Presentation Details

KEYNOTE SPEAKERS

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Governor Gary R. Herbert

Governor of Utah

About
Governor Gary R. Herbert has led Utah’s recovery from the Great Recession to a position of national economic prominence. His unwavering focus on economic development includes attracting new business and investment to the state while helping homegrown businesses flourish. Governor Herbert recently launched his legacy initiative, Utah Life Elevated 2020—a collaborative, statewide growth strategy to further enhance Utah’s quality of life and ensure the future prosperity of all Utahns. The four focus areas of the initiative include: effective and efficient government, a qualified workforce, thriving communities, and equitable and competitive revenue. As the state’s 17th governor, Governor Herbert took the oath of office on August 11, 2009. Prior to becoming the state’s chief executive, Governor Herbert served as lieutenant governor for five years.

Gary R. Herbert

Governor
State of Utah

KRISTEN COX

Executive Director, Utah Governor’s Office of Management and Budget

7 Essentials for Breakthrough Results
Kristen Cox will share her insights into how organizations can systematically achieve significant results while also creating a win for employees, taxpayers, and those receiving services. Founded on the Theory of Constraints (TOC), Utah’s SUCCESS Framework and Kris’ approach will summarize both what organizations should avoid doing as well as what is necessary to break through all the obstacles and noise that prevent organizations from achieving big leaps in performance. All organizations have hidden capacity—it’s just a matter of knowing how and where to find it.

From Strategy to Reality: Ensuring Your Plan Is Put into Place, Not Placed on a Shelf
Almost everyone has been involved with or knows of a strategic plan that, at the end of the day, had almost zero impact. In fact, it seems like most strategic plans fail to live up to their potential or promise despite endless meetings, research, lists of good ideas, and stakeholder involvement. People want to make an impact and solve problems. Why then do most strategic plans fail to deliver? In this workshop, you will learn 6 reasons why most plans fail as well as 5 specific steps you can take to make sure your plans get put into place rather than placed on the shelf. Learn how to set your organization apart from the rest by designing solutions that make a measurable and significant impact.

About
A champion of continuous process improvement, Kristen Cox has designated the Theory of Constraints (TOC) and her SUCCESS Framework as the guiding process improvement tool for Utah state government. By integrating operational excellence with the state’s management and budgeting practices, Kris and the GOMB team are working closely with all cabinet-level agencies to improve state government operations with a focus on quality, capacity, and cost.

Kristen Cox

Executive Director
Utah Governor’s Office of Management and Budget

ANDREW BUSCH

Retired Lt. General, U.S. Air Force

Leadership and Continuous Improvement
Retired Lieutenant General Andrew Busch considers every significant success he has been a part of as a senior leader in the U. S. Department of Defense to be rooted in continuous process improvement. In his keynote address, General Busch will share his experience and success in implementing improvement initiatives in maintenance repair and overhaul and supply chain management. He will also share his expertise and leadership lessons for leading and sustaining change in large and complex organizations.

About
Lt. General Andrew Busch recently retired from the U.S. Air Force where he served as the director of the Defense Logistics Agency. He is a tested senior leader with extensive experience in supply chain management and aircraft maintenance, repair, and overhaul. As a senior executive, he provided strategic leadership while commanding an aircraft maintenance, repair, and overhaul (MRO) depot, the aviation spare parts supply chain for the Department of Defense, as well as the Air Logistics Center at Hill Air Force Base. In his final assignment, he served as the director of the Defense Logistics Agency leading nine supply chains supporting the U.S. military, as well as federal, state, local and international partners. His agency provided food, medical material, uniforms and construction equipment, 98 percent of the Defense Department’s fuel, and the majority of spare parts for military weapons systems.

Andrew Busch

Retired Lt. General
U.S. Air Force

Alex Knight

Chief Executive Officer, QFI Consulting and Author, Pride and Joy

Breakthrough Results in Quality, Safety, Timeliness, and Affordability of Care
The health and social care system is in crisis. Around the world, countries are spending an increased proportion of their gross domestic product (GDP) on healthcare. With the affordability of care in question, the quality and timeliness of care are suffering and staff morale has been damaged. Health and social care systems appear notoriously complex and have proven extremely difficult to improve. The common viewpoint is that it will take much more money now and in the future to deliver high quality and timely care and that doing so is the only solution. Alex Knight will outline the core problem that health care systems around the world are experiencing and how the application of the Theory of Constraints (TOC) achieves remarkable results in a short timeframe and, more importantly, that the same application can be used to improve outcomes across any complex system.

Achieving Breakthroughs in the Quality, Safety, Timeliness, and Affordability of Care with TOC: A Hands On Workshop
During this 2-hour session, Alex will build on the approach from his keynote presentation to explain the practical application of his “Pride and Joy” approach in a number of healthcare environments. He will highlight the key elements of the solution and talk through a number of successful case studies. The session will also include an explanation of the steps you can take to verify and validate the approach in your own environment and to establish consensus among both management and clinicians regarding the application of the approach. Alex will highlight how to answer two key questions at the heart of the approach: 1) Of all the areas of the health and social care systems, which one should I improve first; and 2) Of all the patients I could see, which patient should I see next?

About
Alex Knight is the CEO of QFI Consulting and author of the book, Pride and Joy. For nearly three decades he has worked around the world alongside many great leaders in healthcare, social care, for-profit and not-for- profit organizations. His consulting, lecturing, and coaching work have shown him first-hand the joys and struggles people face in their endeavors to improve their services and businesses. For the last 15 years, Alex’s primary focus has been on building, testing and verifying a Theory of Constraints (TOC) solution for healthcare. His work is guided by the scientific approach and the principles underpinning TOC and the belief that inherent simplicity exists and that in any goal-oriented system there are only a few places that have the power to affect the performance of the whole system. Alex was fortunate to be mentored by Dr. Eli Goldratt and their friendship lasted almost 30 years. Alex is recognized as one of the world’s leading TOC authorities.

Alex Knight

Chief Executive Officer, QFI Consulting and Author, Pride and Joy

RAMI GOLDRATT

Chief Executive Officer, Goldratt Consulting

Management Attention: The Ultimate Constraint
The ultimate constraint is management attention and exploiting the constraint begins with what to STOP doing. In this captivating presentation, Rami Goldratt illustrates the three common but non-obvious ways in which management attention is wasted and distorted to include the causes behind the problem. His presentation will include an explanation on how to reverse the vicious cycle in order to discover more time to focus management attention on the real needs of the organization, both short and long-term.

New Model of TOC Thinking Processes for Breakthrough Results
Achieving breakthrough results (those that demand that we break inertia) require us to relentlessly apply three powers in our possession: emotion, intuition, and logic. In this 2-hour interactive workshop, participants will learn how to use the TOC thinking tools to harness the powers of emotion, intuition and logic to achieve breakthrough results in all aspects of our lives, personal, home/family, and work.

About
Rami Goldratt currently serves as CEO of Goldratt Group, the leading organization in Theory of Constraint (TOC) implementations. Over the years, Rami has been involved in consulting engagements with retail, automotive, textile, chemical, and service industries from all around the world. Rami is considered one of the most influential leaders of the TOC body of knowledge and is highly regarded for developing the TOC applications to sales and marketing. His ground-breaking implementations have become the TOC standard for sales. Rami was also among the pioneers in developing and implementing TOC applications for the education system–guiding hundreds of teachers around the world in applying the TOC thinking process to children’s education.

Rami Goldratt

Chief Executive Officer
Goldratt Consulting

Gene Kim

Co-Author, The Phoenix Project

Creating World-Class Technology Operations with DevOps
Since the 1980s, the book, The Goal, and the Theory of Constraints (TOC) has changed how generations of leaders think about throughput and constraints in production, distribution, project management and many other fields with the concepts now incorporated into most mainstream business curriculums. Simply put, organizations that don’t transition to small batch sizes simply will not survive. Today, the economy is driven increasingly by technology, where large batch sizes are still the norm. The IT function serves not only as the nervous system of the organization but comprises an increasing amount of the organizational muscle mass. Gene Kim will share his TOC journey, how it applies to the technology value stream, what his research of over 25,000 organizations has shown about high performers, and discuss several case studies highlighting organizational transformations that went from good to great.

About
Gene Kim is a multiple award-winning CTO, researcher, and author. He was founder and CTO of Tripwire for 13 years. He has written several books including The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win as well as the newly-released The DevOps Handbook. Since 2014, he has been the organizer of the DevOps Enterprise Summit. Gene has been studying high-performing technology organizations since 1999. Back then, it was typical for software delivery lead times to be measured in quarters or years. Now, using a set of principles and practices often referred to as DevOps, software delivery lead times are measured in minutes or hours, with organizations deploying hundreds of times daily. Pioneered by organizations such as Google, Amazon, and Facebook, DevOps is increasingly being used in almost every industry vertical, including organizations such as Capital One, Nordstrom, Starbucks, Disney, Nationwide Insurance and more.

Gene Kim

Co-Author
The Phoenix Project

CHARLES TOUPS

Vice President, Boeing Research & Technology

It’s All About the Flow: Our Journey Toward Simplification
Boeing is continuously pushing the industry at the frontiers of aerospace. This involves risk-taking and innovation. Preserving this risk-taking requires a culture of operational excellence and speed. Embedding the Theory of Constraints (TOC) in this culture is a natural fit—it enables speed, confidence in risk-taking, and ultimately more and better innovation. Boeing has made a journey of simplifying TOC ideas to allow them to be embraced on a larger and larger scale within the organization. The result is an increasing focus on the importance of “full kit” as a way to generate speed and productivity.

About
Charles Toups is vice president of Boeing Research and Technology, the advanced central research and development unit of The Boeing Company. Toups leads a team of nearly 4,000 engineers, scientists, technicians and technologists who create and collaborate with research and development partners around the world to provide innovative solutions and technologies to solve the aerospace industry’s toughest challenges. Named to his position in March 2016, Toups has oversight of operations at five research centers in the United States including Alabama, California, Missouri, South Carolina and Washington, as well as six research centers in Australia, Brazil, China, Europe, India and Russia.

