorrectly by a gauge with
low discrimination.
In this session, the presenter will discuss: how to evaluate the assumptions for Normal Capability Analysis; how
to run a Non-Normal (NN) Capability Analysis using different techniques; how to determine what makes data
Non-Normal; and, how to assess the weaknesses of Normality tests. You will also learn how to deal with data
coming from a measurement system with low discrimination.
Session #LSS-183
2:25 PM-3:00 PM
Keywords: Control
Chart, Specification,
Capability Analysis
Industry:
Manufacturing
Level: Basic
Spec LimitsWhat You Dont Know Can Hurt You

Matt Savage, Support and Training Services Director, PQ Systems, Dayton, OH, USA
This presentation will provide basic review two types of control charts. Those with a sample size equal to one
and control charts with a sample size greater than one. The session will discuss:
Why applying specification lines to one type of control chart (charts with a sample size greater than
one) is often misleading
Why applying specification lines to Individuals (X) control chart may not lead to process improvements
Alternative and recommended uses for specification limits
Where specification limits should be used and where they should not be used related to control charts
and histograms
A simple technique that allows summary statistics to be presented and sorted in a simple manner.
From this presentation, the participants will be able to have a method to effectively determine which processes
need additional investigation using a prioritized approach.
3:00 PM-3:30 PM
Page LSS-20
Refreshment Break
TRACK 19
Track Chair:
Bonnie Stone Hauge
MISCONCEPTIONS AND PITFALLS

OF DMAIC PROJECTS
Misconceptions and Pitfalls of DMAIC Projects
Session #LSS-191
3:30 PM-4:30 PM
Marco A. Luzzatti, Master Black Belt, Train-the-Trainer, Greenville Technical College,

Greenville, SC, USA
Keywords: DMAIC,
Improvement Projects,
Coaching
Industry:
Education/Training
Level: Intermediate
Despite the best training, project experience is still the best teacher. As much learning
occurs on projects, it can be challenging and frustrating as well. There are many
pitfalls, issues and misconceptions belts experience on projects in general and at each
phase of the DMAIC process. Attendees of this session will exchange and hear lessons
learned with a MBB who has viewed and coached 100s of DMAIC projects over 12 years.
Marco will review the 6 Keys to Overall Project Success from a deployment and individual project standpoint.
With the help of participants, Marco will also highlight some pitfalls, misconceptions, and issues that
management, new belts and even experienced bets struggle with on projects.
THURSDAY
Groups of participants will identify their top issues, and individual participants will have the opportunity to
review and add to a list of 35 issues and pitfalls with the final list being e-mailed to all participants. This
comprehensive, watch-out checklist will be invaluable for ensuring efficient and successful projects for
anyone who coachs or does Lean Six Sigma projects. Trainers can use it to upgrade training to eliminate
pitfalls and misconceptions.
Examples of potential misconceptions include:
I cant do a Lean Six Sigma project because I only have one data point for my baseline; or
I cant do measurement system analysis or capability on my project, or
Flowcharts or roadmaps are best way to help belts do a project; or
Once created, a LSS project charter doesnt change
Best way to summarize my DMAIC project is in chronological order based on what was done when
Example of potential pitfalls include:

Failing to work on projects management is really interested in; or
Unnecessary use of tools and methods; or
Failing to recognize warning signs of poorly scoped project;
Jumping to solutions in charter and even project titles; or
Confusing or unclear measure of success or impact for project.
March 12, 2015
Page LSS-21
TRACK 20
Track Chair:
Alberto A. Yanez-Moreno
Session #LSS-201
3:30 PM-4:30 PM
Keywords: Lean
Thinking, Stage Gate,
Program Management,
Project Management
Industry: Service
Level: Basic
PROGRAM MANAGEMENT
Program Management+Stage Gate+Lean Thinking=Success!

