Presentations

JUNE 5-7, 2012

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Practitioner-to-practitioner presentations organized around four value streams representing themes that will inspire and motivate you to be the best:

Value Stream 1: Leadership & Strategy

Enterprise-wide excellence starts with leadership and strategy. Successful LEAN implementation requires dedicated and passionate leaders who are able to engage and empower their people. This value Stream will have examples from different organizations of how strong leadership and clear strategy led to successful LEAN enterprise transformation.

Value Stream 2: Learning Organizations

Learning organizations understand that it is long-term vision, the capability and development of the people within the organization and the way the organization operates that achieves results. Customer focus, supply chain relations and empowered employees produce a culture of high performance.

Value Stream 3: Continuous Improvement through Kaizen

This value stream will be full of real life stories of how organizations have improved operational performance through Kaizen. Examples from across the enterprise in repetitive and ‘job shop' environments will highlight key LEAN concepts such as flow, ‘pull' and visual management.

Value Stream 4: LEAN Beyond Manufacturing

LEAN has its roots in manufacturing, but today LEAN thinking and LEAN concepts are being applied in all sectors. Wherever there is a customer and a process delivering a product or a service there is an opportunity for applying LEAN thinking. This value stream will have examples of successful LEAN implementation in a variety of non-manufacturing environments, including healthcare, education, government and financial services.

Here are the 36 presentations delegates to choose from:

MasterBrand Cabinets Inc. Winnipeg Operations
Changing The Game
Our "Reality" In Implementing LEAN
Presenter: Jim Neirinck, Director of Quality
Co- Presenter: Dana Love, Continuous Improvement Specialist

We have the LEAN tools in the "toolbox", but how do we make them work seamlessly in a large multi-shift facility, and change the culture? How do we keep the firefighting traditional methods from taking over with our 1337 associates in a 575, 000 sq. ft Winnipeg facility, and work on gaining traction on the LEAN path towards producing a kitchen at a time? Learn how we reassessed our LEAN implementation methods to be more effective with our dedicated Continuous Improvement Team, from our Strategic Planning for 2012 to the way we prioritize and plan our projects. This presentation will show how we are problem solving and setting up standard processes in our CI department, including preplanning to post kaizen steps and checklists.

Bios:
Jim Neirinck is Director of Quality and Continuous Improvement with Kitchen Craft Cabinetry of Canada, a wholly owned subsidiary of MasterBrand Cabinets Inc. He has his diploma in Aerospace Manufacturing Technology, attained his Certification in Production and Inventory Management (CPIM) from the American Production and Inventory Control Society (APICS), and received his Certificate in Management (CIM) from the University of Manitoba. Jim has a diverse background in engineering, project management, manufacturing, and quality systems and processes going back 25 years.

Dana Love is Continuous Improvement Specialist for the CI Team. Dana began her Kitchen Craft career as an off loader in 2000 in the Paint shop. She became a Lead Hand after 3 years in the facility, working in Paint and on the Assembly lines. In 2006, Dana became a Production Supervisor working in both Assembly and Door Pulling. In 2009 Dana became a Supervisor with the Continuous Improvement Team. She has certificates in Supervisory Management, Problem Solving for Managers and Shared Kaizen.

Alumicor Limited
Winning The Game, Where Do I Start?
Presenter: Tony Kerwin, Chief Operating Officer

Many of these so-called Lean "experts" have lots of ideas, but how many of them have actually developed and executed a plan then lived with the results. At the end of the day we can see the results - the decline in manufacturing in our communities and the threat to our economy of not making "things". It's all about transformation with speed, efficiency and value, such that buyers continue to desire your output and you continue to make a profit. This presentation will be a review of several different approaches that have yielded success in a variety of industries. There will be references to union & non-union workplaces as well as team member ethnic diversity and the challenge of engagement.

Bio:
Tony Kerwin is the Chief Operating Officer of Alumicor Limited. Tony plays to win and is prepared to make change for improvements through a strong belief in people and the Power of Teamwork. He has spoken at several regional, national and international conferences on LEAN leadership and business transformation as well as to private companies including supplier and Customer groups. Tony has led some very successful teams in the past including one of three Canadian companies to ever achieve the IndustryWeek Magazine Top 25 Plant in North America, recipient of The Shingo Prize for Excellence in Manufacturing and several other top quality awards.