Charles Toups

Vice President
Boeing Research & Technology

DR. HIROTOSHI UEHARA

Vice President, Panasonic Automotive

Breakthrough in a Red Ocean Commodity Business
It is becoming more and more difficult to ensure profits in our global, cost-competitive society. With low pricing competitor products from Southeast Asia and the evolution of smart phones, it is even more so with the automotive GPS market—to the extent that the market itself is in danger of survival. Dr. Uehara will introduce the Theory of Constraints (TOC) process for business innovation that has created a breakthrough product which transformed a business and moved it from the red to the black. The process focuses on creating value for customers and will provide practical hints that are applicable for all organizations, not just product development. By using an exciting case study, Dr. Uehara will convince the audience that anyone can become an innovator that can change the world as long as there is a process to follow.

About
Dr. Hirotoshi Uehara received his bachelor’s degree in electrical engineering from the National Institute of Technology, Akashi College. He earned his PhD degree in the field of management technology from Osaka University. He has over 16 years of experience in research and development with a focus on the development of consumer products technology. Dr. Uehara has served in various capacities for the Panasonic Corporation including the director of Panasonic’s global television business, the director of the automotive infotainment system business division, executive officer and vice president of the automotive and industrial systems division and as a managing director of the automotive infotainment systems business division.

Dr. Hirotoshi Uehara

Vice President
Panasonic Automotive

FEATURED GUESTS

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Sayumi Ishibashi

President, Japan Uniflow Co., Ltd

Quantum Leap: From Homemaker to CEO
A person needs to learn a lot in order to manage an organization. Accounting, production, project and personnel development, vision, leadership … it is an understatement to say that it takes a great deal of time to learn and succeed in each area. Managing a company can be difficult both mentally and physically, especially if the company is in a financial crisis. This presentation shares the story of how a housewife without any knowledge or experience in management brought back a company from financial crisis. Ms. Ishibashi will share stories on how she encountered Dr. Goldratt and TOC and implemented the process with a simple and easy style that improved the motivation and collaboration within the gemba (a Japanese term meaning the real place).

About
Sayumi Ishibashi has served as the president of Japan Uniflow Co., Ltd since 2007. She was the only child of Takashi Uno, the founder of Japan Uniflow in 1965. He passed away in 1989. Sayumi graduated from the University of Santa Clara with an undergraduate degree in business marketing. In 2009, she attended the first Theory of Constraints four-day seminar in Japan conducted by Dr. Eil Goldratt. In 2010, Sayumi applied the TOC theories to Uniflow and brought success to the company with large revenue growth for seven consecutive years. Before becoming the president of Uniflow, Sayumi was a wife and homemaker raising two daughters. Sayumi is now blessed with two grandchildren.

Sayumi Ishibashi

President
Japan Uniflow Co., Ltd

Yuji Kishira

Author, Speaker, and Change Management Leader

Holistic Government Management Transformation by Theory of Constraints
TOC uses a systemic thinking approach for managing organizations—including government. Yuji addresses the question: “Is Japan as a country effective as a system?” Most Japanese people would answer the question that government management is not necessarily effective as a system. On top of that, constant political and government scandals happen repeatedly and create a loss of trust by taxpayers. The problems are huge and seem to get worse year after year so there must be an underlying wrong assumption in the way government operates. This presentation shows how to correct a wrong assumption through a simple four quadrant evaluation for continuous kaizen (a Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc.).

About
Yuji Kishira is an author, speaker, and change management leader. He has supported holistic management transformation in both industry and government operations. One of his works, “Win-Win-Win Public Work Reform” was adopted by the Ministry of Land, Infrastructure, Transport and Tourism as well as by many prefectural, city governments throughout Japan. Yuji’s special interest lies in change initiatives that create harmony or “Wa” in Japanese. Inspired by Wa, Yuji has been rediscovering implicit Japanese best practices and turning them into a practical, explicit body of knowledge. Yuji’s books are best and long sellers throughout Japan and he has a regular article in the Asahi Shimbun newspaper—one of the most respected national newspapers with over 8 million in circulation. Yuji lives in Kyoto with his wife, Mayuko, an author of children’s picture books.  His other interests include Japanese painting and music (he is a vocalist for a hard rock band).

Yuji Kishira

Author, Speaker, and
Change Management Leader

Mark Landy

Global Vice President for Enterprise Architecture, Johnson & Johnson

The Need for Speed
Many people hold the belief that DevOps is not achievable in distributed product teams, large enterprises, or highly regulated industries. This is the story of a DevOps transformation inside the world’s largest healthcare company and how a highly-siloed, matrixed IT organization is using enterprise architecture to leverage challenge, identify and manage constraints, run experiments, and ultimately evolve into a highly resilient, customer-centric delivery organization that continuously re-aligns IT with business intent to continuously deliver value to the customer. What began as a “need for speed,” led to experimenting with enterprise architecture to find ways to decrease lead-time across all of IT and focus on throughput. Through these experiments, the enterprise architecture group uncovered guiding principles that encourage the organic and emergent adoption of DevOps rather than the common, mega-enterprise practice of mandating the a top-down framework or big-bang installation of the hot new transformation of the year methodology.

About
Mark Landy is currently global vice president for enterprise architecture at the largest healthcare company in the world. He is designing and deploying a highly decentralized human sensor/agent network of IT leaders to accelerate business intent through applied technology to deliver customer value. He is concurrently leading an initiative to bring design thinking, DevOps, and lean/agile principles to help improve systems, reinforce feedback loops, and slowly shift the culture towards problem solving, coaching, and continuous experimentation and learning. Mark is a results-focused technology executive with 30 years of experience providing strategic and tactical direction through broad technical expertise, complex program execution, and leadership. He has a proven ability to align business value with technical capabilities to drive competitive positioning through core revenue growth and adjacent market opportunities. He has enabled self-funding strategic initiatives which are able to deliver top-side value through SGA productivity.

Mark Landy

Global Vice President for Enterprise Architecture,
Johnson & Johnson

Kevin Behr

Founding Member & Chief Science Officer, PraxisFlow
Founding Member, Information Technology Process Institute (ITPI)
Entrepreneur-in-residence, Assemblage Pointe

The Need for Speed
Many people hold the belief that DevOps is not achievable in distributed product teams, large enterprises, or highly regulated industries. This is the story of a DevOps transformation inside the world’s largest healthcare company and how a highly-siloed, matrixed IT organization is using enterprise architecture to leverage challenge, identify and manage constraints, run experiments, and ultimately evolve into a highly resilient, customer-centric delivery organization that continuously re-aligns IT with business intent to continuously deliver value to the customer. What began as a “need for speed,” led to experimenting with enterprise architecture to find ways to decrease lead-time across all of IT and focus on throughput. Through these experiments, the enterprise architecture group uncovered guiding principles that encourage the organic and emergent adoption of DevOps rather than the common, mega-enterprise practice of mandating the a top-down framework or big-bang installation of the hot new transformation of the year methodology.

About
Kevin Behr is a founding member and the chief science officer at PraxisFlow, a founder of the Information Technology Process Institute (ITPI), and an entrepreneur-in-residence at Assemblage Pointe. As a trusted mentor, strategist, and advisor to chief executive officers, chief information officers, and chief operating officers around the world, Kevin blends his 30 years of technology industry experience with his skills as a communicator, collaborator, and synthesist to co-create and deliver powerful solutions to everyday business problems. He has held the post of CTO and CIO at multiple companies ranging from international public corporations to nimble technology start-ups. He is the author of six IT management books, including the bestselling, The Phoenix Project, The Visible Ops Handbook which he coauthored with Gene Kim and George Spafford and The Definitive Guide to IT Management, published by Hewlett Packard.

Kevin Behr

Chief Science Officer, PraxisFlow
Founding Member, ITPI

Kurt Kinder

VP of Maintenance & Engineering, Alaska Airlines

How to Paint a Picture of Operational Excellence Using Data
Alaska Airlines’ Maintenance and Engineering Division plays a vital role as to why Alaska Airlines is repeatedly named among the best in the business by Wall Street Journal and JD Power’s in terms of most on-time arrivals, fewest “extreme delays,” and fewest customer complaints. Faced with a challenge of significant fleet growth, Kurt Kinder and team are using Theory of Constraint (TOC) concepts in maintenance and spare parts management to continually improve Alaska’s amazing operational performance.

About
Kurt Kinder is the vice president of maintenance and engineering at Alaska Airlines and is responsible for setting the direction and long-term strategy for line maintenance, engineering, planning, material support and quality oversight. Running a safe, compliant, and reliable maintenance operation is Kurt’s primary focus. Kurt has championed business intelligence efforts to improve analysis and utilization of real-time operational data to drive improvements which helped solidify Alaska’s position as the No. 1 on-time major North American carrier seven years in a row by FlightStats, as well as the recipient of the FAA’s AMT Diamond Award of Excellence for 16 years running. Kurt joined Alaska Airlines in 1988 and quickly moved through the ranks. On top of being a self-proclaimed data junkie and robotic enthusiast, Kurt holds an MBA from the Foster School of Business at the University of Washington, an airframe and power plant license, and the title of Alaska Airlines Legend (highest internal honor).

Kurt Kinder

VP of Maintenance & Engineering, Alaska Airlines

Yoav Ziv

Head of Amdocs Testing Services

Practical DevOps
When Agile software development became popular, it was seen as rival to Critical Chain Project Management which was the dominant TOC practice for software projects. As Agile develops into DevOps, the two worlds converge. In the enterprise IT landscape, software development turns into an assembly line of small testable and deployable features, rather than software projects. Creating such assembly line and increasing its velocity require constant identification of constraints, resolving them, and finding the next—much like the classic five focusing steps of TOC. It also requires lean techniques of automation, “distance shortening” and steps elimination, as well as agile development perfection. Thus, enterprise DevOps seems to finally bring the best of all OR worlds into the world of software development.