Ashley Stroud-LoVerde, MBB, PMP, Vice President Lean Six Sigma, Emdeon, Nashville, TN, USA
Effective Program Management with a stage gate methodology and Lean thinking are the perfect ingredients
for highly successful execution of strategic programs. By building cross-functional teams, Program
Management creates an open communication platform across the entire value stream from those with the
ideas to those who are supporting our clients. Add a stage gate process and you now have the business
operating as a whole doing the right work at the right time accelerating speed-to-market, reducing re-work,
and having more efficient and effective allocation of resources.
From an executive perspective, stage gate ensures alignment of priorities across the organization and
functional areas, eliminates surprises, and ensures we are working on the right stuff among the alternatives.
Lean Thinking allows you to filter a mass amount of information into the critical pieces that tell the story of a
program and allow the executives to make decisions.
March 12, 2015
The tool we use to communicate in the Stage Gates is an A3 which is steeped in Lean thinking. It is a
collaborative tool, a communication tool, a decision making tool. The powerful combination of Program
Management, stage gate process, and Lean thinking is proven to be successful in execution of any strategy.
Attendees will leave understanding how the combination of program management, stage gate, and Lean
thinking is a powerful method of executing on strategy.
THURSDAY
Ashley Stroud-LoVerde is both a certified PMP and Lean Six Sigma Master Black Belt. She spent six years
working in a PMO implementing PMI standards of excellence in addition to strategy deployment, stage gate
processes, Lean Six Sigma training, and A3 Thinking. For the last two years, Ashley has fully enjoyed the
opportunity to build and lead a Strategic Programs Office focused on executing on the key strategies of the
business.
Page LSS-22
TRACK 21
Track Chair:
Tanya Pistawka
LEAN & SIX SIGMA

DEVELOPMENTAL TOOLS
Using Gemba as a Process Development Tool
Derek Darling, Global Director of Operations and Quality, Spectracom Corporations, Rochester, NY, USA
Keywords: Analysis
Paralysis, Gemba
Level: Intermediate
This presentation will introduce concepts, methods and ideas that show how "Going to the Gemba" can offer
deeper insights and leaner solutions to processes and problems in every area of a company. Participants will
obtain templates and checklists to help them walk through a process, and gain deeper insight into the data
that is necessary and important to making significant progress rapidly. Through Gemba analysis participants
will learn an alternate methodology for approaching everyday problems, simple techniques to gain insight into
core business structures, and a straightforward practice to create communication pathways across boundaries.
David Silverstein, Founder & CEO, BMGI, Denver, CO, USA
Unintended consequences are, well unintended. And that means they were probably unanticipated. How is it
that we get bitten by this law so often? When millions were starving in Rwanda, then President Bill Clinton
moved heaven and earth to see to it that the people of Rwanda were fed. But in doing so, he effectively put the
few fledgling, but surviving farmers in Rwanda, out of business because food was basically free. As a result, the
famine in Rwanda wound up lasting a decade longer than most experts believe it otherwise would have. In a
recent interview, President Clinton said, I will have to live with the consequences of my actions in Rwanda for a
very long time.
Session #LSS-212
4:05 PM-4:40 PM
Keywords: Rwanda,
Government, Hunger,
Strategy and Innovation.
Industry: Service
Level: Basic
Lean and Six Sigma is about, among other things, having a process and being data driven in how we solve
problems. Not only do we need to be sure to avoid unintended consequences in the improvements we drive
through Lean and Six Sigma, Lean and Six Sigma trained people can play a significant role in bringing more
discipline to other areas of the business including strategy and innovation.
David Silverstein written on innovation, performance, and significant business issues for numerous publications
including Business Week, Inc. Magazine, The Wall Street Journal and Forbes. Hes also published several books
on innovation, business management and executive leadership.
4:40 PM-4:50 PM
Closing Remarks Darren Flynn, Conference Chair
ORGANIZING COMMITTEE
Conference Co-founders
Sermin Vanderbilt, Ph.D., American Quality
Institute
Marco Luzzatti, MBB, Greenville Technical
College
Conference Chair
Darren Flynn, MBB, PMP
Conference Vice-Chair
Bonnie Stone Hauge, MBB, PMP, CAS
Adaptive Solutions
Past Conference Chairs
Ashley Stroud-LoVerde, MBB, PMP, Emdeon
Bonnie Stone Hauge, MBB, PMP, CAS
Adaptive Solutions
Technical Committee
Russ Aikman, TMAC
Brian Clark, Engines, Inc.
Grace Duffy, MBB, Management and Performance Systems
Beth Galt, MBB, MPI Research
Krishnan Krishnaiyer, Pearson
Tanya Pistawka, Prudential
Joel Smith, MS, Minitab, Inc.
Pervin Uren, Ch.E., MBA, American Quality Institute
Kimberly Watson-Hemphill, MBB, Firefly Consulting
Alberto A. Yanez-Moreno, Ph.D., Center for Innovation/ UT
Arlington
Registration Committee
Jane Christensen, American Quality Institute
San West, American Quality Institute
Page LSS-23
March 12, 2015
End Keynote: 3 Steps Ahead - Managing the Law of

