Topic(s)
- Operations improvement
- Business operations improvement
- Management systems
Times listed in CDT. This content will not be available on-demand.
Highlights
Participants will become prepared to tackle value streams through the 9-point criteria that guide the creation of a successful “office process” map and how concepts, such as cycle time/process time are interpreted in this part of the enterprise.
Overview
As operational leaders we found that while the impact of implementing lean in manufacturing was yielding great results, the opportunity to improve overall lead time in the enterprise held many opportunities. Participants, particularly zealots of implementing lean in the factories, will gain a realistic perspective of what to expect when transformation is required for those who work on the carpeting and not the concrete in one’s operations.
Participants will become prepared to tackle such value streams through the 9-point criteria that guide the creation of a successful “office process” map and how concepts such as cycle time/process time are interpreted in this part of the enterprise. Examples of “products” that we mapped, and key metrics to track (inventory/productivity) will be given for value streams not directly in the raw material to finished goods value streams.
Templates that will guide participants through creation of project charters, action plans, and creation of visual tracking centers will be shared. Kathy and Shannon have well-earned battle scars from the lessons they learned in some of the business functions where creativity and not being constantly measured are valuable aspects of one’s job. They will also share some autobiographical stories and a few principles of positive psychology that might help the office transformations be a little less painful and a lot more effective.
Company
OPSisters was founded in 2020 by Shannon Karels and Kathy Miller, two women manufacturing leaders with 60 years of combined operations experience. Shannon and Kathy have led successful lean transformations in multiple manufacturing companies through applying lean tools and techniques, as well as utilizing positive leadership principles to create inclusive cultures and drive improved business performance. Relationships, Realties, and Results are the key elements of OPSisters’ formula for enabling success. Kathy and Shannon strengthen manufacturing organizations through consulting, speaking engagements, and personalized coaching. Their first book, "Steel Toes and Stilettos: A True Story of Women Manufacturing Leaders and Lean Transformation Success," from Productivity Press is available today. www.opsisters.com
Presenters
Kathy Miller is a senior operations executive who has held numerous global vice president and director roles both in manufacturing and lean enterprise leadership. Kathy is a Shingo Prize Recipient for large businesses as a plant manager. She started her career in operations as a 17 year old co-op student at a vehicle assembly plant, and progressed through engineering, marketing, lean and operations leadership roles, working for four large publicly traded corporations in executive roles. Kathy is a transformational leader who consistently delivers impressive business results through team development, process discipline and continuous improvement. Kathy is known for creation of inclusive culture based on trust, respect, and accountability. 
Shannon Karels is a senior operations manager who has lead multiple lean transformations and run operations for two large publicly traded corporations across various industries and business models. She started her career in supply chain management and progressed through lean and operations leadership roles. Through this journey, Shannon has improved cultures in numerous manufacturing facilities by leading employee empowerment and engagement, and building highly successful teams, with a focus on business results. Shannon is known for leading accountable organizations built on trusting relationships that improve the companies’ profitability and customer experience.