About
Yoav Ziv is a 20 year veteran of the IT industry. Yoav currently heads Amdocs Testing Services, the largest testing provider of the telecommunications industry, with more than 3,000 testing professionals. Yoav transformed Amdocs Testing Services to become a leading DevOps enabler for major IT projects. Prior to his current assignment, Yoav was in charge of implementing Critical Chain at Amdocs—it became the largest implementation of Critical Chain in the IT industry. He later became vice president of strategic services for Realization Technologies. Yoav has an MBA from Ben-Gurion University and a computer science and economics degree from Tel-Aviv University, both in Israel.

Yoav Ziv

Head of Amdocs Testing Services

Thomas Hoffman

Head of Operations, Lufthansa Technik AERO Alzey

Synchronizing Engine Flow in a High Variability Operation
With more than 25 years of experience in the maintenance, repair and overhaul of aircraft engines, Lufthansa Technik AERO Alzey (LTAA) today is one of the leading independent service providers for turboprop and small turbofan engines. LTAA operates in a very challenging & competitive business environment where some customers demand the fastest possible turnaround whereas other customers are very price sensitive. Not only is the work scope different for every single engine, LTAA also depends on many repair vendors and engine OEMs to deliver parts for their engines. To meet its business needs, LTAA needed a flexible production model that can work for variety of engines. In this presentation, LTAA will share how they used Goldratt’s Theory of Constraints to synchronize the flow of engines through its facility.

About
Thomas Hoffman leads the operations of aircraft engine overhaul at Lufthansa Technik AERO Alzey (LTAA). LTAA is the center of excellence within the Lufthansa Technik group for engines of regional aircrafts and business jets. Thomas has 18 years in aircraft engine maintenance and overhaul (MRO), holding various management positions. As the director of operations, he is responsible for the engineering and production of roughly 400 engineers and mechanics. He and his team overhaul more than 400 engines a year and serve more than 130 customers.

Thomas Hoffman

Head of Operations, Lufthansa Technik AERO Alzey

David Garrison

Senior VP of Engineering, Quality, Planning & Logistics, Delta Air Lines

Opening Doors: From Frustration to Opportunity
The business of Delta Air Lines is inherently uncertain with weather, technical uncertainty, air traffic, and other cascading events. Considering all this, it is almost impossible to manage a tightly interlinked network of flights with many different priorities and activities that all need to be choreographed to the very last detail to ensure the on-time arrival of over 2 million passengers per year. Technical operations is the lynchpin in this choreographed operation—dealing with emergent technical problems, improving reliability of the fleet, and inspecting and maintaining aircraft, engines, and components. Delta Air Lines has embraced a process improvement culture with a competitive edge that values problem solving. The power of simple ideas that make a big difference helps to empower individuals within the company and creates confidence that difficult problems can be solved by finding their inherent simplicity.

About
David Garrison is the senior vice president of engineering, quality, planning and logistics for Delta Air Lines engineering and technical services, reliability and maintenance programs, inspection, quality assurance, and maintenance planning. As a 26-year veteran of Delta techops, he joined the division as a propulsion engineer. Since then, he has held various positions with increasing responsibility. David’s diverse leadership experiences include leading engine and component maintenance, engineering and more recently materials, planning and logistics organizations. David holds a bachelor’s degree in applied physics from Emory University as well as a bachelor’s degree in mechanical engineering from the Georgia Institute of Technology.

David Garrison

Senior VP of Engineering, Delta Air Lines

Tamie Seto

Assistant Director, Niigata Prefecture

Win-Win-Win Public Works for Taxpayers
Japan’s Ministry of Land, Infrastructure, Transport, and Tourism has started an activity that received accolades by Dr. Eli Goldratt called “win-win-win public works transformation.” The activity aims to provide a win for citizens, a win for companies, and a win for government. Ms. Seto will introduce a case study where the government made a change so that it could provide a public works service that focused on the taxpayer. The presentation will introduce a useful knowledge base that can be used in various public works gemba (a Japanese term meaning the real place), such as unveiling what assumptions were generating bureaucratic works and how the breakthrough was achieved.

About
Tamie Seto is the assistant director at Niigata prefecture civil engineering road building. Tamie studied civil engineering in college and, after gaining her master’s degree, she began working at Niigata prefecture in 1992 where she is mainly in charge of road building. In 2016, Tamie started working at her current civil engineering division. Tamie has a certificate for Niigata’s sake “Kin no Tatsujin (Master of Gold)” and is an ambassador to spread the beauty of Niigata’s sake.

Tamie Seto

Assistant Director, Niigata Prefecture

Masayuki Nagotake

President and COO, TOMY International

Transformation from Within: Restating Innovation at TOMY International
When companies cannot create a real differentiation they end up in the “red ocean” or shark infested waters. Pressures grow to meet short term goals by launching more and more products that don’t make a difference to the bottom line, capturing shares based on horrific discounts, and compromising on service levels in order to be more efficient. The more we wait, the more difficult it is to get out of the vicious cycle. Making a real change, one which has a chance to truly make a difference, requires stamina, determination, and a clear vision. It is a common belief that an external review, mindset, or practice from outside the system is necessary in order to make real change. Masayuki’s presentation will share TOMY’s journey for how to make the transformation from within.

About
Masayuki Nagotake serves as president and COO of TOMY International. His previous positions include serving as president of TOMY Holdings, Inc., chief operating officer for the U.S. and Europe business division at TOMY International, and the head of U.S. and Europe business division at TOMY Company.

Masayuki Nagotake

President and COO, TOMY International

Annette Danek-Akey

Senior VP of Fulfillment, Penguin Random House

Policies, Processes, Systems, and People: Transforming the Penguin Random House Supply Chain
A 30% return of orders placed is the standard for the publishing industry. In 2007, Penguin Random House believed if they could improve forecasting they would reduce the number of returns. When Eli Goldratt learned of the situation he immediately recognized that the high returns (a surplus issue) is endemic of lost sales (a shortage issue). The solution proposed did not require improving the forecast but became the genesis of change that Penguin Random House applied to its operations. Shortages and returns were reduced and Penguin Random House established itself as the recognized supply chain industry leader. This presentation will provide an overview of conditions 10 years ago, describe the solution Eli proposed in 2008 (to include changes to policies, processes, systems and people), insights and lessons learned as well as the dramatic results realized.

About
Annette Danek-Akey is senior vice president of fulfillment at Penguin Random House and has more than 25 years’ experience in supply chain management, industrial engineering, guiding strategic planning, and managing warehouse distribution. Annette manages the distribution, transportation, customer service, remainder sales and fulfillment systems for Penguin Random House, North America and is responsible for 1,700 employees in two locations. Her facilities ship, on average, 1.5 million books per day and provide fulfillment services for 40 third party publisher distribution clients. Annette is a member of Council of Supply Chain Management Professionals, serves on the board and was the 2017 conference chair of WERC (Warehousing Education and Research Council), is foundation board president of Carroll Community College, and has additionally served as chair of the Penguin Random House Book Fair since 2008—an event which has raised over $600,000 for student scholarships.

Annette Danek-Akey

Senior VP of Fulfillment, Penguin Random House

Larry Perlov

President, Illumiti Corp

Policies, Processes, Systems, and People: Transforming the Penguin Random House Supply Chain
A 30% return of orders placed is the standard for the publishing industry. In 2007, Penguin Random House believed if they could improve forecasting they would reduce the number of returns. When Eli Goldratt learned of the situation he immediately recognized that the high returns (a surplus issue) is endemic of lost sales (a shortage issue). The solution proposed did not require improving the forecast but became the genesis of change that Penguin Random House applied to its operations. Shortages and returns were reduced and Penguin Random House established itself as the recognized supply chain industry leader. This presentation will provide an overview of conditions 10 years ago, describe the solution Eli proposed in 2008 (to include changes to policies, processes, systems and people), insights and lessons learned as well as the dramatic results realized.

About
Larry Perlov is a leading technology and management consultant with over 25 years of experience working with a wide range of businesses across the globe. He specializes in helping companies realize their vision through process improvement and is a leading expert in the area of SAP ERP implementations. As president of Illumiti Corp, Larry leads teams and works with organizations to help them build processes and technological capabilities in support of digital transformation and drive business value. His past experience includes senior roles at IMG, Intuit Corporation, Dell EMC and PLAUT Consulting. Larry holds a BSc (engineering) and MSc (artificial intelligence) degrees from the University of the Witwartersrand (South Africa), an MBA from Edinburgh Business School at Herriott Watt University (Scottland) and executive owner president management (OPM 50) from Harvard Business School.

Larry Perlov

President, Illumiti Corp

Doug Keene

Special Assistant, Warner Robins Air Logistics Complex Commander

Pursuing the Art of the Possible: Transforming Maintenance and Administrative Processes Using Constraints Based Thinking
Through its 7000 employees, the Warner Robins Air Logistics Complex (WR-ALC) provides depot maintenance, engineering support, and software development to major aircraft and weapon systems. In this presentation, Bill Best and Doug Keene will take us through the WR-ALC journey of how it accelerated the flow of aircraft through depot maintenance and returned over 50 aircraft back to the armed services. Further, they will discuss how WR-ALC is also transforming its administrative processes using a constraints based approach. Finally, they will share how WR-ALC is transforming the culture of a very large military organization to sustain its improvements.

About
Doug Keene is special assistant to Warner Robins Air Logistics Complex Commander, Warner Robins Air Logistics Complex, Robins Air Force Base, Georgia. The WR-ALC performs programmed depot maintenance on all variants of the F-15, C-5, C-130, C-17 and special operations forces aircraft. This includes restoration of equipment to serviceable condition through structural and component repair, manufacture, and modification; avionic and airborne electronics weapons system repair, manufacture, modification, calibration, and certification; and software development and sustainment of operational flight programs, test program sets, and automatic test equipment. The complex supports peacetime maintenance requirements, meets wartime emergency demands, and accomplishes expeditionary aircraft maintenance and repair. Doug has extensive engineering and production management experience and has served as both an engineer and engineering manager in a variety of maintenance and manufacturing environments. He is an industrial engineer graduate of the Georgia Institute of Technology and earned a master’s of business administration from the University of Tennessee.