Unintended Consequences
THURSDAY
While the collection and use of data is important to understanding performance, often the analysis of data is
de-coupled from the practical, hands-on review of processes. This type of over-reliance on excel spreadsheets
or other databases may produce sub-optimal results. We may miss simple and elegant solutions purely
because we didn't take the time to physically examine the process. Gemba is a Japanese philosophy and word
meaning, "the place in which work is done."
Session #LSS-211
3:30 PM-4:05 PM
Workshop #LSS-2
Lean & Six Sigma Yellow Belt

Certification
Workshop #LSS-3
Lean & Six Sigma Black Belt

Training Essentials
Based on the LSS-6001 Draft International Standard
8 AM - 4 PM; 0.7 CEU
8 AM - 4 PM; 0.7 CEU
Note that this special workshop price is made possible

by our sponsor CAS Adaptive Solutions. Upon
successful completion of this workshop, participants will
be Lean & Six Sigma Yellow Belt Certified and will
receive 0.7 CEU for attendance.
Workshop Description: This workshop will be helpful for
Workshop Description: An ideal introduction to Lean & Six

Sigma for those not yet trained as a Belt. The workshop received such
rave reviews last year that we brought it back! This interactive workshop
combines instruction with hands-on application of Lean & Six Sigma
concepts. With this workshop you will learn:
The Fundamental Lean Principles, Six Sigma principles, and the
overwhelming benefits of blending the two in a unified approach.

Project execution based on the DMAIC (Define, Measure, Analyze,
Improve, Control) methodology
Project targeting criteria and what makes a great LSS project
Lean & Six Sigma concepts and tools
Key elements of successful Lean
Transformation
Project Selection
Team Roles
Voice of the Customer (VoC)
Value Stream Mapping
Value-Add versus Non-Value-Add
Root Cause Analysis
Fishbone Diagrams
Lean Flow
Work Cells
5S
Visual Tools
Capacity
Bottlenecks
Faculty: Our faculty members are Lean Six
Sigma veterans who have trained hundreds of belts across the country.
Don Johnston, is CEO of CAS Adaptive Solutions, a business
excellence consulting firm. Don has trained people at all levels in the
organization and in a variety of enterprises, from small businesses to
Ford Motor Company and the Space Shuttle Program. Don received his
Bachelor Degree in Mechanical Engineering from MIT and his Masters in
Engineering Management from the Florida Institute of Technology.
Bonnie S. Hauge has over 20 years of experience in the
aerospace and healthcare industries in Quality, Engineering and

Organizational Excellence capacities. Bonnie received her undergraduate
degrees from Memphis State University, an MBA from Florida Institute of
Technology and a Masters in Industrial Optimization from Embry Riddle
Aeronautical University. She is certified L6S Master Black Belt.
Who Should Attend: This is an outstanding workshop for
beginners, and for practitioners and executives wanting to better

understand Lean & Six Sigma. Past participants who found the workshop
valuable include: Employees who want to increase their value to the
organization; Quality professionals who want to broaden and sharpen
their skills; and Managers who want to stay current on organizational
excellence
Fee: $445 if registered by February 5, 2015; $495 after this date.
Registration with A2015 code only. The fee includes course materials
and a certificate.
Page LSS-24
participants who are considering developing their own internal LSS BB

curriculum and training. Participants who wish to be able to evaluate LSS
BB training provided by consultants or other organizations will have a list
of topics and content to assess the completeness of their proposed
training. Existing LSS BBs will find this workshop useful to assess their
own personal levels of knowledge so they can decide what, if any, future
personal training needs might exist. The following topics will be
presented with a brief explanation of each, the rationale for including it
in a LSS BB curriculum and examples of how these tools will apply to all
types of organizations be they manufacturing or non-manufacturing.
Lean & Six Sigma Introduction