VAW Systems Ltd.
Leadership Defines Your LEAN Culture
Leaders Roles Redefined for Customer Focus
Presenters: Yaroslow Muzyka, Bernie Neeth, Eric Wong

Soon after VAW Systems embarked on their LEAN journey in early 2007, it was evident that the benefits of LEAN principles were not being fully realized, and although LEAN activities demonstrated short term performance improvements, they were not being sustained. A review of their situation in 2008 concluded that VAW's culture did not support sustained LEAN principle implementation. Join VAW as they share their journey of cultural change. From the observations they made early in their LEAN journey to their realization that culture is defined by their leadership style. They are now witnessing the benefits as they transform into self directed value streams with leaders who are focused on their customers, team member development and engagement.

Bios:
Yaroslow Muzyka , V.P. Operations, VAW Systems Ltd., has over 29 years of industry experience in operational management and product engineering roles. As the Vice President of Operations Yaroslow is championing the cultural change at VAW Systems and utilizing LEAN Manufacturing methods to further enhance its business performance.

Bernie Neeth, Value Stream Manager, has filled many roles: Project Manager, Product Manger and Sales Manager, in his 15 years at VAW Systems. These experiences have helped Bernie be successful in his current position as the Value Stream Manager for VAW's Commercial and Small Industrial product lines where he oversees the process from order receipt to order shipment.

Eric Wong, Value Stream Manager, VAW Systems Ltd., is the Value Stream Manager for VAW's Large Industrial and Turbine product lines where he is responsible for streamlining the process form sales to shipping. Eric's roles during his 9 years at VAW Systems have seen him support manufacturing as a Product Designer and Project Manager as well as providing support to the sales team with custom product quoting. These roles, along with his experience operating his own business, have allowed him to successfully transfer into his current position.

The Duha Group
Ownership through Lean Strategies and Employee Engagement
"We are all LEAN Champions"
Presenter: Rod Smith, Director of Operations Excellence

The Duha Group is a leading manufacturer of color marketing tools, with a culture that thrives on teamwork, communication and learning. Hear how Duha develop all of their employees into ‘LEAN Champions' by way of the Duha Operating Systems and the Passport to World Excellence Program. While being trained progressively to White, Yellow, Green and Black belt levels, employees can earn extra Continuous Improvement ‘credits' for extra-curricular activities. This program has been launched in Duha facilities in China, Singapore, Mexico, US, Australia and Canada. From ‘Lunch & Learn' (White Belt level) where staff train other staff, to ‘Strategy Development' (Black Belt level), Duha has trained over 2000 participants in English, Mandarin and Spanish. "By positioning ourselves as a Learning Organization, we've realized that our greatest resources are the employees we have. By adopting a common Vision of "one improvement every day in every department" Duha has generated a team atmosphere of ownership which everyone can get behind regardless of their job title".

Bio
Rod Smith has worked for The Duha Group for over 30 years holding positions as Plant GM, Logistics Manager, Operations Manager and currently Director of Operation Excellence. His primary focus in this role is to achieve the Standardization and Balancing of the Global facilities and their supply chain within the Duha Group and between their supplier and customers. As part of this role he also oversees the global Human Resource activities which is closely aligned and required for the success of the above. Rod has studied under his Sensei - David Chao of Lean Sensei International for over 10 years earning his Master Black Belt Certification. As part of his MBB training, Rod along with the other two Manitoba Master Black Belts (Darek Mikita - Carte International & Ian Marshall - CME Manitoba) helped develop and initiate the first annual Canadian Kaizen Conference, which has successfully ran for 5 years in Manitoba profiling over 40 Companies and their successes in the "Journey to Lean".

Boeing Canada Operations Ltd.
3P and Moonshine
Creating a competitive advantage with 3P and Moonshine
Presenter: Steve Mardero, Senior Manager, Lean

Learn how Boeing Canada uses 3P (Production Preparation Process) and Moonshine activities to develop and implement single part flow lines and Chaku Chaku cells to create a competitive advantage. Examples from an aerospace composite manufacturing facility will be used to illustrate the ‘7 Ways' process, focusing on developing 7 ideas for each key transformational step followed by a structured evaluation process that helps identify the top 3 ideas for each key transformational step to be tested. A collaborative team of mechanics, technicians and engineers work together to develop simple low cost mock-ups of cardboard, plywood and textube for each of the key transformational steps in producing the product while maximizing value adding activity. The collaborative design approach guided by the 3P process and Moonshine activity creates a highly creative environment where all participants try-storm ideas to determine the best solutions.

Bio:
Steve Mardero is the senior manager Production System Support for Boeing Canada Operations Ltd. in Winnipeg. Responsibilities include LEAN implementation, Right-Sized Equipment (Moonshine) shop and Employee Involvement program, Tooling and Industrial Engineering. In this role, he has lead and implemented manufacturing cells and pace production lines within the value streams and helped the Winnipeg division win the Fred Mitchell award for the highest LEAN Manufacturing Assessment score in all Boeing for three consecutive years 2009 to 2011. In 2011 the Winnipeg Moonshine ‘War team' won the Boeing grand championship for the 2nd time. Steve also lead the development and implementing EI Baseball, an Employee Involvement program that has become a benchmark within Boeing.