Doug Keene

Special Assistant, Warner Robins Air Logistics Complex Commander

William (Bill) D. Best

Director of 402nd Aircraft Maintenance Group, Robins Air Force Base

Pursuing the Art of the Possible: Transforming Maintenance and Administrative Processes Using Constraints Based Thinking
Through its 7000 employees, the Warner Robins Air Logistics Complex (WR-ALC) provides depot maintenance, engineering support, and software development to major aircraft and weapon systems. In this presentation, Bill Best and Doug Keene will take us through the WR-ALC journey of how it accelerated the flow of aircraft through depot maintenance and returned over 50 aircraft back to the armed services. Further, they will discuss how WR-ALC is also transforming its administrative processes using a constraints based approach. Finally, they will share how WR-ALC is transforming the culture of a very large military organization to sustain its improvements.

About
William (Bill) D. Best is deputy director of the 402d Aircraft Maintenance Group, Warner Robins Air Logistics Complex, Robins Air Force Base, Georgia. The group is responsible for programmed and unscheduled depot maintenance, modifications, worldwide aircraft battle damage repair and expeditionary depot-level maintenance on C-5, C-17, C-130 and F-15 aircraft. The group consists of over 3200 employees distributed among five squadrons with a total budget of over $1 billion. Bill earned his BS degree in engineering at the University of Georgia and his master’s of business administration at the University of Tennessee. Honors include the Exemplary Civilian Service Award, 2 Shingo Gold Awards, Chief of Staff Team Excellence Award, and Franz Edelman International Award for achievements in operations research.

William D. Best

Director of 402nd Aircraft Maintenance Group, Robins Air Force Base

Miguel Abuhab

CEO, NeoGrid
Founder, Datasul

From Sell-In to Sell-Out
Technology is helpful when it removes a constraint that previously limited people’s ability to satisfy a significant need or enjoy a meaningful benefit. However, in order to really gain the benefits of a new technology at least some behaviors need to change. “The way it’s done” may not work any more. In this presentation, Miguel will describe how the power of technology combined with TOC-based methods are used to create pull from consumer goods manufacturers to the shelves of retailers and in consumer’s hands, the changes that are needed to “the way it was done,” and the lessons learned along the way.

About
Miguel Abuhab is a mechanical engineer and graduated from ITA – Aeronautics Institute of Technology. In 1978, he founded Datasul, which became the largest ERP software company in Brazil. Two decades after founding Datasul, Miguel decided once again to break out his comfort zone—giving rise to Neogrid, a provider of Supply Chain Management (SCM) software solutions. The company has since become a leading provider around the world for the market segments of consumer goods, pharmaceutical, fast-fashion, enabling demand-driven planning and replenishment, visibility at point of sale and integration brokerage. Abuhab incorporates the Theory of Constraints (TOC) to his business expertise as well as ideas related to supply chain. He is also a founding member of the organization TOCICO – Theory of Constraints International Certification Organization. Recently, the businessman has worked on his tax simplification plan for Brazil and has presented the plan to several forums.

Miguel Abuhab

CEO, NeoGrid
Founder, Datasul

Yazdi Bagli

VP of Global Business Services & IT, Procter & Gamble

Leading a Meaningful Change in a Large Shared Services Organization
Leading a Meaningful Change in a Large Shared Services Organization. Procter & Gamble (P&G) has a proud 187-year history of “making your day better in small but meaningful ways.” This long history of innovation is the starting point of P&G Global Business Services division’s embrace of the Theory of Constraints (TOC). TOC has allowed projects to be completed faster and more projects to be completed. It has enabled us to ask the right questions to help projects deliver greater value to the business. By using the TOC thinking tools, we are now able to solve problems that help deliver real value to our customers and shareholders. We have achieved this journey of change through a collaborative approach with bottom-up support. This approach has generated tremendous value and has given us the confidence that we can achieve sustainable success—a transformation of P&G with real acceleration in growth and company value.

About
Yazdi Bagli is the vice president of global business services and information technology for Procter & Gamble, one of the largest, most progressive shared service organizations in the world. The company is composed of 7000 people supporting 127,000 employees and 300 brands sold in 180 countries. The global business services division provided for than 170 employee and business services including IT, finance, facilities, purchasing, and employee services as well as business building solutions. The model is all about the “and.” We want lower costs AND improved quality AND innovation AND productivity.

Yazdi Bagli

VP of Global Business Services & IT, Procter & Gamble

Marta Villagra

Partner, Villagra Gestao Empresarial

Not for Organizations Only: Using TOC for Personal and Professional Growth
The coaching industry is growing quickly all around the world, especially in the United States. In order to advance the direction of a meaningful life, Dr. Eli Goldratt taught that we must overcome obstacles to think clearly and see reality as it is. He promoted the TOC Thinking Processes as a set of tools to help us overcome such obstacles. Marta first used these tools to overcome a personal crisis and then incorporated the tools to enhance her coaching tools to create a more robust and holistic coaching process. Marta will explain how the process can be used for personal and professional decisions and changes in order to overcome challenges to create a better reality. She will share real case examples and participants will have an opportunity to begin applying the process themselves.

About
Marta Villagra is a certified life and executive coach and an affiliate member of the International Coach Federation. She has her post-graduate degree in applied linguistics and is certified in behavioral profile analysis by Thomas International. Marta developed her professional life as a teacher but was always interested in human growth as a whole, not just in teaching. She began her interest and studies of TOC by applying the TOC thinking processes to herself during a critical time in her own life. After coming back from that experience in Europe and looking for a new start in Brazil, she attended a TOC training session in the United States and, with the help of a TOC expert, the experience has changed her life. Since then she has organized her coaching career and personal life in a different way. Her slogan is to “think clearly and act with focus!”

Marta Villagra

Partner, Villagra Gestao Empresarial

Lisa Bauer

Vice President of In-flight & On-board Services, Delta Air Lines

From Conflict towards Harmony
​Delivering a consistent standard while personalizing the experience on a mass scale posed a unique challenge for catering meals for Delta Air Lines. Our job is to deliver on Delta’s brand promises of thoughtful, reliable, and innovative service. Our vision is to make the culinary experience in the air more like dining at a favorite restaurant. Happy hours? Check.​ Food in economy class?​ ​Check.​ ​Book the cook?​ ​Coming soon! The challenge is to deliver this experience with high quality in a way that surprises and delights the customer. This challenge is made harder because we need to do this trough the efforts of our catering partners. This relationship with the catering suppliers has been contentious in the past. We were challenged with finding a way to improve their operations. Using Theory of Constraints based continuous improvement has helped create collaboration where there was conflict​–​improving performance and value for both sides. In this presentation ​Lisa​ will share the lessons​ learned​ along​ the​​ journey.​

About
​​Lisa Bauer​ is vice president, in-flight services on-bard services for Delta Air Lines. She is responsible for elevating the on-board customer experience, including culinary offerings, in-flight amenities and flight attendant engagement and procedures. She and her team also oversee the global catering operations across 160 kitchens around the globe. Prior to joining Delta, Lisa was the executive vice president of global operations and chief operating officer for International Cruise and Excursions, Inc., a global travel and leisure company with a worldwide network of innovative travel alliances. Her focus was companywide operational excellence through its sales, marketing, and client services and delivering best-in-class service to business partners and clients worldwide. Throughout her career she has been involved in many charitable causes and was named as one of the most powerful women in travel by Travel Agent Magazine.

Lisa Bauer

Vice President of In-flight & On-board Services, Delta Air Lines

John Heffron

Comedian

About
John Heffron is a stand-up comedian who has appeared on The Tonight Show, The Late Late Show, HBO, FX, VH1, and he won NBC’s Last Comic Standing. He has taped two Comedy Central specials, has an hour-long special called Middle Class Funny on Netflix, and appears on the new Netflix original comedy special Brad Paisley’s Comedy Rodeo. Energetic and accessible, John shares an array of relatable experiences from childhood through life as a married father. He’s learned a thing or two about relationships with family, friends, and even himself along his journeys, gaining an astute, uniquely honest perspective widely praised among his comedy peers. Audiences of all ages relate to his enthusiastic, hard-won wisdom, recognizing how often the path to maturity is marked by universal triumphs and failures. Rather than mock differences, the Detroit native aims to engage, connect, and enlighten.

John Heffron

Comedian

PRESENTERS

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Steve Gehrke

Director, Administrative Services & Quality and Process Improvement
Utah Department of Corrections

SUCCESS 101: TOC Basics for Government
With all the moving parts of a large government organization, it may seem impossible to sift through each of the competing demands for staff time and attention and identify the single constraint preventing the organization from achieving its goal. In this workshop, Steve and Raymond will review the Theory of Constraint basics included in the SUCCESS Framework’s TOC application for government. The presentation will cover the five focusing steps and an exercise where the audience will problem-solve a real world example from Utah’s correctional system. Come prepared to think, discuss, and share! The workshop will close out with the great results achieved by implementing TOC and the SUCCESS Framework within the Utah Department of Corrections.

About
Steve Gehrke serves as the director of quality and process improvement and director of administrative services for the Department of Corrections. In these capacities, Steve helps identify efficiencies and optimize the effectiveness of taxpayer dollars as part of the state’s SUCCESS+ initiative. Steve helps to coordinate a multi-stakeholder push to smooth the transition process for offenders as they leave prison and re-enter our communities. As director of administrative services, he oversees staff who deal with records, GRAMA (public records requests), fleet, offender grievances and disciplinary appeals. Steve formerly served as the department’s public information officer. He worked as a journalist at The Salt Lake Tribune and was an intern reporter in the Washington, D.C., Bureau of London’s The Telegraph. Steve attended the University of Utah where he earned a master’s degree in public administration, bachelors’ degrees in political science and communication, and minored in Middle East and international studies.

