Chapter 92 Annual Conference
2009 Fall Conference
The Fall Conference is Monday, November 16th, from 8 am – 4 pm at Dave &
Busters, located at the Legends at Village West. This year we are featuring
morning and afternoon topics. We will have two dynamic speakers in the
morning on Change Leadership. Our afternoon topic will be two Value Stream
Mapping workshops, one for Office functions and one for Operations. Topic overview
and speaker bios are provided below. Please contact
Doug Gill if you have any questions.
Register online
Change Leadership
Carol Marinovich
Without the vision, dedication and expertise of former Mayor Carol Marinovich, Kansas City, Kan., would not be
the city it is today. Marinovich was truly a legendary civic leader, serving as a local politician for 16 years
and making an enormous impact on every aspect of the area during that time.
A native of Kansas City, Kan., Carol Marinovich has certainly given back to her hometown in innumerable
ways. After receiving a bachelor’s degree from St. Mary’s University and a master’s degree from the School of
Education at the University of Kansas in 1981, Marinovich began impacting the lives of other Kansans through
teaching. She spent nine years in the classroom before becoming the special education coordinator for the Kansas
City, Kan., school district.
While contributing to Kansas City through education, Marinovich simultaneously became involved in the
local government. In 1989, she was elected to the KCK City Council and served six years in this position. In
1995, Marinovich defeated the incumbent mayor and numerous other candidates to become the first woman mayor of
Kansas City, Kan. As mayor, Marinovich’s positive effects on the community were unmatched. She helped consolidate
the city and county governments into what is now the Unified Government of Wyandotte County/Kansas City. The
Unified Government (UG) became dedicated to the economic development of the area as a whole and to help oversee
a new era of growth and prosperity in KCK.
Marinovich focused her efforts on everything from blighted areas of the city, to residential
and commercial development, to reducing crime. Under her leadership, Kansas City, Kan., saw the
creation of the largest tourist attraction in the state: Village West. The creation of the
shopping, dining and entertainment mecca began with bringing the Kansas NASCAR Speedway,
Nebraska Furniture Mart and Cabela’s to the area.
In order to finance such phenomenal growth, Kansas Legislature approved the STAR bond
legislation and the governing body then utilized that legislation to help finance the Speedway
and Village West project to use Sales Tax and Revenue bonds, a unique financing alternative
that has also brought additional attractions to the Kansas City, Kan., area. The county’s tax
rate decreased by 18 percent and the area’s property tax base increased.
Revitalizing the urban core was another priority of Marinovich’s. Numerous new projects began,
including the renovation of old buildings and the creation of new ones downtown and elsewhere.
The unemployment rate dropped significantly and violent crime declined an unprecedented 50
percent during the mayor’s 10-year term. For her amazing contributions as mayor and CEO of the
UG, Marinovich was awarded the Alumni Distinguished Service Award from her college
alma mater in 2005. She received numerous other awards and was named one of the nation’s top 11
public officials by Governing magazine in 2002. Marinovich now serves as senior vice president
of Fleishman-Hillard and is a popular public speaker. She also serves on a number of
boards as part of her continuing service.
Gillian Ortega
In 1979, Gillian Hennessy-Ortega move to the United States from Ireland with nothing but twenty dollars in her
pocket and the American Dream in her heart. In less than twelve years, she realized that dream, becoming a
National Sales Director for one of America’s best-known and most iconic businesses: Mary Kay. Since then,
her personal story of hard work, persistence, and ultimate success has served as inspiration and motivation
for thousands of men and women around the world.
Gillian Hennessy-Ortega is one of the top National Sales Directors as Mary Kay Inc. She is a sought-after
speaker both within the Mary Kay organization and for many other organizations as well. She not only mentors her
sales team of more than 2,000 women, but also speaks directly to more than 25,000 Mary Kay personnel a year.
Value Stream Mapping
Value Stream Mapping is a method of visually mapping a product's production path (materials and information)
from "door to door". VSM can serve as a starting point to help management, engineers, production associates,
schedulers, suppliers, and customers recognize waste and identify its causes. The process includes physically
mapping your "current state" while also focusing on where you want to be, or your "future state" blueprint, which
can serve as the foundation for other Lean improvement strategies.
A value stream is all the actions (both value added and non-value added) currently required to bring a
product through the main flows essential to every product:
- the production flow from raw material into the arms of the customer
- the design flow from concept to launch
Taking a value stream perspective means working on the big picture, not just individual processes, and
improving the whole, not just optimizing the parts.
Value Stream Mapping is a pencil and paper tool that helps you to see and understand the flow of material
and information as a product makes its way through the value stream. The meaning is simple: Follow a product's
production path from customer to supplier, and carefully draw a visual representation of every process in the
material and information flow. Then ask a set of key questions and draw a "future state" map of how value should
flow.
Within the production flow, the movement of material through the factory is the flow that usually comes
to mind. But there is another flow - of information - that tells each process what to make or do next. You must
map both of these flows.
Value Stream Mapping can be a communication tool, a business planning tool, and a tool to manage your
change process. The first step is drawing the current state, which is done by gathering information on the
shop floor. This provides the information needed to map a future state. The final step is to prepare and begin
actively using an implementation plan that describes, on one page, how you plan to achieve the future state.