St. Boniface Hospital
Using LEAN Transformation to Enable Cultural Change
Developing an organization of strategic problem solvers
Presenter: Richard Manabat, Facilitator, Transformation Support

The St. Boniface Hospital has been using the tools and systems of LEAN Transformation as their business model in select hospital programs since 2008. Now, 3 years into their journey, they are beginning to see real evidence of employees using LEAN Transformation System thinking in their everyday work. The hospital is also seeing real desire, primarily driven by front line employees, to expand the system throughout the organization. Hear how the St. Boniface Hospital is adopting LEAN and how their long term vision is to become an organization of strategic problem solvers with a singular patient care focus.

Bio
Richard Manabat is a Facilitator with the Transformation Support team at St. Boniface Hospital (SBH). His LEAN journey began 3 years ago as a front line staff member participating in one of the first Rapid Improvement Events that affected the Emergency department at St. Boniface. That initial experience with LEAN Transformation kindled a passion for patient-centric process improvement within Richard. That passion started his own LEAN journey by first accepting a position as a Resident Facilitator, developing the skills necessary to help guide and support management and staff using the LEAN methodology but ultimately as a permanent member of the Transformation core team where he has been involved in a variety of improvement activities as SBH moves through their transformational journey.

McCain Foods Canada
Operator Asset Care at McCain Foods
McCain Foods answer to Autonomous Maintenance
Presenter: Paul Roozendaal

Operator Asset Care (OAC) is an Operations focused program aimed at slowing the deterioration of assets. Implementation of OAC at McCain Foods follows a structured Global model consisting of tools, techniques and best practices from McCain Foods around the world. The goal was to create a program that would work for every region regardless of language spoken, literacy rates and skill level of personnel. OAC has now been successfully launched in North America, South Africa & Australia/New Zealand. In this presentation you will learn about the six step approach to OAC used at McCain Foods, including scoping and goal setting, ticketing and deep cleaning, impact assessment, development of ‘one-point' lessons, deployment of performance boards and abnormality tracking and training stakeholders at all levels in OAC.

Bio:
Paul Roozendaal is the M.C.E. (McCain Competitive Edge) Manager for McCain Foods, Carberry, Manitoba. A certified LEAN Green Belt, Paul has spent the last 5 ½ years of his career leading the Carberry site in the successful deployment of LEAN business practices and the application of LEAN tools in the Carberry factory. He has also served as a LEAN resource to various McCain operations in Western & Central Canada. Paul's site was selected as the Global pilot for OAC development and deployment in the winter of 2009 and he is the Western North American Regional Lead for OAC deployment.

PF Collins International Trade Solutions
LEAN In the Transactional World
Application of LEAN in a Service Based Company
Presenter: Sharlene Goobie

Learn how PF Collins International Trade Solutions has adopted Lean as a strategy to improve customer service and drive out waste. This presentation will highlight a highly successful five-day Kaizen Blitz, which reduced the average processing time for an import entry from 25 days to less than 4 days in just six weeks! The existing long processing time created issues both internally and externally. The kaizen team completed a value stream map and spaghetti diagram of the current state and discovered that each entry traveled 1425 feet and was handled 33 times! The issues were analyzed and countermeasures plotted on a value graph. Countermeasures implemented included relocation of the accounts receivable and the import rater to ensure continuous flow of paperwork and the use of a visibility board showing daily targets.

Bio:
Sharlene Goobie, Controller, PF Collins International Trade Solutions, graduated from Memorial University in 2001 with a Bachelor of Commerce, Accounting concentration. Following completion of B-Comm., she articled with Quinlan and Taylor Chartered Accountants, located in St. John's and obtained CA designation in 2003. Sharlene continued working with Quinlan and Taylor until 2005 when she relocated to Bermuda to work with Chevron Canada Limited. She moved back to St. John's when offered the Controller position with PF Collins in late 2009. Sharlene completed LEAN Level I training in fall 2010 and LEAN Level II in Spring 2011.

Polaris Industries
Implementing and Sustaining Kaizen
The Polaris Way
Presenter: SreeRam Mangalampalli

LEAN is the way we do business at Polaris. This presentation will show how Polaris implements a two way approach to continuous improvement. It covers the bottom-up approach where employees on the shop floor initiate and implement various ideas and minor Kaizen projects on a monthly basis to improve their processes. Simultaneously, the leaders of the organization put together a continuous improvement plan based on the top priorities and budget targets that the company plans to achieve every year. The plan further breaks down to various major Kaizen events that are conducted over the course of the year using the problem solving methodology. Follow-up on the action plans ensures improvements put in place are sustained long term. Examples of typical Kaizen events will be used to illustrate ‘The Polaris Way'.