Steve Gehrke

Director, Administrative Services & Quality and Process Improvement
Utah Department of Corrections

Raymond Demere

Consultant, Goldratt Consulting

SUCCESS 101: TOC Basics for Government
With all the moving parts of a large government organization, it may seem impossible to sift through each of the competing demands for staff time and attention and identify the single constraint preventing the organization from achieving its goal. In this workshop, Steve and Raymond will review the Theory of Constraint basics included in the SUCCESS Framework’s TOC application for government. The presentation will cover the five focusing steps and an exercise where the audience will problem-solve a real world example from Utah’s correctional system. Come prepared to think, discuss, and share! The workshop will close out with the great results achieved by implementing TOC and the SUCCESS Framework within the Utah Department of Corrections.

About
Raymond Demere is a consultant with Goldratt Consulting and has worked in a variety of industries: aerospace, oil & gas, manufacturing, and software. He has mostly focused on recovering cost and schedule in large aerospace programs – working extensively with Boeing on several space and commercial jet programs. The work usually amounts to figuring out what is going on in a project with up to a thousand engineers working together on a single product and then figuring out what can be done differently to get a significant bump in performance. Raymond has lived in Austin, Texas for five years, but has also called Atlanta, San Jose, Montgomery, and Savannah home. He graduated from Georgia Tech with a BS degree in industrial engineering.

Raymond Demere

Consultant, Goldratt Consulting

Greg Gardner

Director, Operational Excellence
Utah Governor’s Office of Management and Budget

Maximizing the Capacity of the Constraint
Due to its impact on the overall performance of a system, the system constraint should be the focus of any improvement effort. Focusing improvement efforts in other areas typically does not result in improved system performance. As highlighted in the book, The Goal, if you go on a group hike and want to stay together, you can’t hike any faster than the slowest person in the group—the slowest hiker is the system constraint. In order to go faster and complete the hike in the allotted period of time, the slowest person must increase their speed and all the other hikers should focus on ways to help the slowest person do just that. In this workshop, panel members will review the concepts of constraint, the five focusing steps, blue light, interference diagrams, and present two great examples of how the departments of Transportation and Insurance have applied the concepts to achieve great results.

If You Don’t Have Time to Do it Right, When Will You Have Time to Do it Over?
“Full kit” means having everything you need to carry out your work, task, or project before you begin. While it may seem like common sense, full kitting isn’t always a common practice in the workplace. This is likely due to our tendency to start everything immediately—believing the sooner we start a task, the sooner it will be completed. However, starting work without a full kit actually takes much longer to complete.  When a full kit is defined and delivered consistently, multitasking, as well as process wait times, are dramatically reduced.  This workshop will provide four practical examples of applying the full kit concept to improve processes and achieve great results. Presenting agencies include the Department of Public Safety, Department of Natural Resources and the Utah National Guard.

About
Greg Gardner currently serves as director of operational excellence for the Governor’s Office of Management and Budget (GOMB). Greg works with various cabinet-level agencies to improve operations by becoming better, faster, and cheaper. His current assignment and previous work in Utah state government operations bring a unique opportunity and ability to align the state’s operational excellence initiatives with front-line services and technology. Greg was first trained in TOC principles and thinking practices in 2010 and has shared his knowledge of evaporating clouds and interference diagrams with staff throughout state government. His work has been instrumental to the State of Utah’s success in improving state government operations. Greg holds a BA degree in marketing and an MS degree in human resource economics, both from the University of Utah.

Greg Gardner

Director, Operational Excellence
Utah Governor’s Office of Management and Budget

Rod McDaniels

Statewide Program Manager
Utah Department of Transportation

Maximizing the Capacity of the Constraint
Due to its impact on the overall performance of a system, the system constraint should be the focus of any improvement effort. Focusing improvement efforts in other areas typically does not result in improved system performance. As highlighted in the book, The Goal, if you go on a group hike and want to stay together, you can’t hike any faster than the slowest person in the group—the slowest hiker is the system constraint. In order to go faster and complete the hike in the allotted period of time, the slowest person must increase their speed and all the other hikers should focus on ways to help the slowest person do just that. In this workshop, panel members will review the concepts of constraint, the five focusing steps, blue light, interference diagrams, and present two great examples of how the departments of Transportation and Insurance have applied the concepts to achieve great results.

About
Rod McDaniels has served as statewide program manager for the Utah Department of Transportation for six years. He has programmatic leadership and oversight responsibilities for four permitting programs including access management, utility and encroachment permits, special events, and outdoor advertising control. Three of the programs are decentralized across the state with one headquartered in Salt Lake City. Rod has worked in the public service arena for 18 years with the balance of his time dedicated to various regulatory roles for state and local government. He completed an undergraduate degree in business administration and his graduate degree in public administration. Rod is married, has two daughters, and enjoys traveling, reading, and almost every activity with a connection to the great outdoors.

Rod McDaniels

Statewide Program Manager
Utah Department of Transportation

Travis K. Wegkamp

Director of Captive Insurance, Utah Department of Insurance

Maximizing the Capacity of the Constraint
Due to its impact on the overall performance of a system, the system constraint should be the focus of any improvement effort. Focusing improvement efforts in other areas typically does not result in improved system performance. As highlighted in the book, The Goal, if you go on a group hike and want to stay together, you can’t hike any faster than the slowest person in the group—the slowest hiker is the system constraint. In order to go faster and complete the hike in the allotted period of time, the slowest person must increase their speed and all the other hikers should focus on ways to help the slowest person do just that. In this workshop, panel members will review the concepts of constraint, the five focusing steps, blue light, interference diagrams, and present two great examples of how the departments of Transportation and Insurance have applied the concepts to achieve great results.

About
Travis K. Wegkamp serves as the director of captive insurance for the Utah Department of Insurance. Prior to his current appointment, he served as the assistant director of captive insurance and as a department financial examiner. Travis has also worked as an audit assurance associate for McGladrey and Pullen in Las Vegas. Travis is a Utah native, growing up in beautiful St. George. He graduated with an associate of business degree from Dixie State College, and received his bachelor’s degree with an emphasis in accounting and masters of accountancy degree from Southern Utah University.

Travis K. Wegkamp

Director of Captive Insurance, Utah Department of Insurance

Staci Ghneim

Operational Excellence Consultant
Utah Governor’s Office of Management and Budget

Smart as a WIP: Working Smarter, Not Harder by Managing Work in Process
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot application of WIP control in dynamic and complex systems. This includes visual workload management and batching case assignment, among others. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

The Right FITT: Optimizing Outcomes with Client-Centered Service Frequency, Intensity, Time, and Type
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot applications of getting FITT in dynamic and complex systems. This includes front-loading resources and preventive engagement, among other things. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

About
Staci Ghneim currently serves as an operational excellence consultant in the Governor’s Office of Management and Budget where she works with an array of agencies to improve value performance. She brings a unique meld of educational expertise and an unusual mix of multi-sector experience to the role. Her 20-year public service career began in Human Services where she last served as deputy division director over regional leadership, contract management, and communications. Her work in other sectors has involved refugee services, offline/online retail, product development and distribution, U. S. government and military contracting, and international technology marketing in Dubai, UAE. Staci is a PhD candidate in social work at the University of Utah and holds an MBA from Western Governors University and a BS degree from Brigham Young University. She is a licensed social service worker.

Staci Ghneim

Operational Excellence Consultant
Utah Governor’s Office of Management and Budget

Craig Walters

Director, Quality and Process Improvement
Utah Department of Human Services

Smart as a WIP: Working Smarter, Not Harder by Managing Work in Process
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot application of WIP control in dynamic and complex systems. This includes visual workload management and batching case assignment, among others. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

The Right FITT: Optimizing Outcomes with Client-Centered Service Frequency, Intensity, Time, and Type
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot applications of getting FITT in dynamic and complex systems. This includes front-loading resources and preventive engagement, among other things. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

About
Craig Walters is the director of quality and process improvement for the Utah Department of Human Services. He is committed to working with all of the department’s divisions, offices, institutions and bureaus to maximize operational excellence and is the liaison between the department and the Governor’s Office of Management and Budget. Craig has worked for the department since 2007 and began this current role in 2016. During his tenure with Human Services, Craig has completed the Certified Public Manager Program and earned his master’s of business administration.

Craig Walters

Director, Quality and Process Improvement
Utah Department of Human Services

Jennifer Larson

Administrator, Out-of-Home Services & Practice Improvement
Utah Department of Human Services

Smart as a WIP: Working Smarter, Not Harder by Managing Work in Process
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot application of WIP control in dynamic and complex systems. This includes visual workload management and batching case assignment, among others. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

The Right FITT: Optimizing Outcomes with Client-Centered Service Frequency, Intensity, Time, and Type
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot applications of getting FITT in dynamic and complex systems. This includes front-loading resources and preventive engagement, among other things. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

About
Jennifer Larson is currently the administrator of out-of-home services and practice improvement for Utah’s Division of Child and Family Services. Jennifer currently supervises a team of seven administrators who oversee all aspects of out-of-home care as well as practice improvement for the division. Jennifer has been with the agency for 17 years working all program areas including child protective services, in-home service and foster care, and transition to adult living. Jennifer resides in North Ogden with her husband and two daughters. She enjoys attending her children’s activities and spending time with family.