DMAIC and Purpose/Goal for Each
Phase
Lean & Six Sigma Deployment

Strategies
Typical LSS Roles and

Responsibilities
Project Identification and Selection

Tools and Criteria
Design for Lean & Six Sigma (DFLSS)

Kaizen and Quick Wins
Creating a Project Charter
Voice of the Customer and Customer Satisfaction
Value Analysis and Waste Identification
Basic Statistics and Variation
Use of Statistical Software for Statistical Analysis
Descriptive and Inferential Statistics
Hypothesis Tests
Correlation and Regression
ID, Select, and Prioritize Root Causes
Risk Assessment
Faculty: Dr. J. Kenneth Feldman is a Lean Six Sigma Master Black Belt
and RCI Director. He has more than 40 years of experience in such
diverse industries as healthcare, steel, corrugated containers, printing,
higher education, chemicals, food products, U.S. Military, financial
services, electronics, automotive, paint, ink and others. Ken has a dual
Ph.D. in Industrial Engineering and Psychology with the distinction of
having Dr. W. Edwards Deming, the esteemed quality Guru on his
Doctoral Committee. He also holds a Master of Science in Industrial
Engineering, a Master of Business Administration, and a Bachelors of
Science in Industrial Engineering.
Who Should Attend: This workshop will be helpful for
participants who are considering developing their own internal LSS BB

curriculum and training. Participants who wish to be able to evaluate LSS
BB training provided by consultants or other organizations will have a list
of topics and content to assess the completeness of their proposed
training. Existing LSS BBs will find this session useful to assess their own
personal levels of knowledge so they can decide what, if any, future
personal training needs might exist.
Fee: $445 if registered by February 5, 2015; $495 after this date.
Registration with A2015 code only. The fee includes course materials
and a certificate.
Hotel
Location & Transportation Room Reservation
This years location for both conferences is

the JW Marriott Houston (Galleria), Houston,
Texas, USA.
Houston boasts one of the U.S.s top culinary and

performing arts scenes, and getting to this
culture-rich city is easy. Houstons Bush
Intercontinental Airport (IAH) ranks third in the
U.S. among airports with scheduled non-stop
domestic and international flights, and serves
more than 180 cities worldwide
The JW Marriott Hotel Houston's modern

design features bold color choices
throughout the building, emphasizing the
hotel's distinctive architectural details.
Meet and mingle with fellow guests in the
vibrant lobby area or pick up a Chai tea or
espresso in the on-site Starbucks. Rooms
feature brilliant styling that showcases
comfort in every detail - from plush down
comforters to warm wood tones.
This AAA Four Diamond property also boasts
an indoor/outdoor pool, plus weight and
cardiovascular training equipment for guests
who wish to work up a sweat in the fitness
room. A shopper's paradise can be found in
this part of Houston, as guests will discover
The Galleria Mall right across the street.
Set on Westheimer Road, this exciting
destination features some of the top fashion
brands in the world, as well as upscale and
casual dining options that appease even the
most discerning palette.
Indulge your sweet tooth with a visit to The
Cheesecake Factory, or head out for a
tempting Houston steak. A short stroll takes
activity seekers to Memorial Park for jogging,
cycling and golf.
Please note that the hotel does not provide

shuttle service.
George Bush Intercontinental Airport-IAH

Airport Phone: 1 281 230 3100
Hotel direction: 27 miles SW
Super Shuttle; fee: 25 USD (one way) reservation

required
Estimated taxi fare: 65 USD (one way)
Driving Directions
Take JFK Blvd to Beltway 8 West to 45 South to
610 West/South. Exit Westheimer and turn right.
Hotel entrance is past the 2nd stop light (McCue
St.) on the right before Sage Rd.
William P Hobby Airport-HOU

