Lean Leadership Summit
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Lean Leadership Summit Presenters

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KEYNOTE SPEAKER
Gary L. Convis
Chief Operations Officer
Bloom Energy Corporation

Gary L. Convis, former executive vice president of manufacturing USA for the Toyota Motor Corporation and the company's first non-Japanese managing officer, will keynote the event. His presentation will focus on senior management's role in and optimal approaches for driving supply chain collaboration. He will also share lessons learned along his career path.

Convis currently serves as a member of the boards of Achates Power, Inc. and Compass Automotive Group, Inc., and is a lifetime member of the Shingo Prize Academy, an organization committed to helping companies create sustainable cultures of excellence and implement lean principles into their operations.

His more than four-decade career, including 20 years in plant management at General Motors and Ford; chief executive officer of Dana Holding Corporation; and chief operating officer of Bloom Energy; make him the world's leading expert in managing large supply chains with the collaborative Lean System Thinking approach. He is also the co-author of the book, The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development.



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Jeff Koga
Associate Vice President
NCall-to-Resolution Enterprise Value Stream, Oshkosh Corporation

Jeff Koga, Associate Vice President, Call-to-Resolution Enterprise Value Stream, Oshkosh Corporation.

As the leader of Oshkosh Defense’s global Aftermarket support network of over 1,000 team members and 25 facilities in 11 countries, Jeff built a culture of learning and drove improvements into life cycle design, technical publications, product training, warranty, technical support, repair parts and kits, component overhaul, maintenance, field support, regional service operations, and warehousing and distribution. These efforts resulted in the Defense Logistics Agency (Land & Maritime Division) awarding Oshkosh Defense with its Material Cost Reduction Award for providing the highest gross savings among large businesses. Currently, Jeff is leading the corporate-wide system design effort for the Call-to-Resolution (Aftermarket) Enterprise Value Stream as part of a larger strategy to standardize business practices across Oshkosh Corporation’s four operating segments.

Prior to joining Oshkosh Corporation, Jeff worked in the Systems and Process Assurance practice of PricewaterhouseCoopers and served in the United States Marine Corps. A summa cum laude graduate of the University of Wisconsin Oshkosh, Jeff triple majored in Operations Management, Accounting, and Management Information Systems and was recognized by the university with the 2013 Outstanding Young Alumnus award.

Establishing more than 22 product support operations across Iraq, Afghanistan, Kuwait, UAE, Okinawa, and the US, Jeff pioneered the infusion of the Oshkosh Operating System (TPS-style operating system) into multiple areas of Oshkosh'’s Aftermarket business, transforming field service, global parts distribution, and office operations.

THE CHALLENGES:

1. Hundreds of thousands of our troops are fighting a tougher war than anticipated in Iraq and Afghanistan. Insurgents and terrorists have turned IEDs (Improvised Explosive Devices) into a science—with deadly results as our war fighters are being maimed and killed at an increasing rate. The U.S. Defense Department urgently orders a doubling of the blast protection on the many thousands Humvees, armored personnel carriers and other vehicles in the combat zone. The logistics challenges of designing, manufacturing, and shipping armor and other protection equipment kits to the battlefield are huge. Likewise, organizing and managing the workforce to retrofit these rugged vehicles in the middle of a war zone is close to overwhelming.

2. Imagine the capital and human investment to ramp up capacity for this aggressive effort! Doing this much this fast requires massive efforts and quick decision-making in a no holds barred effort to protect our war fighters. Now the job is done, the war is winding down; the Pentagon’s budgets are suffering major cuts. Revenue falls dramatically—less work, fewer people. Every business suffers volume fluctuations—but almost never this big.

YOU DON’T WANT TO MISS THIS LEARNING OPPORTUNITY! LEARN HOW JEFF KOGA USED HIS LEAN LOGISTICS SKILLS TO PROTECT OUR SOLDIERS. AND LEARN HOW LEAN SYSTEM THINKING TO MAXIMIZE PROFITABILITY WHILE WINDING DOWN.



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Shirley H. Weber, MHI, MHA, MT(ASCP)
Administrative Director
Laboratory Services

Shirley is currently the Administrative Director for the department of Anatomic Pathology and Clinical Laboratories at Stanford Hospitals and Clinics (SHC) & Lucille Packard Children’s Hospital in Palo Alto, California. In her role, she is responsible for the operations and administration of the department supporting both hospitals for all Laboratory Services. Additional responsibilities include aligning department goals and focus with organizational priorities which comprise a continued focus on optimizing service, efficiency, cost effectiveness, quality, patient experience and employee growth and engagement.

The department is currently engaged in Lab Transformation and Redesign efforts to improve patient value and take a lean systems thinking approach to redesign the Lab to support growth. Prior to her work at SHC, Shirley spent 10 years at The University of Kansas Hospital in Kansas City, where she was Business Director for Patient Care Services followed by Director of Pathology and Laboratory Medicine.

Shirley completed her undergraduate education at California State University, Sacramento and holds a Bachelor of Science Degree in Biology. She earned her Master of Health Administration from University of Missouri in Columbia, MO in 2002 and a dual Master’s degree in Health Care Informatics from University of Missouri in Columbia in 2005.