Jennifer Larson

Administrator, Out-of-Home Services & Practice Improvement
Utah Department of Human Services

Curtis Giles

Associate Regional Director
Utah Department of Human Services

Smart as a WIP: Working Smarter, Not Harder by Managing Work in Process
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot application of WIP control in dynamic and complex systems. This includes visual workload management and batching case assignment, among others. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

The Right FITT: Optimizing Outcomes with Client-Centered Service Frequency, Intensity, Time, and Type
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot applications of getting FITT in dynamic and complex systems. This includes front-loading resources and preventive engagement, among other things. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

About
Curtis Giles grew up in Salt Lake City Utah in the historic avenues area but has resided outside of Utah, including internationally in Bogota, Colombia. He studied psychology at the University of Utah where he graduated with a bachelor’s of science. He later went on to receive a master’s of social work from Utah State University. During the past 15 years, Curtis has worked in the fields of mental health and child welfare and has been heavily involved in program design, implementation, and evaluation to include Utah’s federal IV-E waiver. He currently serves as the associate regional director for the Division of Child and Family Services in Northern Utah. In his free time, Curtis enjoys spending time with his family, camping, rock climbing, competitive shooting and volunteering in his community.

Curtis Giles

Associate Regional Director
Utah Department of Human Services

Weston Miller

Operations Manager, Utah Department of Workforce Services

Smart as a WIP: Working Smarter, Not Harder by Managing Work in Process
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot application of WIP control in dynamic and complex systems. This includes visual workload management and batching case assignment, among others. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

About
Weston Miller, operations manager for the Department of Workforce Services, works alongside his colleagues in the Provo, Heber and Park City offices to better the lives of Utahns in the Mountainland Service Area.  Weston stands by the belief that each individual can make a difference in improving the lives of our citizens, but we have to make the effort. Weston has been a great supporter of the department’s initiatives to enhance services to veterans, improve community connections, and build outreach.

Weston Miller

Operations Manager, Utah Department of Workforce Services

Michael Corbridge

Utah Department of Workforce Services

Smart as a WIP: Working Smarter, Not Harder by Managing Work in Process
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot application of WIP control in dynamic and complex systems. This includes visual workload management and batching case assignment, among others. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

About
Michael Corbridge works for the Department of Workforce Services as an employment counselor supervisor. He currently supervises workers in Ogden who administer the Family Employment Program, as well as those working on the coordinated case management pilot. This pilot provides customers with intensive case management including early and proactive engagement, thorough assessments, supporting and preparing customers to become work ready, and assist in finding employment that meets family financial needs. Michael has a master’s in urban affairs from the University of Texas, Arlington. Through his education he focused on many social issues including poverty, the theories and philosophies to explain such, and the government programs and policies that address them.

Michael Corbridge

Employment Counselor Supervisor, Utah Department of Workforce Services

Dr. Ajai Kapoor, Ph.D.

Partner, Goldratt Consulting

Even When IT Projects Succeed, They Can Fail
What is the goal of IT and are we reliably achieving that goal? Too often when we talk of IT and technology we focus mainly on the flow of projects within the triple constraint (time, scope, and cost). However, delivering IT projects on time, within budget, and with the right requirements is simply a necessary condition of the true goal—delivering business value. So the answer to the question “When does IT/technology bring value?” should always be “Only when the technology solves a significant business limitation.” In this workshop, Steve and Ajai will focus on a framework to leverage the power of technology by asking the right business questions—before any technical work begins. By asking the right questions, we ensure the business is ready to make the changes necessary to realize the full value of an IT investment.

Using the Principles of Throughput Accounting to Manage Your Initiative Portfolio
Eli Goldratt talked about management time being the ultimate constraint. His reasoning was simple—there are more things that can be done by management than they have the capacity to do. So where should a leader spend their time? By leading change, envisioning a new reality, and taking action to move the organization closer to the new reality. There are a number of initiatives active in an organization—cost reduction, reorganization, IT projects, and the list goes on. But the problem remains; there are too many of them and they do not get the attention it takes to make anything succeed. Instead, they are delegated down and, as a result, are often watered down. This workshop will address how the use of throughput accounting principles can be used to select and manage a portfolio of process improvement initiatives for both government and the private sector.

DevOps and Beyond: TOC for IT, Software, and Technology Operations
Software development, especially enterprise IT, is among the most challenging work environments. Multiple stakeholders, often no clear requirements, mission critical role, constant pressure, integration across the enterprise—it seems like a no win situation. No matter what anyone does, someone is always unhappy! The Theory of Constraints, DevOps, Agile, and Lean are each based on common foundations to help address the IT complex beast. In this workshop, we will discuss real case studies—one where cycle time was reduced from eight months to 10 weeks and the team thought it could be reduced even further as they began down the journey of applying the Theory of Constraints concepts to align everyone toward exploiting the constraint.

About
Dr. Ajai Kapoor holds a PhD in operations research from Carnegie Mellon University. He is the winner of the Fulkerson Prize. He completed his B.Tech from IIT Delhi. He has over 16 years of consulting experience helping companies design innovative, logistical solutions based on the Theory of Constraints (TOC). His passion is to help companies deploy these solutions as a disruptive force in order to obtain a significant competitive advantage. His focus is to first apply principles to create simple solutions that can be implemented at scale. He believes in using the power of TOC to resolve deep conflicts in and between organizations, strengthening the integration within companies and their suppliers and partners. Ajai’s consulting focus has been on operations solutions for high uncertainty environments. He is an entrepreneur, having started a company that focused on providing TOC-based software for project management.

Dr. Ajai Kapoor, Ph.D.

Partner, Goldratt Consulting

Steve Cuthbert

Director, Operational Excellence
Utah Governor’s Office of Management and Budget

Even When IT Projects Succeed, They Can Fail
What is the goal of IT and are we reliably achieving that goal? Too often when we talk of IT and technology we focus mainly on the flow of projects within the triple constraint (time, scope, and cost). However, delivering IT projects on time, within budget, and with the right requirements is simply a necessary condition of the true goal—delivering business value. So the answer to the question “When does IT/technology bring value?” should always be “Only when the technology solves a significant business limitation.” In this workshop, Steve and Ajai will focus on a framework to leverage the power of technology by asking the right business questions—before any technical work begins. By asking the right questions, we ensure the business is ready to make the changes necessary to realize the full value of an IT investment.

About
Steve Cuthbert is a director of operational excellence with the Governor’s Office of Management and Budget.  In this position, Steve works closely with cabinet-level agencies to improve performance by implementing operational excellence tools and principles.  Steve has worked at all levels of government in during his 25-year career, managing and directing operations, program and policy, and IT projects.  Steve holds a MPA degree from Brigham Young University and an undergraduate degree in organizational communication from the University of Utah.

Steve Cuthbert

Director, Operational Excellence
Utah Governor’s Office of Management and Budget

Dr. Yishai Ashlag, Ph.D.

Senior Partner, Goldratt Consulting

The 5 Major Misconceptions of Innovation
Innovation is exciting. It carries the promise of leaving the current grind of our environment for building something new and shiny.  However, there is a big gap between the excitement we experience before the start of an innovation initiative and how we feel throughout the implementation and beyond.  Too often the big promise disappears—leaving us with the bitter taste of disappointment and confusion. This gap is a result of fundamental misconceptions about how innovative breakthrough is actually achieved. In his presentation, Dr. Yishai Ashlag will illustrate these major misconceptions and provide insight into how to avoid them.

TOC for Breakthrough Innovation
In this 2-hour interactive workshop, participants will learn how Mazda brought the MX-5 to market, reached “car of the year” status, and transformed from financial crisis to profits; how Panasonic leaped ahead of its competition and created growth in the crowded and dwindling GPS aftermarket in Japan; how Tomy USA created its exciting new product pipeline; and how the State of Utah is working to be a more economically prosperous state. Participants will learn how the TOC process for business innovation enables teams to move beyond the 5 major misconceptions of innovation to stimulate good ideas, evaluate their merit, and structure the right business model to turn the idea into a growing, profitable business. “Innovation does not need to be a magical act of randomness, or dependent on a single person. It can be the result of a structured process that drives teams to create the next breakthroughs.”

About
Dr. Yishai Ashlag holds a PhD in economics from bar Illan University in Israel. Upon graduation he spent a year as a post doctorate visitor at the Wharton School at the University of Pennsylvania. For the last 20 years, he has worked as an adviser, consulting government agencies, policy makers, investors, and businesses in various sectors such as automotive, consumer goods, agribusiness, healthcare, finance and retail. Dr. Ashlag worked closely with Dr. Eli Goldratt, the developer of TOC and currently serves as a senior partner at Goldratt Consulting where he acts as the head of knowledge development and implementations.

Dr. Yishai Ashlag, Ph.D.

Senior Partner, Goldratt Consulting

Sridhar Chandra

Partner, Goldratt Consulting

Subordinating Maintenance to the Goal
Maintenance organizations are under constant pressure to satisfy customer expectations in terms of delivery, performance, and quality while at the same time reducing costs. This creates severe conflicts as managers work to make strategic, as well as day-to-day, tactical decisions. In this presentation, Sridhar will discuss how maintenance managers can meet the competing business needs by subordinating to one goal in order to drive performance in all areas without constantly making unsatisfactory compromises.

TOC for Aerospace and MRO: A Learning and Networking Roundtable
Key players in the aerospace and MRO industry have implemented TOC principles into their companies. By managing the intrinsic dependency (synchronization) and variability, they have improved flow and created a competitive advantage. In this interactive roundtable, led by Goldratt Partner Sridhar Chandrasekaran, participants will discuss key aspects of the TOC solution for aerospace and MRO industry and learn how to obtain their own competitive advantage. We will cover the challenges faced by the MRO and aerospace industry, how to develop and sustain continuous improvement, manage conflicting objectives, and learn key measurements to help drive results.

About
Sridhar Chandra is a partner at Goldratt Consulting and has 20 years’ experience in boosting speed and productivity of large-scale engineering, production, supply chain and maintenance operations for several world-leading aerospace, defense, MRO, high-technology, engineering, and manufacturing/OEM organizations.
Sridhar has led several Theory of Constraints initiatives that have consistently delivered a 20 to 50% jump in performance. Several of his customers have won industry awards such as the Robert Fox award, the Shingo Gold prize, Robert T. Mason Award and the U.S. Air Force Chief of Staff Excellence award. Sridhar has an MBA in operations & finance and BS degree with honors in mechanical engineering. He is the recipient of Franz Edelman Award—the world’s most prestigious award in the area of operations research—for his implementations in the U. S. Air Force.