Bio:
SreeRam Mangalampalli, Lean Operations Manager, Polaris Industries, graduated from the University of Kentucky with a Master of Science, specializing in LEAN systems. Over the past eight years, SreeRam has held various roles associated with LEAN Management, in a variety of industries including powder metallurgy, high-technology security and access systems, office furniture and automotive, in companies with annual sales ranging from $6M to $2.5 B. SreeRam has facilitated or overseen at least 150 Kaizen events. Currently, SreeRam is the LEAN Operations Manager at the Roseau Plant of Polaris and is passionate about helping Polaris take its LEAN journey to the next level.

Shell Canada - Oil Sands
Building Internal Capability through Kaizen events
How to leverage the 8th Waste, "The waste of intellect" and help drive efficiency improvements while changing the culture through delivery.
Presenter: Gary Downs

In this presentation you will learn how Shell Canada - Heavy Oil, uses Kaizen events to grow internal LEAN capability. Value Stream Maps developed by the people who run the process are used to identify opportunities for improvement. These opportunities are captured as project charters that define Kaizen events. The 3-5 day Kaizen events are performed at the place where the work is carried out and staffed by the people who do the work. During the event, trainee Kaizen facilitators are ‘buddied' up with fully trained Kaizen facilitators. This is the key to building internal capability of the company, as LEAN is experiential and cannot be learned in a classroom. All trainees are supported through a minimum of three Kaizen events, each time being allocated a bigger proportion of the Kaizen to facilitate.

Bio:
Gary Downs, Lean Master and Technical Authority, Shell Canada - Heavy Oil, has over 30 years experience in LEAN and Kaizen, working for the past 15 years in LEAN on a full time basis . Gary has been fortunate enough to apply the learnings in a number of industry sectors including Automotive, Computing, Chemical, Hospitality, Food, Oil & Gas. His current role is that of LEAN Master in Heavy Oil in Shell Canada. Projects range from increasing revenues in Spa`s to cleaning oil storage tanks on FPSO, the approach is the same, it's the scale of the benefits that is different

StandardAero
Scaling LEAN tools to address enterprise level problems
Issues and opportunities of transitioning a LEAN program from the shop floor to larger more systemic organizational challenges.
Presenter: Kurt Shaw and Loriebeth Quileza

The LEAN journey for many organizations begins in the Gemba with LEAN practitioners facilitating Kaizens. But how can organizations apply LEAN philosophies and tools when an entire organization is in crisis and is challenged to rapidly improve performance? StandardAero's recent LEAN endeavours show how you can take the same basic LEAN tools and scale them up to address problems at the enterprise level. At the end of 2010, StandardAero's large fan business was in crisis. It had recently completed a massive expansion, which had seen the business double its workforce and quadruple its floor space - unfortunately the financial and delivery metrics were failing to meet the expectations of customers and shareholders. The StandardAero Operations Excellence team was challenged to apply its LEAN toolkit to rapidly identify and target performance barriers. The team had to transition from leading small 5S and cycle time reduction Kaizens to focus on larger, more systemic problems. The team executed a series of targeted workshops and Kaizens that allowed the large fan business unit to quickly meet and exceed expectations. This presentation will step through the process, challenges and triumphs of an action-packed eight month journey.

Bios:
Kurt Shaw, Operation Excellence Project Manager, StandardAero, is an Operations Excellence Project Manager and has been with StandardAero for 17 years. Throughout his career at StandardAero, he has been in different roles that span the organization and has been instrumental in setting up facilities and leading continuous improvement initiatives. Recently acquiring his LEAN Black Belt through Lean Sensei International, Kurt holds a Bachelor Degree in Engineering from the University of Manitoba and is a registered Professional Engineer.

Loriebeth Quileza, Operations Excellence Project Manager, has been involved in all aspects of continuous improvement from large transformation projects to rapid Kaizen events during her six year career with StandardAero. Loriebeth has her diploma in Technical Communications from Red River College and has recently become a Certified LEAN Greenbelt Champion through CME Manitoba.