Airport Phone: 1-713-640-3000
Hotel direction: 16 miles NW
Super Shuttle fee: 25 USD (one way) reservation
required
Estimated taxi fare: 55 USD (one way)
Driving Directions
Take Airport Blvd. to 45 North to 610 West/North.
Exit Westheimer and turn left. Hotel is past the
2nd stop light (McCue St.) on the right before
Sage Rd.
A block of rooms at a specially reduced rate

has been reserved for the conference
attendees. The group rate is $189 for
single/double occupancy.
Deadline to take advantage of the special
group rate is February 5, 2015.
Hotel Reservation Group Code: ISOLSS
Hotel Reservations: 1-800-228-9290
General Phone: 1-713-961-1500
Hotel Reservation On-Line:

Click here to reserve your room at the Group
Rate.
All reservations must be accompanied by a
first night room deposit, or guaranteed with a
major credit card.
For further information about the hotel, please
visit: http://www.marriott.com/hotels/hotelphotos/houjw-jw-marriott-houston/
Hotel Address:
JW Marriott (Galleria)
5150 Westheimer Road
Houston, TX 77056 USA
Please note that there are two

JW Marriott hotels in Houston.
The conference hotel is the one
in the Galleria area, not
downtown.
2015 REGISTRATION INFORMATION
Registration Code:
UNTIL
FEB 5
AFTER
FEB 5
Regular Attendee - Full Conference
$995
$1,095
Government or Groups of 5 or More - Full Conference
$945
$1045
Co-Speaker - Full Conference; only one Co-Speaker per presentation
$445
$495
ISO-WS1: ISO 9001: 2015 Transition with Confidence
$645
$695
ISO-WS2: Select a Registrar, Train the Auditors, and Prepare the Workforce
$645
$695
ISO-WS3: Tools for Strategic Thinking and Envisioning
$395
$495
ISO 9000 CONFERENCE REGISTRATION FEES
ISO-WS4: ISO 9001: 2015 Revision - What is New? For Conferees $95;
for non-Conferees $195
ISO 9000 Speed Networking; included in the conference registration fee
N/A
N/A
LEAN & SIX SIGMA CONFERENCE REGISTRATION FEES

Registration with A2015 code only.
Until
Feb 5
After
Feb 5
$945
$995
Government or Groups of 5 or More - Full Conference
$895
$945
Co-Speaker - Full Conference; only one Co-Speaker per presentation
$445
$495
LSS-WS2: Lean & Six Sigma Yellow Belt Certification
$495
$595
LSS-WS3: LSS BB Training Essentials Based on the LSS-6001 Draft Intl Standard
$495
$595
LSS Speed Networking; included in the conference registration fee
N/A
N/A
LSS-WS1: Lean Project Management; For Conferees $95; for non-Conferees $195
There will be an additional $100 late registration fee for each item after March 5, 2015.
REGISTRATION INFORMATION
HOW TO REGISTER
Please note that the Conferee rate applies if you are

attending either the ISO 9000 World Conference
and/or the Lean & Six Sigma World Conference
using the A2015 code. This code is printed on the
Conference Registration Form. If you call to register,
please mention this code.
For either the ISO 9000 World Conference, or the

Lean and Six Sigma World Conference, you may
register as follows:
What is included in the Conference

Registration Fee: For both ISO 9000 World
Conference and the Lean & Six Sigma World

Conference, the fee includes admission to technical
sessions, exhibits, electronic copy of the
proceedings, continental breakfast, and lunch.
Please see the workshop descriptions to learn what
is included for each workshop.
Group Registrations: If you are registering as a

group of five or more individuals from the same
organization for either the ISO 9000 and/or the Lean
& Six Sigma World Conference, each registrant must
complete a separate registration form. When
requesting the group rate, you must submit the
payment information for everyone in your group at
the same time.
Certificates, CEUs, and Proceedings:
Attendees for either conference will receive an

electronic copy of the proceedings, a certificate of
attendance for 1.6 CEUs/RUs for the ISO 9000 World
Conference, and/or 1.6 CEUs/RUs for the Lean & Six
Sigma World Conference. There will be additional
CEU/RU and certificates for pre-conference and
post-conference workshops.
Please note that you must pick up your conference
or workshop certificate onsite. There will be $10
charge for shipping your certificate.
A2015
February 5, 2015
The Conference provides an Early Registration Gift