More and more organizations with successful shop-floor lean efforts are also applying Value Stream
Mapping methods and lean principles to administrative areas. Value Stream Mapping provides a simple, yet thorough
methodology that relies on relevant data analysis and display. It links reporting requirements, metrics, people,
and lean tools to sustain improvement and promote process learning. It gives managers and employees the same
tool and language to communicate.
WHY VALUE STREAM MAPPING IS A GOOD PLACE TO START YOUR LEAN JOURNEY
- it helps you visualize more than just the single-process level, i.e. assembly, welding, etc.
- it helps you see more than waste; it helps you see the sources of waste in your value stream
- it provides a common language for talking about manufacturing processes
- it makes decisions about the flow apparent, so you can discuss them
- it ties together lean concepts and techniques; helps you avoid "cherry picking"
- it forms the basis of an implementation plan
- it shows the linkage between the information flow and the material flow
- it is much more useful than quantitative tools and layout diagrams that produce a tally of non-value
added steps, lead time, distance traveled, the amount of inventory, and so on.
Source: www.mamtc.com/lean/building_vsm.asp
Justin Tomac
Justin is a Lean Strategy and Implementation Manager at Hallmark Cards, Inc. where his role is to assist
in the coaching and mentoring of Hallmark as it travels on its Lean Process journey. Tomac is EIT certified
and is Green and Black Belt certified in the six sigma methodology.
Tomac hails from near a border town between the Dakota’s (North and South) called ‘dirty water’ (Watauga)
in the Lakota Sioux Language. Raised on a Angus beef cattle ranch the 15th of 18 children, in which he is now a
partner along with several other siblings, Tomac graduated from the South Dakota School of Mines and Technology
in Rapid City, SD with a B.S. in Industrial Engineering. Eventually he returned to night school at Wichita State
University in Wichita, KS to “satisfy the unfilled feeling of being such a slacker in my undergraduate program”
and earned a M.S. in Engineering Management.
Tomac has worked in the following industries primarily within the Integrated Supply Chain as a Change Agent
or Engineer deploying the Lean (PDCA) & Six Sigma methodologies: Energy (Oil Field & Refinery -Amoco),
Housing Construction (Wood structural design), Aviation (Learjet), Automotive (Delphi), Light Industrial (Emerson
Electric), Telecommunications (Sprint PCS), Railroad Communication (GE Global Signaling), Hospital Consulting (GE
Healthcare), Healthcare (United Healthcare Prescription Solutions). Tomac currently reside on 0.97 acres in
Raytown, MO with his wife Sarah and six children (Vincent, Benedict, Philip, Natalie, Isabella & Ivan), where
he relaxes by reading, gardening, landscaping and various other do-it-yourself sustainable projects.
VSMs in office environments are not as common as those in manufacturing situations. Justin will be
reviewing how to conduct a VSM in an office environment and will be covering key points such as the role of the
facilitator, pre-work to do prior to the VSM activity, the importance of metrics, conducting an actual VSM event,
and follow up.
Brad Steinlage
Brad is a 1994 graduate of Kansas State University with degrees in Industrial Engineering and in
Economics. Brad has spent the past 15 years working in manufacturing where he has held various positions
including Industrial Engineer, Plant Manager, Director of Manufacturing, and Operations Manager. From 1994 to
2000 Brad was employed by B.A.G. Corp, based in Dallas, TX. Since 2000 Brad has been employed by Haldex Brake
Products Corporation’s Blue Springs facility where he is the Operations Manager. During his time with Haldex,
Brad has been instrumental in the implementation of “The Haldex Way” at the Blue Springs location. The Haldex
Way is Haldex’ global approach to lean manufacturing. Brad has become a Haldex value stream mapping “internal
expert.” Brad is a strong believer in the power of the value stream map. As he puts it, “The value stream map
is the most important tool in The Haldex Way. Organizations have more problems to solve than they have resources
to solve them – the key is accurately identifying which constraints or problems within a value stream are most
deserving of the organization’s improvement efforts. The value stream map identifies the key points in the value
stream where improvement is required to move your value stream from its current state to a leaner, more desirable
future state.”
Brad resides in Shawnee, KS with his wife, Maggie, and their four children. In his free time Brad enjoys
coaching his children’s various sports including football, wrestling, and baseball. Brad enjoys reading history
and anything related to personal or organizational improvement. He also tries to attend as many K-State football
games as time allows. In June, 2009 Brad graduated from DeVry’s Keller Graduate School of management where he
earned his MBA.
Brad’s will be addressing VSMs in a operations/manufacturing environment. Brad has used two books to guide
his value stream mapping – Learning to See by Mike Rother and John Shook and Creating Continuous Flow
by Mike Rother and Rick Harris.
Brad will address the following:
- The benefits of value stream mapping
- The most opportune times to draw a new value stream map
- Deciding what should be mapped – site level vs. process level
- Assembling the VSM team
- What to expect when creating the current state and future state maps
- Responsibility for the value stream map – naming the “Value Stream Manager”
- Ensuring follow up and follow through on the actions required to move from the current state map to the
leaner, more desirable future state map
Based on his personal value stream mapping experiences, Brad will present examples of both current and future
state maps at the site level, the process level, and across companies. Brad will demonstrate how the use of
value stream mapping has led to productivity improvements, inventory reductions, changeover time reductions, and
improved responsiveness to customer demand.
Sponsors - Heubel, Logistics Planning, MAMTC, Neff, Xpedx