VIBCO Vibrators
Courageous Conversations - A Personal Story
Leading cultural change
Presenter: Karl Wadensten

What is a courageous conversation? It's the one you don't want to have because you are vulnerable, the outcome is uncertain, and the topic is uncomfortable. But, the alternative of doing or saying nothing means that problems don't get solved, team members feel frustration, and your customers suffer. Being courageous means you possess courage to open your mind and eyes to a new way of thinking, of behaving, of conversing. This presentation is about leading and effecting cultural change by having authentic conversations and solving problems with your ALL of the people who work on the work of your business. In this presentation, Vibco Vibrator's President, Karl Wadensten will share his honest insights from the top office and from the shop floor. You'll hear about the resources and behaviors that shaped Vibco's cultural change. Karl will help you understand how to lead your team so that they actually enjoy and initiate improvements; how to inspire employees to thirst for more knowledge and to seize opportunities for improvement; and to always put your customer in focus.

Bio:
Karl Wadensten, President, VIBCO Vibrators, is a passionate, memorable personality with big ideas, big success stories and a take-no-prisoners attitude. He is the President of VIBCO Vibrators in Wyoming, RI, and the host of a weekly web TV show, The Lean Nation on UStream Wednesdays at 3pm EST. Karl has a terrific sense of humor and his passion for lean and for life is contagious. He is a firm believer in the power of leadership and Lean to transform and VIBCO's story is truly inspirational. Karl is a much-in-demand keynote speaker at regional, national and international conferences. At VIBCO Vibrators, Wadensten has developed a LEAN culture where continuous improvement is the norm and the pursuit of excellence is fully embraced by the entire VIBCO team.

Combine World Inc.
LEAN in a Small Business is Big Business
The question isn't Can a Small Business Afford to do LEAN? - it is Can you Afford Not To?
Presenter: Charlie Smith and Coleman Murch

LEAN is a common word in big business, but it also is an extremely effective business strategy for small business. In this session you will learn how one small salvage yard has transformed itself, tripling it's sales while increasing profit margins by applying LEAN tools and embedding LEAN principles into it's business strategy. For Charlie and Coleman, the question isn't Can we afford to do LEAN, the question is Can we afford not to! Over the years LEAN has become more and more embedded into CWI's business strategy. 5S implementation transformed Combine World from a ‘typical salvage yard' to a showcase of workplace organization that impresses customers and suppliers alike and makes it easier for all their team members to get their jobs done. While keeping 5S a focus, Combine World has applied other LEAN tools such as VSM, Standardized Work and Root Cause problem solving. Development of team members and getting everyone engaged in the continuous improvement process is a priority at Combine World and the use of daily huddles, key performance indicators and a formal and transparent suggestion system has helped them achieve this goal.

Bios:
Charlie Smith, Founder, Combine World Inc., graduated from high school in 1979. He was raised on a farm near Allan, Saskatchewan, where he continues to live with his wife and family of 3 children. After getting married in 1986, Charlie and his wife, Marjorie, started an agriculture machinery and parts business, with the main focus being the salvaging of used farm equipment. From a startup including Charlie, Marjorie and one employee, the company has grown to employ 15 full time and up to 7 part time employees in peak season. Charlie is (was) a farmer at heart but finds great satisfaction and meaning in working with other people and helping farmers become more successful.

Coleman Murch, Operations Leader, Combine World Inc., was raised on a mixed farm in west-central Saskatchewan. He completed high school in 1999 and graduated from University of Regina with a degree in Business Administration and Accounting. He joined Combine World in 2005 and is now a business partner. He shares the leadership role at Combine World and is responsible for the overall operation. He has in-depth knowledge of "Lean" and has been instrumental in bringing about a "Lean" culture at Combine World.

New Flyer Industries
Journey to a LEAN Supply Chain
Presenter: David White

In this presentation you will learn about New Flyer's dramatic journey to a LEAN supply chain. You will get a sense for the many changes that have taken place and the significant accomplishments since 2006, including improved parts availability, reduced inventory investment, streamlined in-bound logistics and reduced material costs. These changes include the implementation of a new supplier web portal, a new supplier scheduling methodology and implementation of a new supplier performance measurement system. The standardization of purchasing processes and staff training, implementation of bar coding at Receiving, Shipping by production station, In-bound Traffic planning and optimization and the elimination of warehouses at all New Flyer facilities, will also be discussed.

Bio:
David White, Executive Vice-President, Supply Management, New Flyer Industries, joined New Flyer in 1998 as Corporate Controller and moved to the position of Vice-President, Supply Management in 2002. He was appointed Executive Vice-President, Supply Management in 2006 and he is responsible for the activities of Bid Pricing, Strategic Sourcing, Operational Purchasing, Production Planning, Materials Management and Logistics. David obtained his chartered accountancy (CA) designation in 1993 after graduating with a Bachelor of Commerce (honours) from the University of Manitoba in 1990. Prior to joining New Flyer, David worked with Deloitte & Touche for eight years.