because your early registration gives us the ability to
estimate the number of attendees in advance. This
results in cost savings. We pass on these savings to
you in the form of an Early Registration Gift.
o If you register for the ISO 9000 World Conference
and/or Lean & Six Sigma World Conference by the

early registration deadline, using the registration
code A2015 you may receive one Early
Registration Gift for each conference, or if you
register for both conferences you may combine
your gifts to receive an Apple TV.
o To qualify for the Early Registration Gift, your
conference registration fee must be paid in full at
the time of your registration.
o Please note that the Early Registration Gift is not
available for Co-Speaker, Speaker, Exhibitor,
and Workshop only registrations, or with any
other discounted registrations.
o Early Registration Gifts are available only by
phone, fax, or mail, but not available by online
registration.
o Early Registration Gifts will be available during
onsite registration hours for the Conference you
are attending.
Your Early Registration Gift selection includes the
following:
ISO 9000 World Conference
iPod Shuffle
$50 ASQ Gift Certificate (to be used at the
Phone: 1-412-782-3383
or 1-888-236-9940
Fax: 1-866-500-9081
E-mail: info@aqi.org (either
conference)
info@iso9000conference.com
info@leanandsixsigma.org
Online: www.regonline.com/aqi
Websites: www.iso9000conference.com
Mail: ISOLSS CONFERENCE

Four Camden Drive
Pittsburgh, PA 15215 USA
ON-SITE REGISTRATION HOURS

Saturday, March 7, 2015: 7 AM-1 PM; 5 PM-7 PM
Sunday, March 8, 2015: 7 AM-1 PM; 2 PM-4 PM
Monday, March 9, 2015: 7 AM-1 PM; 5 PM-7 PM
Tuesday, March 10, 2015: 7 AM-1 PM; 2 PM-4 PM
Wednesday, March 11, 2015: 7 AM-1 PM
Thursday, March 12, 2015: 7 AM-1 PM
Friday, March 13, 2015: 4 PM-6 PM
ASQ Booth during the exhibit hours)
Tablet PC
Lean & Six Sigma World Conference
iPod Shuffle
Tablet PC
Two-Conference Combined Gift
If you register to both the ISO 9000 World

Conference and the Lean & Six Sigma World
Conference, you may combine your gifts and receive:
Apple TV
S&H: Add $10 for S&H, with the exception of the

ASQ Gift Certificates. The fee is waived for
Government attendees.
CANCELLATION / SUBSTITUTION POLICY

Cancellations: If your cancellation notice is received
in writing, on or before February 5, 2015, there will
be a $150 processing fee for each conference, and a
$100 processing fee for each workshop. Any
cancellation notice received after this date will result
in forfeiture of the full registration fee.
Substitutions may be made any time until February
5, 2015 without any additional fees. There is a $100
fee for each substitution.
Refunds are not granted for failure to attend, no
shows, late arrival, unattended events, or early
departure. All refunds will be processed within 30
days after the Conference.
To register online: regonline.com/aqi or visit www.aqi.org
23rd ANNUAL ISO 9000

WORLD CONFERENCE
2015 LEAN & SIX SIGMA

WORLD CONFERENCE
March 9-10, 2015
March 11-12, 2015
Registration Code:
A2015
ATTENDEE INFORMATION
ISO 9000 CONFERENCE
Mr.
Ms. Mrs. Dr. Other: ..........................

$995 until Feb. 5; $1095 after this date
Name: .............................................................................................
Government or Groups of 5 or More

Job Title: ........................................................................................
Co-Speaker; Presentation #: ...........................

$
Organization: ..............................................................................
ISO-WS1: ISO 9001:2015 Transition with

Confidence; Lorri Hunt; Sunday, March 8
...........................................................................................................
Please include a street address. PO Box is not
acceptable. Home address is preferred.
Business Address
Home Address
Address: ........................................................................................
...........................................................................................................
PAYMENT INFORMATION
ISO-WS2: Select a Registrar, Train the

Auditors, and Prepare the Workforce;
Susan Moore & J. Powell; Sunday, March 8
AMEX VISA MC Discover Check

Card No: ..........................................................................................
Expiration: ............................... Verification #: .........................
Name on Card: ..............................................................................
Signature: ........................................................................................
Street Address: .............................................................................

