|
TUESDAY, JUNE 22 SESSION ABSTRACTS |
The Transformation of Automotive Manufacturing
Jim Tetreault, VP of North America Manufacturing; Ford Motor Company
Ford Motor Company, in implementing its One Ford turnaround plan, has been undergoing a significant transformation in every part of its business. The plan is taking hold and the company is making tremendous progress. As a key element of the plan, Ford is placing high priority on its ability to better match production capacity with market demand and to provide customers with high-quality products that they want and value. Both of these commitments have a direct impact on Ford's manufacturing operations. Jim Tetreault, Ford's vice president of North America Manufacturing, will talk about how the company is responding. He will provide his insights about the manufacturing transformation that is taking place within North America and around the world, as well as, Ford's plans for future products and innovations that are intended to strengthen the company's position in the competitive global marketplace.
Future of Manufacturing In a Connected World
Rick Bullotta, Industry Luminary
Attend the general session by Rick Bullota, Industry Luminary; Burning Sky, to find out about potential changes manufacturing companies will face in a networked economy.
Mr. Bullotta will discuss: ·
- The under appreciated value of people
- The "maker" movement and virtual manufacturing
- The impact of emerging economies
- How the technology systems and operating philosophies used in manufacturing will need to evolve to keep pace with changes and trends.
Right-size Your Technology Investments to Fuel Growth While Enforcing Quality
Greg Augustine, VP Information Systems; Network Engines
In a down economy, learn how to gain significant growth through consistent and dependable delivery of product. Network Engines uses quality as its competitive differentiator and leverages talented people and key technologies such as MES to track and enforce build and testing methodology to ensure repeatedly deliver the quality that customers demand. As business continues to expand and the need for tighter control increases, Network Engines has embarked on a major upgrade to core MES technology for the first time in several years. Similarly to when they first installed MES application almost ten years ago, Network Engines has worked with their partners to lay out current processes and clearly document not only how to improve efficiencies and quality, but what the payback to the business is. Documenting requirements properly is the fundamental building block of sustainable technology. Gone are the days of listing what a system must do in a spread sheet. It's of vital importance to really understand the individual requirements and how they align with the business' strategy. Organizations need to map out each step and identify the technology, human dependences and the value of the information generated by the process.
When business and technology partners work in parallel to develop process work flows and clearly define the solution, a sense of transparency and accountability are brought, as well as an equally shared stake in the project's success. Network Engines has installed MES technology to serve as the backbone to their operation.
The manufacturing industry is littered with companies who are barely alive as a result of poor quality and process control. This reality could be avoided by taking the time to apply quality as the core of all processes and by working with a technology partner who understands this and jointly work with a company's origin to develop the clearest and most well defined requirements.
Using A Lean System Systematically is the Key to Financial and Operational Success
Dr. Michael Heidingsfelder, Senior VP of Operations; Freudenberg-NOK
How can a company-wide focus on Lean and Continuous Improvement practices immediately create value and have a significant impact on quality, customer service and profitability improvement in a company? A question many companies and their leadership are still struggling with. Many tools and concepts are available and published today. But how does it all fit together? How can all this be put into a logic concept the entire company can understand … and follow? From the top management setting the directions to the skilled worker on the shop floor in charge of the execution?
FNGP's GROWTTH concept was created many years ago as the overarching umbrella under which all of their lean engineering, lean manufacturing, Kaizen, Six Sigma, Continuous Improvement, etc. activities are summarized. It is a tool box for management and shop floor to set priorities, define challenging targets, develop solutions and execute them into measurable results for the company.
But how can the results of these practices be measured and visualized on the shop floor and in a financial report to the top management? Another question many companies are struggling with. And the answer certainly does not stop with counting the number of people charged with Continuous Improvement activities or the number of Kaizen or Six Sigma projects executed in one given month.
The results of each activity - as small as it might have been - need to be visualized and explained to a broader audience. They also need to be distributed as best practices across the company to ensure that the lessons learned can be used elsewhere. Most importantly, the projects and activities need to be revisited after an appropriate timeframe to secure that all the savings identified have indeed be realized.
Transitioning to Lean MES at General Electric
Kevin Uhls, Supply Chain IT Leader; GE Consumer & Industrial
As one of the world's largest manufacturers, GE understands the importance in closing the information gap between your business and your plants and in painting a timely, accurate picture of your global supply chain. As an innovator, GE continues to look at the organizational, operational and technological levers available to push in pursuit of better, safer, more profitable operations.
In this session, hear how a company as large as GE does business in a truly global economy and how GE implements Lean techniques and technology solutions, like MES, to make a difference in the profitability and viability of varying businesses in multiple markets around the world. Learn about the role that Information Technology (IT) solutions play within GE's manufacturing operations and how they marry with GE's operational disciplines and world-class people to deliver scalable, reliable solutions to meet some of today's most pressing business challenges.
Managing Operations Using Real-Time Solutions - Achieving Plant of the Year was No Accident
Tim Easterling, VP Corporate Engineering; Keystone Foods
Keystone Foods was the proud recipient of this year's Food Engineering Plant of the Year award. MESA is very pleased that Tim Easterling, Project Engineering Manager, is here to share the story of the development of Keystone's new state-of-the-art facility in Gadsden, Alabama. Keystone embarked on this complex and challenging journey in order to position the business for the myriad of challenges facing food companies in the future, including food safety, quality and sustainability. Mr. Easterling will also describe the importance of the technology infrastructure required to support the plant.
Production Monitoring & Control for Energy Savings
Mike Durak, Director of IT; General Motors
Can a manufacturing facility be smart enough to automatically turn off equipment when not running production? The simple answer is yes. By tying production and facilities equipment to the same scheduling tool that starts and stops conveyors, General Motors has discovered significant energy savings across its manufacturing plants. The savings have been discovered through a diverse range of equipment including paint ovens, air supply houses, and water chillers.
Attendees will learn how a vertically integrated medical device manufacturing enterprise utilizes MES to manage risk and business performance. The focus will be on manufacturing system consolidation/integration, automatic data collection/generation and methods of utilizing data to manage risk and the factory.
Multiply the Value with a Global Approach to MES Deployment
Miguel Angel Espinosa, Global MES COE Leader; Cordis, a Johnson & Johnson Company
ABSTRACT COMING
The Great Data Exchange - Asset Performance Management & Automation of the Data Collection Process
Lance Holmer, Technical Specialist, Refining Engineering; Marathon Petroleum Company
It's exciting to see new construction, but as the saying goes, "The devil is in the details." Getting thousands of specifications for new equipment into your data management systems is overwhelming when the typical EPC (Engineering, Procurement and Construction) firm leaves you with a pile of equipment specification notebooks, requiring many man-hours of manual data entry. During its recent $3.7 billion refinery expansion at Garyville, Louisiana, Marathon management determined that the refinery could not start up until the paperwork was completed, and the team quickly realized hand entry of the specification data would be inefficient and unnecessarily time-consuming. Learn how Marathon worked with their EPC and developed an automated interface tool to get this information into their Asset Performance Management systems to beat the start-up deadline.