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Katie Abbott, MHA
Sr. Program Manager of Business Operations
South Bay Cancer Center, Stanford Hospital & Clinics

Katie is currently the Senior Program Manager of Business Operations for the South Bay Cancer Center at Stanford Hospital and Clinics (SHC) in Palo Alto, California (opening summer 2015). In her role, Katie applies lean systems thinking to the design, activation, and operations for the multi-million dollar comprehensive cancer treatment facility. Katie started her time at SHC with the Performance Excellence team where she partnered with operational areas to improve and sustain key performance metrics and patient value through building a human-focused culture of continuous improvement. Katie’s most recent work at SHC involved the Clinical Lab Transformation and Redesign efforts to improve patient value today and take a lean systems thinking approach to redesign the Lab to support growth. Prior to her work at SHC, Katie spent time at Indiana University Health building the infrastructure for performance improvement and establishing the framework for a system wide cultural transformation to focus on relationship centered care and service excellence.

Katie completed her undergraduate education at Indiana University and holds a Bachelor of Science Degree in Public Affairs Management. She earned her Master of Health Administration degree from Indiana University in 2010.



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Doug Formby
Vice President, Production Control & Administration
Toyota Motor Manufacturing, Mississippi, Inc.

Doug Formby is currently Vice President of Production Control and all Administration functions (Human Resources, Purchasing, General Affairs, Safety, Information Systems, and Accounting and Finance) at Toyota’s Blue Springs, MS plant since October of 2012.

Doug's Toyota career spans more than 33 years, and uniquely represents broad expertise across their entire Value Chain - 11 years on the Supply side (Manufacturing Operations) and over 22 years on the Demand side (Sales Operations).

Prior to the Mississippi assignment, Doug lead the Production Control Division at Toyota's North American Manufacturing Headquarters in Erlanger, Ky., and also their North American Production Support Division in Georgetown, Ky. Additionally, he served as General Manager at Toyota's Princeton, Indiana plant from 2008-2010 and General Manager of TEMA’s Production Control and Corporate Strategy Divisions from 2004-2007.

While assigned to Toyota Motor Sales, USA from 1981-2003, Doug held various executive positions across Lexus Customer Satisfaction and Fixed Operations, NA Service Parts Logistics Division, Toyota Logistics Services, Strategic Planning, and Regional Sales Operations.

Formby is a graduate from the University of North Florida with a Bachelor of Arts degree and for the past 15 years has spent several hundred hours annually volunteering for key organizations serving the under privileged, under educated, and less fortunate groups in the communities where he has resided.

In June of 2014, Doug will officially retire from Toyota and return to Rancho Mission Viejo, CA with his wife of 32 years, Celeste.



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Brad Scroggin
Group Director
Ryder System, Inc. (a Toyota supplier)

Brad Scroggin is Group Director in the automotive industry group for the Supply Chain Solutions (SCS) business segment of Ryder System, Inc., a FORTUNE 500® transportation and supply chain management solutions company. In this position, he is responsible for managing the portfolio of large automotive transportation and logistics networks in North America. Brad joined Ryder in 1993 and has held various positions of increasing responsibility. His experience includes overseeing the development and operation of Ryder solutions in dedicated transportation, transportation management, network optimization, distribution management, sales, engineering and lean. Brad earned an MBA and BS in Accounting from the University of Kentucky. He serves on the board of directors for Central Kentucky Riding for Hope.



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Neil Swartz
Vice President and General Manager
North American Parts Operations, Toyota Motor Sales USA

Neil Swartz serves as vice president and general manager of Toyota's North American Parts Operations (NAPO). NAPO supports service parts and accessories fulfillment across North American and all export markets where North American-produced vehicles are sold. In this role, Swartz oversees a two-tier supply chain network, procurement, warehouse operations and supply chain strategy. This includes all 14 North American facilities and nearly 1,850 associates.

Prior to his current position, Swartz was the corporate manager of NAPO. Swartz oversaw operations of Toyota’s 10 North American parts distribution centers and headed the national parts operations group.

Swartz joined Toyota in 1985 as service marketing manager. Since then, he has held numerous service and parts positions including service consulting manager, national dealer development manager and national sales and field operations manager. Swartz has also held corporate strategic planning and administrative positions. Before joining Toyota, he was with American Motors Corporation in its sales and service operations areas.

Swartz received two degrees in automotive technology and automotive business management from Southern Illinois University (SIU) in Carbondale, Ill. He has held the position of co-chairperson of the SIU Automotive Advisory Board since 1992 and was named "Outstanding Alumni" in 2006. Neil also serves as a board member for the Torrance-South Bay YMCA and similarly with Golden West College in Huntington Beach.



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Robert Lecinski
Director
Customer Logistics CCL Industries (formerly Avery Dennison)

Bob is responsible for all customer-facing supply chain functions and fostering strong collaborative relationships with all customer partners. Based in Avery’s Chicago office, Bob brings his 20 years of experience synchronizing supply chains to seek new ways to integrate demand and supply, lower total costs and improve the consistency of service all in an effort to deliver an excellent customer experience.

Bob has previously held leadership positions at Valspar, ACCO Brands, JohnsonDiversey and the consulting firm Plan4Demand. He holds a BBA from the University of Notre Dame in Finance and an MBA in Marketing from DePaul University. When he is not thinking about improving value chains, he is either preparing for his next triathlon or experimenting in the kitchen with new recipes.




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