Sridhar Chandra

Partner, Goldratt Consulting

Lisa Scheinkopf

Partner, Goldratt Consulting

Creating a Culture of Positive Change
There is a big difference between having what it takes to make a change that brings an organization to achieve a single breakthrough in performance versus an organization that is injecting the changes necessary to reach performance breakthroughs year after year and decade after decade. In this session, Lisa Scheinkopf will guide you through an examination of the attributes defining both positive and poor cultures for change, the vicious cycle that perpetuates a poor culture for change, and the conditions that leaders must create in order to make the transition to and then sustain a positive culture for change. No matter your position in the organization, you will leave this session with a better understanding of the leadership you can provide to help your organization have a more positive culture for change.

Introduction to TOC Holistic Management
Management attention is the ultimate constraint. Participants in this workshop will be exposed to the manner in which the Theory of Constraints Holistic Management approach can improve managers’ decision making and communication while facing the reality of complex organizations and value chains, significant uncertainty and variability, and an endless list of challenges and problems.

About
Lisa Scheinkopf is a partner with Goldratt Consulting and serves as the global director of The Goldratt School. She has been at the forefront of TOC for more than 25 years, using her passion for breaking down barriers between people to transform the powerful breakthrough thinking of TOC into actions and results that benefit all stakeholders. Lisa has consulted to companies large and small around the world, teaching and coaching from the top floor to the shop floor, and developed new TOC based solutions that apply across a broad spectrum of industries. Lisa’s passion and knowledge, combined with her unique ability to connect with people from the podium, have made her a popular public speaker on a wide range of TOC subjects. Lisa is a past chairperson of TOCICO (Theory of Constraints International Certification Organization), and earned her MBA at the Thunderbird School of International Management.

Lisa Scheinkopf

Partner, Goldratt Consulting

C. Grant Lindsay

Project Director, Goldratt Consulting

Simplified CCPM: Breakthrough in Managing Large and Complex Projects
Large projects with hundreds of millions invested tend to be late and over budget. Traditional project management has not been able to significantly reduce delays. The Theory of Constraints (TOC) and Critical Chain Project Management (CCPM) have been applied with great results but have been more difficult to sustain. Simplified CCPM or S-CCPM is a breakthrough that embeds the TOC principles in your current system and metrics to produce significant improvements.

About
Grant has successfully planned projects and guided implementations in diverse sectors including semiconductor, renewable energy, aerospace, and consumer goods. His experience is primarily in industries in the areas of project management, IT and manufacturing flow, supply chain, EPC, and strategy development & execution. Grant is a husband, father, engineer, guitarist, avid reader, and Arizona native with a passion for helping companies to grow beyond their expectations. Having traveled around the world and having worked with many companies, he is convinced there are a few fundamental principles that can help improve financial performance and employee satisfaction. He has a BS in industrial engineering from Arizona State University and a master’s degree in engineering management from Washington State University.

C. Grant Lindsay

Project Director, Goldratt Consulting

Brad Cartier

Certified TOC Practioner
Goldratt Consulting

Simplified CCPM: Breakthrough in Managing Large and Complex Projects
Large projects with hundreds of millions invested tend to be late and over budget. Traditional project management has not been able to significantly reduce delays. The Theory of Constraints (TOC) and Critical Chain Project Management (CCPM) have been applied with great results but have been more difficult to sustain. Simplified CCPM or S-CCPM is a breakthrough that embeds the TOC principles in your current system and metrics to produce significant improvements.

About
Brad Cartier is a manufacturing engineer, certified Theory of Constraints practitioner with a Lean Six Sigma (LSS) green belt. He has 20+ years of experience implementing TOC / LSS in many different companies across all functions within a company. He is credited with involvement in successful TOC implementations in pharma, aerospace engineering and production, maintenance repair overhaul (MRO), new product development, engineering / IT, engineer to order, and construction companies. His successes generally yield a 20-50% improvement in flow but he has achieved a 100% increase in production in a large process batch multi-billion dollar company. Some of the companies he has consulted with include Boeing, U.S. Navy, U.S. Marine Corps, U.S .Air Force, Novartis Pharmaceuticals, Seagate, Medtronic, Cray Supercomputers, BP, FMC, and 3M. Originally from Minnesota, Brad now enjoys living in the Arizona sun.

Brad Cartier

Certified TOC Practioner
Goldratt Consulting

Rick Little

Director, Performance Measures & Operational Excellence Consultant
Utah Governor’s Office of Management and Budget

Data Discernment: How to Avoid Data Fake News!
Managers need relevant data to inform strategic decisions that lead to desired outcomes. However, managers often don’t have the information they need and/or may be overwhelmed by the prevalence of “facts.” This session focuses on providing a practical set of tools for establishing a measurement approach that helps drive improvements, including distinguishing a hierarchy of measures and considerations for “audit-proofing” reported data. Knowing what to watch will help you avoid data “fake news.” You don’t have to be a data specialist but you can know what data to request and/or provide and how to use it.

About
Rick Little currently serves as both the director of performance measurement and as an operational excellence consultant with the Governor’s Office of Management and Budget. Rick’s assignment includes work with specific state agencies to improve operational outcomes and value. He also serves as the principal analyst and statistician responsible for validating performance measures for all agencies. He compiles and reviews system goals, objectives, and functions; and reviews statistical reports and documented research to validate evidence-based practices. Rick holds a MS degree in business and human resource management from Utah State University. Rick has more than 20 years’ experience working with government performance metrics and data systems.

Rick Little

Director, Performance Measures & Operational Excellence Consultant
Utah Governor’s Office of Management and Budget

Dorothy Tomiko Hall

State Program Manager, Family Employment Program & Clinical Services
Utah Department of Workforce Services

The Right FITT: Optimizing Outcomes with Client-Centered Service Frequency, Intensity, Time, and Type
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot applications of getting FITT in dynamic and complex systems. This includes front-loading resources and preventive engagement, among other things. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

About
Dorothy Tomiko Hall is a licensed clinical social worker and works as the state program manager for the Family Employment Program (FEP) and clinical services at the Department of Workforce Services (DWS). Dorothy is a first- generation college graduate, obtaining her bachelor’s and master’s degrees in social work at California State University, Sacramento. Dorothy has over 25 years of clinical experience in the public and private sectors of California, Oklahoma, Texas, and Utah. Dorothy has had the privilege of working with people of all ages, ethnic backgrounds and socioeconomic levels. Dorothy current assignment includes acting as Utah’s lead for the Systems to Family Stability Policy Academy and for DWS’s internal FEP refocus project.

Dorothy Tomiko Hall

State Program Manager, Family Employment Program & Clinical Services
Utah Department of Workforce Services

Tonia Jones

Operations Manager
Utah Department of Workforce Services

The Right FITT: Optimizing Outcomes with Client-Centered Service Frequency, Intensity, Time, and Type
Utah’s social service agencies lead the nation in numerous ways, including their pursuit of operational excellence for triple-win improvement for employees, clients/customers, and taxpayers. An expert panel from the departments of Human Services and Workforce Services will present, discuss, and answer questions about their pilot applications of getting FITT in dynamic and complex systems. This includes front-loading resources and preventive engagement, among other things. They will share how they developed and implemented their solution, their results, and their recommendations from lessons learned.

About
Tonia Jones has been employed by the Department of Workforce Services, since its inception 20 years ago.  Prior to that time, she worked for the Office of Family Support under Human Services for 7 years.  She has been fortunate to spend most of her career working where her passion lies with the programs, projects and pilots to serve Utah’s most vulnerable citizens including single parents, homeless, intergenerational poverty and offender populations.  She has most recently served as the operations manager in local inner city employment centers in both Salt Lake City and Ogden. Tonia believes that every person matters and that compassionate service as well as access to the programs and support that the department provides can truly make a difference and improve the quality of life for individuals and families.

Tonia Jones

Operations Manager
Utah Department of Workforce Services

Motoi Tobita, Ph.D.

Principle, Goldratt Consulting

Breakthrough in Education for School, Family, and Workplace
TOC for education was initially developed for academia but has made tremendous progress in Japan and has been utilized not only for educational settings but also within families and work environments. It makes sense because “thinking clearly” is not just a requirement of an educational setting. Motoi will introduce the knowledge base and activities that are shaking up the global community by highlighting kodomo kaigi (children’s meeting in Japanese) where elementary school students utilize TOC to come up with an insight for the question “what happens if you just give directions and orders?” This insight will give adults an amazing opportunity to rethink how we work.

About
Motoi Tobita received a Ph.D. in chemical physics and has authored several scientific papers. Tobi aimed to be an astronaut to give all Japanese people a sense of energy. Now, his dream has been upgraded with TOC—he aims to give people a sense of energy as well as the tools to achieve the dream. Motoi works at Goldratt Consulting as a principal and devotes a part of his time to TOC for education. He is a master lead facilitator and a world leader. His TOC related works include a skyrocketing increase in a high school student’s math exam score from the worst in the class to the average in the class in just six weeks. His work also saved the life of a junior high school student suffering from Asperger Syndrome and an intractable disease. The work had a life-changing impact on the student and the case has been published.

Motoi Tobita, Ph.D.

Principle, Goldratt Consulting

Nami Sawai

Principle, Goldratt Consulting

Breakthrough in Education for School, Family, and Workplace
TOC for education was initially developed for academia but has made tremendous progress in Japan and has been utilized not only for educational settings but also within families and work environments. It makes sense because “thinking clearly” is not just a requirement of an educational setting. Motoi will introduce the knowledge base and activities that are shaking up the global community by highlighting kodomo kaigi (children’s meeting in Japanese) where elementary school students utilize TOC to come up with an insight for the question “what happens if you just give directions and orders?” This insight will give adults an amazing opportunity to rethink how we work.