Decor Cabinet Company
Focused Improvement
Strategic Improvement Using TOC, LEAN & Six Sigma
Presenter: Larry Dyck

The kitchen cabinet industry has encountered numerous challenges in the past few years that have required a more intentional focus on cutting costs and improving throughput. With many challenges still on the horizon, productivity improvement in any manufacturing environment is critical to any company's success. Decor has been on a journey using TOC since 1994. The company has a history of the TOC concepts to focus LEAN efforts strategically. Decor has recently redesigned their business system as a whole. The redesign is based on the premise that improvement projects must bring bottom line results to the company. This presentation will cover the process Decor used to design and activate a productive business system to ensure improvement efforts are focused on bottom line results. The results come from distinguishing which tool to use at the appropriate time and a combination of Theory of Constraints, LEAN, and Six Sigma.

Bio:
Larry Dyck is the President and co-founder of the Decor Cabinet Company, a custom kitchen cabinet manufacturer based in Morden, Manitoba. Established in 1977 in Portage La Prairie, it has become one of Manitoba's 50 fastest growing companies. Decor still operates on family values and believes relationships with staff, community and suppliers to be the key proponent of their success. Personally and professionally, Larry is dedicated to impacting the local and global community in supporting a variety of organizations and events. He lives in Morden with his wife Sylvia and has three married children and five grand children.

Toyota Production System Support Center, Inc.
TPS implementation in non-manufacturing environment
Presenter: Jamie Bonini, General Manager

Toyota Production System has been passed down and still evolving in Toyota. Toyota Production System Support Center, Inc (TSSC), a non-profit corporation affiliated with Toyota, has helped North American organizations implement TPS for the past 20 years. Our support ranges from manufacturing (automotive and non-automotive) to hospitals and non-profit organizations, such as food bank/community kitchen and disaster relief organization. Using several case studies, we will share TSSC's TPS implementation approach and how TSSC has supported TPS in non-manufacturing environments.

Bio:
James "Jamie" Bonini is general manager of TSSC and project general manager of OMDD at Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA), in Erlanger, Kentucky. Mr. Bonini began his career with Toyota in 2002, as assistant general manager for TSSC. From 2004-10, he served as general manager for TEMA's supplier commodity engineering (SCE) division which leads new model projects and mass production supplier development projects in North America. He obtained a Bachelor of Science in Mechanical & Aerospace Engineering from Princeton University, a Master of Science in Mechanical Engineering from the University of California at Berkeley and two Master of Science degrees in Management and Material Science Engineering from the Massachusetts Institute of Technology.

Russel Metals Inc.
Office Lean
Reducing Waste Where It's Not So Obvious
Presenter: Lee-Anne Carter, Supply Chain Manager

Unlike manufacturing processes where it's relatively easy to identify the well known waste elements as they are generally tangible and easy to assign a monetary value to, office processes are typically paper-driven and reliant upon non-standard tribal knowledge. It's not uncommon in most businesses for the front end process to comprise over 90% of the total order lead time. Conventional solutions such as automation through complex business system implementation promise huge efficiency gains which are rarely delivered. By using LEAN tools to improve process value streams prior to application of business system tools, Russel Metals has been able to achieve reduced cycle times and standardization in many of its front end processes.

Bio:
Lee-Anne Carter-Plouffe is the Supply Chain Manager at Russel Metals' Clarence Avenue facility. Her responsibilities include raw material, parts & services procurement, inventory management and production planning. Lee-Anne achieved her LEAN Green Belt certification through the CME LEAN training program and is a key leader of Russel Metals' LEAN program. Lee-Anne brings over 15 years of experience in manufacturing having held various leadership roles in Materials Management, Continuous Improvement Project Management, Production Control Planning and Health And Safety.

Canadian Pacific
Leader Standard Work: The Key to Lean Success
Presenter: Jeff Adams, Assistant Vice-President, Continuous Improvement

Seventy per cent of all strategic change initiatives fail, either outright or in meeting their original intent. The probability of a successful LEAN transformation is against you. Leader Standard Work is the single-most important and difficult factor in a LEAN transformation, and executing this well will improve your odds dramatically. This means that management culture must be reshaped into a system of LEAN leadership behaviours, practiced at every "moment of truth", at every level and with immediate positive or negative consequences to reinforce. In this presentation, you will learn how Canadian Pacific is embracing Leader Standard Work to create a new leadership culture, including the use of practical tools such as Kamishibai Cards, Site Walkabout JIS and Stratum-specific operational reviews.

Bio:
Jeff has created and is leading Canadian Pacific's LEAN transformation strategy and corporate-wide deployment. In 27 years with CP, Jeff has led a wide variety of functions in marketing, sales, pricing, customer service, field operations, transportation and service design. He has led numerous change initiatives including the first Integrated Operating Plan implementation for which CPR earned the Franz Edelmann Award, and has earned LEAN Sensei's Sponsor of the Year. Jeff is a management graduate of the University of Calgary.