City: ..........................................................
ISO-WS3: Tools for Strategic Thinking and

Envisioning; David Edgar; Sunday, March 8;
$
Zip: .....................................
State: ........................
Country: ........................................
Tel: ................................................................. Ext: ........................

For either the ISO 9000 World Conference and/or the
Lean & Six Sigma World Conference, make checks
payable to: ISOLSS CONFERENCE
City: .......................................................... State: ........................
ISO-WS4: ISO 9001: 2015 Revision-What

is New? Jack West; Monday, March 9
For Conferees $95; for non-Conferees $195
Zip: ........................................ Country: ....................................
ISO 9000 Speed Networking

Monday, March 9
Yes / No
ISO 9000 PARALLEL TRACKS
Tel: ................................................................ Ext: ...................
LEAN & SIX SIGMA CONFERENCE
Cell: .................................................................................................

Track 3: What is New in ISO14001, ISO50001

Track 4: Regulated Industry Perspective
Track 5: ISO 9001:2015 and Risk Based Thinking
E-mail 1: ........................................................................................
Government or Groups of 5 or More

...........................................................................................................
Co-Speaker; Presentation#: ............................

$
E-mail 2: ........................................................................................
How did you hear about us? Check all that apply.
Direct Mail
E-mail
Internet
Magazine Ad
Past Attendee Website
Word-of-Mouth Other: ............................................
Where will you be staying?
JW Marriott Houston
Other: ...................................................................................
CONTACT PERSON
If you are completing this Registration Form on
behalf of someone else, please provide the following:
LSS-WS1: Lean Project Management WS

Terra Stern, Wednesday, March 11, 2015
For Conferees $95; for non-Conferees $195
LSS-WS2: Lean & Six Sigma Yellow Belt
Certification; Don Johnston, Friday, March
13; $495 if registered by Feb. 5, 2015; $595
after this date. Registration with A2015
code only.
LSS-WS3: LSS BB Training Essentials

Based on the LSS-6001 Draft International
Standard; Ken Feldman, Friday, March 13;
$495 if registered by Feb. 5, 2015; $595 after
this date. Registration with A2015 code
only.
$
E-mail: ............................................................................................
For full-paying conferees only, if registered by

February 5, 2015
REGISTRATION INFORMATION
ISO 9000 Conference (please select one)

iPod Shuffle
$50 ASQ Gift Certificate
Tablet PC
1-412-782-3383 or 1-888-236-9940
E-mail:
info@aqi.org (for either conference)
Online:
https://www.regonline.com/aqi
Websites:
www.iso9000conference.com
Mail:
ISOLSS CONFERENCE
Four Camden Drive
Pittsburgh, PA 15215 USA
TUESDAY EARLY MORNING
Track 10: Organizational Transformation & Change

Track 11: Quality/Process Improvement in Healthcare
TUESDAY LATE MORNING
Track 12: Audits, Documentation, and Innovation

Track 13: Rapid Improvement with QMS in Healthcare
Track 14: Building a Multi-Cultural Quality System
Track 15: Innovative QMS Tools for Performance
Track 16: Leadership through Employee Engagement
Track 17: HC Workshop
TUESDAY LATE AFTERNOON
Track 18: Strategies for Leadership

Track 19: Synergy between Lean & QMS
LSS PARALLEL TRACKS

WEDNESDAY EARLY AFTERNOON
Tel: ....................................................................... Ext: ..................
1-866-500-9081
MONDAY LATE AFTERNOON
Track 6: Sector Applications of QM Standards

Track 7: Case Studies in ISO 9001 and QMS
Track 8: Customer Satisfaction through Innovation
TUESDAY EARLY AFTERNOON
LSS Speed Networking

Wednesday, March 11
Fax:
track you are likely to attend. You are free to move from one track to another. Note
that only the parallel tracks are listed below.
MONDAY EARLY AFTERNOON
Name: ................................
Phone:
To assure that the appropriate rooms are assigned, please indicate the parallel
Yes / No
Track L3: Lean & Six Sigma and the Bottom Line
Track L4: Employee Engagement in LSS Projects
Track L5: Reach Your Full Potential with LSS
WEDNESDAY LATE AFTERNOON
Track L6: Boost Your Lean & Six Sigma