About
Nami Sawai is a principal with Goldratt Consulting and is a master facilitator with TOC for Education in Japan and globally. As one of the first members of Goldratt Consulting, Japan, Nami worked very closely with Dr. Goldratt and Yuji Kishira developing strategy and tactics for many implementations and guided clients to successful results. Her cases include reducing production lead times by nearly 90 percent and decreasing inventory by half within 6 months in a 100-year-old company. Nami earned her MSc in facility and environment management at University College London, Bartlett School of Architecture.

Nami Sawai

Principle, Goldratt Consulting

Stone Hsu

Project Director, Goldratt Consulting

TOC for Distribution: Beyond Consumer Products Retail
Theory of Constraints has been applied to hundreds of companies across the world with traditional supply chains consisting of factories, warehouses, inventory stock locations, and a network of points of sale. The distribution and retail solutions have demonstrated great success, helping many of these companies lower inventory levels, increase availability, improve inventory turns, and generate more profit. However, the TOC principles behind these achievements, such as single-piece flow, aggregation, and buffered inventory control, can be effectively applied to a wide variety of organizations, private or public, with non-traditional or no supply chains. In this workshop, we will examine the TOC distribution and retail solutions, and look at how they can be implemented in organizations beyond those that sell products to end consumers.

About
Stone Hsu is a project director for Goldratt Consulting North America, and has eight years of experience implementing Theory of Constraints in a wide variety of different organizations. His current clients include the Utah Department of Facilities and Construction Management and the Utah Department of Alcoholic Beverage Control. Stone has a BSE in electrical engineering from Princeton University, and a MS in industrial engineering from the University of Southern California. Stone was originally from Taiwan, but now resides in the San Francisco Bay Area where he hosts a local chapter of TOC Club. He enjoys golfing, basketball, and home-brewing in his spare time.

Stone Hsu

Project Director, Goldratt Consulting

Kirk Lambert

Supervisor, Adult Probation and Parole
Utah Department of Corrections

Path to SUCCESS: Results of the Adult Probation & Parole Pilot
The Governor’s Office of Management and Budget, Department of Corrections, and Goldratt Consulting collaborated to design and implement the Path to Success Pilot at the Logan AP&P Office. The pilot combined criminal justice evidence based practices with theory of constraint concepts to identify and test breakthrough innovation to determine if the solutions would more quickly and significantly reduce offender risk to reoffend. The pilot completed on June 30, 2017. This workshop will highlight the pilot results and lessons learned.

About
Kirk Lambert currently serves as the supervisor of the Logan adult probation and parole office with the Utah Department of Corrections. He has served in this capacity for four years. Prior to his current appointment, Kirk served for five years as a field agent working in three different counties managing mixed caseloads with probationers, parolees, drug offenders, and sex offenders. Kirk is law enforcement certified and graduated from the Utah Police Academy in 2006. He recently earned his bachelor’s degree in history from Utah State University.

Kirk Lambert

Supervisor, Adult Probation and Parole
Utah Department of Corrections

Major J. Scott Stephenson

Director, Peace Officer Standards and Training Center
Utah Department of Public Safety

If You Don’t Have Time to Do it Right, When Will You Have Time to Do it Over?
“Full kit” means having everything you need to carry out your work, task, or project before you begin. While it may seem like common sense, full kitting isn’t always a common practice in the workplace. This is likely due to our tendency to start everything immediately—believing the sooner we start a task, the sooner it will be completed. However, starting work without a full kit actually takes much longer to complete.  When a full kit is defined and delivered consistently, multitasking, as well as process wait times, are dramatically reduced.  This workshop will provide four practical examples of applying the full kit concept to improve processes and achieve great results. Presenting agencies include the Department of Public Safety, Department of Natural Resources and the Utah National Guard.

About
Major J. Scott Stephenson currently serves as director at Utah’s Peace Officer Standards and Training (POST). He is married (25 years of heavenly bliss) with five children (ages ranging from 24 to 12 years of age). Scott has served in several different capacities within the law enforcement community to include: corrections, special emergency response team (SERT), patrol (state and municipal), drill instructor in the police corps academy, POST investigations (Lt.), basic training (Lt.) and DUI squad. Scott earned his business baccalaureate degree from the Rice Eccles School of Business, University of Utah and a graduate degree in criminal justice from Weber State University. He is an avid runner and loves spending quality time with his wife and children.

Major J. Scott Stephenson

Director, Peace Officer Standards and Training Center
Utah Department of Public Safety

Spencer Johnston

Manager, Drivers License Medical & CDL Programs
Utah Department of Public Safety

If You Don’t Have Time to Do it Right, When Will You Have Time to Do it Over?
“Full kit” means having everything you need to carry out your work, task, or project before you begin. While it may seem like common sense, full kitting isn’t always a common practice in the workplace. This is likely due to our tendency to start everything immediately—believing the sooner we start a task, the sooner it will be completed. However, starting work without a full kit actually takes much longer to complete.  When a full kit is defined and delivered consistently, multitasking, as well as process wait times, are dramatically reduced.  This workshop will provide four practical examples of applying the full kit concept to improve processes and achieve great results. Presenting agencies include the Department of Public Safety, Department of Natural Resources and the Utah National Guard.

About
Spencer Johnston is the manager over the medical program for the drivers license division. He works closely with the Drivers License Advisory Board to help create medical standards and guidelines designed to assist drivers with medical conditions while maintaining public safety. He also runs the commercial drivers license program helping to maintain the division’s compliance with federal CDL regulations. After earning his bachelor’s degree in political science from Utah State University, Spencer joined the drivers license division in 2010 and worked in several positions prior to his current assignment. He is a die hard Red Sox fan and when he’s not playing or watching sports, he’s doing his best to wrangle in his 2-year old daughter which tends to be his toughest task.

Spencer Johnston

Manager, Drivers License Medical & CDL Programs
Utah Department of Public Safety

Ben Huntsman

Assistant Incident Business Management Specialist
Utah Department of Natural Resources

If You Don’t Have Time to Do it Right, When Will You Have Time to Do it Over?
“Full kit” means having everything you need to carry out your work, task, or project before you begin. While it may seem like common sense, full kitting isn’t always a common practice in the workplace. This is likely due to our tendency to start everything immediately—believing the sooner we start a task, the sooner it will be completed. However, starting work without a full kit actually takes much longer to complete.  When a full kit is defined and delivered consistently, multitasking, as well as process wait times, are dramatically reduced.  This workshop will provide four practical examples of applying the full kit concept to improve processes and achieve great results. Presenting agencies include the Department of Public Safety, Department of Natural Resources and the Utah National Guard.

About
Ben Huntsman is the assistant incident business management specialist for the Division of Forestry, Fire and State Lands. His main assignment involves collecting and analyzing data for all wildland fire incidents in Utah. He is also responsible for the management and site administration of the division’s fire business system. Ben has held his current position for two years and previously worked directly on the fireline in different operational positions including incident commander and division/group supervisor. He has over 20 years of operational experience on the fireline. Ben is the recipient of several awards including fire warden of the year, wildland urban interface coordinator of the year and outstanding performance in a career mobility or training assignment. He is married with 5 grown children and 16 grandchildren.

Ben Huntsman

Assistant Incident Business Management Specialist
Utah Department of Natural Resources

Michael Norton

Finance Director
Utah National Guard

If You Don’t Have Time to Do it Right, When Will You Have Time to Do it Over?
“Full kit” means having everything you need to carry out your work, task, or project before you begin. While it may seem like common sense, full kitting isn’t always a common practice in the workplace. This is likely due to our tendency to start everything immediately—believing the sooner we start a task, the sooner it will be completed. However, starting work without a full kit actually takes much longer to complete.  When a full kit is defined and delivered consistently, multitasking, as well as process wait times, are dramatically reduced.  This workshop will provide four practical examples of applying the full kit concept to improve processes and achieve great results. Presenting agencies include the Department of Public Safety, Department of Natural Resources and the Utah National Guard.

About
Michael Norton is the finance director for the Utah National Guard and a lifetime Utah resident. Retired Colonel Norton served 31 years in the Utah National Guard with assignments as the property and fiscal officer for Utah, the director of logistics, maintenance manager, and many positions within the field artillery. He is thankful for the Utah National Guard and humbly acknowledges the great leaders, soldiers, airmen, and friends who selflessly serve and have enriched his life. He loves the people, the places, and the history of our great nation and state, counting life here as a precious privilege. Mike and his wife Tammy live in Sandy and are blessed with five children and one grandchild.

Michael Norton

Finance Director
Utah National Guard

Jaideep Srivastav

Partner
Goldratt Consulting

Strategies for Staying on Track
The implementation of a meaningful change that generates quick results does not guarantee the change will stick and sustain over time and personnel transitions. Sustainable behavioral changes can be induced by clearly articulating the physical change involved in generating the result. Physical changes are changes that people can see, measure, and verify before and after the change. A decision tree that defines clear metrics linked to physical change and coupled with a process to review the metrics based on the decision tree, helps drive desired behavior. Incorporating/embedding the decision tree and its metrics in the formal system helps sustain the behavior as it becomes system of record. The key to sustaining the right behavior is to continue to set higher targets to ensure a process of ongoing improvement is in place. In his presentation, Jaideep will provide examples of physical change, decision trees and metrics for different environments.

About
Tech degree from the Indian Institute of Technology, Delhi. He has 16+ years of experience designing, customizing, implementing and auditing a variety of breakthrough solutions based on the Theory of Constraints (TOC). He has been involved with 40+ successful TOC implementations in maintenance repair, and overhaul (MRO), new product development, engineering/ IT organization, engineering to order, pharma and infrastructure/construction projects. He, along with other Goldratt partners, co-created a simplified critical chain solution and TOC for aircraft MRO. He also created a quality control process for the delivery of TOC solutions that help ensure smooth change management while bringing big results. Prior to his involvement with TOC implementations, Jaideep designed and managed medium-sized civil engineering projects for 15 years.

Jaideep Srivastav

Partner
Goldratt Consulting

If you have any questions or need registration help, please contact Kadee Duclos at kadee@utahmediagroup.com.

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