IBEX Payroll
A Culture of Empowerment
Breaking down the barriers to true teamwork and collaboration
Presenter: Darryl Stewart, Head of the Herd

Learn how IBEX Payroll, aka the IBEX Herd, has created a fun, engaging and collborative work environment AND driven exceptional business results. As a late entry into the very mature payroll service market in Canada, IBEX had to innovate in order to earn a position. Most of this innovation has been in the area of workplace culture. Unique people practices like one-on-one coaching, daily Herrdles, nerdles, feedles and doodles, all break down the natural barriers between managers and employees that so often stiffle innovation. Unique management techniques like visual project management, the monthly climbing higher letter and daily numbers reporting across the whole organization, make sure everyone knows the plan and the score.

Bio:
Darryl has been Head of the Herd at IBEX Payroll since founding the company in 1997. Darryl has a passion for building great workplaces. The vision of IBEX is to be the best place in Canada to work by 2015 and Darryl works on trying to make this vision into reality every day. The unique culture at IBEX has been the subject of many talks by Darryl and numerous magazine, blog and newspaper articles. Darryl has spoken on a diverse set of workplace issues over the years including work life balance, employee recruitment and retention, positioning your organization for the future and most notably, engaged leadership.

Milliken & Company
Earning the Right to Do LEAN
How to Build a Successful and Sustainable Performance System
Presenter: Phil McIntyre, Director, Business Development
Co-Presenter: Chris Glover, Director, Milliken Performance System

Using tools and applying initiative-based changes offers only temporary improvements to organizations, despite their best intentions. How has Milliken survived and thrived in an extraordinarily competitive market? In 2010 the company improved its cycle times 48% and working capital by more than 20%. Key leadership from Milliken & Company will share foundational components of the company's performance system that will make your organization stronger and more agile for a marketplace that changes daily, not annually. Discover Milliken's operational excellence strategy-one of the major reasons for the company's long-term sustainability. This strategy is founded on associate engagement and a cohesive system that includes a LEAN Pillar. The important message your Milliken experts will impart is how imperative it is to create a foundation within your organization long before starting your LEAN journey. Gain many takeaways you can implement immediately during a session that explores how Milliken & Company utilized this foundational work to increase gains made within its LEAN processes.

Bios:
Phil McIntyre, MBA, Babcock School of Management, Wake Forest University, is Director of Business Development and Marketing for Milliken Performance Solutions. His career with Milliken spans 25 years with 10 years spent in manufacturing. Phil then spent 6 years directing several Milliken divisions' efforts in process and cost improvement. He attended Clemson University and earned a degree in Industrial Engineering. Prior to Milliken Performance Solutions, Phil served the company as Market Manager for several of the company's consumer products businesses.

Chris Glover is Director, Milliken Performance System with more than 26 years of manufacturing experience at Milliken. A Georgia Institute of Technology Chemical Engineering graduate, Chris has led LEAN enterprise facilitation, project management and leadership development and is an expert at design, development and delivery of training which supports the Milliken Performance System. Chris has served many roles-from Production Manager and Process Improvement Leader to Quality Assurance Leader and Plant Leader.

Manitoba Public Insurance
Manage Change, don't let it manage you
A Case for Change
Presenter: MaryAnn Kempe Vice President, Community and Corporate Relations
Co-Presenter: Shannon Leppky, Director, Staff Development and Change Services

Manitoba Public Insurance (MPI) is a Crown corporation that provides automobile insurance for residents in the province of Manitoba, Canada. Having stable and consistent business processes for many years, the organization has recently undergone a major transformational change, driven by the merger of Manitoba's Driver and Vehicle Licensing operations into MPI. The Corporation adopted a formal change management methodology to support its enterprise change transformation that has assisted in employee and customer acceptance of the changes which included a new driver safety rating model, an enhanced service delivery model, new products and services and implementation of a new case management model and related technology. MaryAnn Kempe, Vice President, Community and Corporate Relations will share MPI's experience and lessons learned in applying formal change management when implementing the successful transition to a new service delivery model and illustrating how processes were improved and customer service enhanced.

Bios:
MaryAnn Kempe has led an accomplished career having worked in various senior roles in both the public and private sectors. MaryAnn currently holds the position of Vice President, Community and Corporate Relations with Manitoba Public Insurance. MaryAnn's passion as a life long learner is evidenced in her wide array of educational pursuits. She holds a Diploma in Industrial Relations, Certificates in Adult Education, Health and Safety, Certified Human Resource Professional and a Bachelor of Arts from the University of Manitoba. MaryAnn graduated with a Masters of Business Administration (MBA) major in Human Resources from Royal Roads University. MaryAnn has also served as President and Past President of the HRMAM, member of the Canadian Council of Human Resources Associations.