Track L7: Lean & Six Sigma in Defense & Military
Track L8: Statistics without the Fear Factor
THURSDAY EARLY MORNING
Track L10: LSS Applications in Oil, Gas, and Energy

Track L11: Deployment Strategies for LSS
Track L12: How to Avoid Pitfalls in LSS Projects
THURSDAY LATE MORNING
LSS Conference (please select one)

iPod Shuffle
Tablet PC
ISO 9000 & LSS Conference Combined Gift
Apple TV: If you registered to both conferences
S&H: Add $10 for S&H, with the exception
of the ASQ Gift Certificates. The fee is
waived for Government attendees.
TOTAL $
Track L13: Lean Six Sigma Applications in Healthcare

Track L14: Unique Applications of Lean & Six Sigma
Track L15: Software Tools for Lean & Six Sigma
THURSDAY EARLY AFTERNOON
Track L16: LSS Applications in Government /Services

Track L17: Linking Voice of the Customer to LSS
Track L18: Measurement & Analysis Methods for LSS
THURSDAY LATE AFTERNOON
Track L19: Misconceptions & Pitfalls on DMAIC

Track L20: Project Management + Stage Gate + Lean
Track L21: Lean & Six Sigma Developmental Tools

2015 ISO World Conference Brochure

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2015 ISO World Conference Brochure

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The Worlds Leading Conference on ISO 9000 & QMS Standards

ISO 13485 for

ISO 14001 for

Nigel Croft, Ph.D.

Team Leader for

ISO/TS 16949 for

Past Chair US TAG to TC 176

eAudits & Audits

EARLY REGISTRATION GIFTS

Please see the Registration Guidelines for further

Chair, U.S. TAG to

Quality Improvement Education

The Worlds Leading Conference on ISO 9000 & QMS Standards

The 2015 ISO 9000 conference list of speakers includes technical

$1,495 until February 5, 2015

ISO Conference Bags: $3,000

Lorri Hunt, 2015 Conference Chair

Conference Mailing List will be available for purchase in an

The year 2015 is one of

Early Registration Gifts

ISO 9001/QMS Networking Luncheons

Early Registration Deadline:

12:00 PM-1:15 PM (on both conference days)

If you register for the ISO 9000 World

If you register for

Please note that early registration gifts are available only if

Monday, March 9, 2015

Tuesday, March 10, 2015

23rd Annual ISO 9000 World Conference

Opening Remarks -- Lorri Hunt, Conference Chair

The Future Has Moved and Left No Forwarding Address

MONDAY March 9, 2015

A New Era of Management System Standards Implications of

ISO 9001:2015 Separating the Facts from Fiction

888-236-9940 O R 412-782-3383 O R E - M A I L : INFO@AQI.ORG

The Worlds Leading Conference on ISO 9000 & Related Standards

Changes to Standards Affecting Accredited

ISO 9001:2015 - Panel Discussion

The panel will feature top-experts from around the world:

Nigel Croft, Ph.D., Chairman of ISO/TC176/SC2, UK

ISO 9001/QMS Networking Luncheon

Monday, March 9, 2015

MONDAY March 9, 2015

23rd Annual ISO 9000 World Conference

MONDAY March 9, 2015

Changes Coming for the ISO 14001 Environmental Management

ISO 50001 Energy Management

Deann Desai, Georgia Tech, Atlanta, GA, USA

Update on TL 9000 R6.0 Requirements & ISO 9001:2015

888-236-9940 O R 412-782-3383 O R E - M A I L : INFO@AQI.ORG

The Worlds Leading Conference on ISO 9000 & Related Standards

Interlinking Performance Excellence & Multiple ISO Standards

Changes to ISO 13485 - Are You Ready?

The Current State of Quality in the Automotive Industry

Results of the Current State of Quality Survey

MONDAY March 9, 2015

23rd Annual ISO 9000 World Conference

Will ISO 9001-2015 Really Eliminate Preventive Actions?

William Houser, President, Eagle Force, Inc., Spring, TX, USA

MONDAY March 9, 2015

The Single Management System

Keywords: RiskMatrix, Technology,

Reaching Beyond Quality