Shannon Leppky is the Director, Staff Development and Change Services at Manitoba Public Insurance (MPI). She has provided change management services to large corporate projects such as the transition of Claims Centres to Service Centres, the Enhanced Identity Card project, Driver Safety and Streamlined Renewals project, and the transformation of the Injury Claims Management department. Through a formalized change management methodology, Staff Development and Change Services delivers a robust approach to ensure the ‘people side of change' is a vital component of all projects resulting in sustainable business results. Prior to MPI, Shannon spent 15 years as a consultant in the area of school change and school improvement. She has a Masters of Education, Bachelor of Arts and a Certificate in Adult and Continuing Education.

Standard Machine
Standard Machine's Journey To LEAN
Two wins, a tie and a loss
Presenter: Darryl Minty, CI Coordinator, Manager Health and Safety

Standard Machine is a company that prides itself in supplying a world class product to our valued customers. Learn how we transformed our shop into our showpiece using the 5S and other LEAN tools to be a more globally competitive company. Also hear about some of the mistakes we made and corrected along the way that you can learn from to avoid in your LEAN journey.

Bio:
Darryl Minty has over 20 years experience in manufacturing and has used and successfully applied many of the LEAN tools, principals and theories in the companies he has worked for.

Alberta Health Services
Culture: Stop Talking and Start Walking!
Presenter: Shane Tulik, Process Improvement Manager

We've heard it said many times before. Some of us even say it ourselves and watch as the others around us nod their heads in agreement! "You've got to change the organization's culture!" But what does that mean? What is culture, how do you change it and why? In this session you will learn about what culture really is, what you can do to change it, and why you want to in the first place. You will see how the Royal Alexandra Hospital and Alberta Health Services is working to develop and establish a culture of continuous improvement and respect for people to enable them to provide world-class healthcare to the people of Alberta. You will gain insight into the overall strategic framework that supports the culture and the specific methods and systems that are used to define and support it, including; visual communication methods, leader standard work, standard work and leadership development.

Bio:
Shane Tulik is a Professional Engineer and Process Improvement Manager at the Royal Alexandra Hospital (RAH) in downtown Edmonton. Shane's accomplishments include leading and collaborating, with the RAH's over 4,800 full- and part-time staff, to advance a "LEAN" culture within the organization. Shane shares with the RAH team some initial success with reductions in Emergency wait times and patient length of stay. Shane has also played a pivotal role in the development and disemination of the Alberta Health Services Improvement Way (AIW). Shane has applied his knowledge and experience with LEAN and Engineering in many manufacturing and service industries over the past two decades. He has also been an active participant, speaker and committee member with AME and CME conferences for many years.

Enterprise Saskatchewan
Going LEAN in the Government of Saskatchewan
Saskatchewan as a result of the Implementation of LEAN
Presenter: Denise Haas, Chief Financial Officer

The Government of Saskatchewan has implemented LEAN as a major initiative. The presentation will include information on the LEAN initiatives that have been undertaken by Enterprise Saskatchewan, the economic development agency of the Government of Saskatchewan. In particular the presentation will highlight the approach that Enterprise Saskatchewan used to implement LEAN as well as details of the process and the results of the LEAN Delegated Signing Autority initiaitve which provided empowerment and accountability to employees of the Agency. The presentation will also include an overview of other LEAN initiatives within Enterprise Saskatchewan and how the LEAN initiatives have contributed to the transformation of the culture in the workplace. There will also be an overview provided as to how the Province of Sasktachewan is using LEAN as one of the foundational pillars for Public Service Renewal.

Bio:
Denise Haas, CMA is the Chief Financial Officer of Enterprise Sasktachewan. Denise has 30 years of experience in varous positions of the Government of Saskatchewan of which 22 of those years have been in the economic development field including positions such as the Assistant Deputy Minister of Industry and Resources, Associate Deputy Minister of Enterprise and Innovation, and the Deputy Minister of Regional Economic and Co-operative Development. Denise's current role as Chief Financial Officer of Enterprise Saskatchewan includes providing leadership in the provision of corporate finance, operations management, human resources, information technology, legal services, and financial programs administration. Denise also has the responsibility as the LEAN Deployment Champion for Enterprise Saskatchewan.

COM DEV Ltd.
Cultural Shift to Standardization in ETO (Engineer to Order) Environment
LEAN is NOT Rocket Science, our business IS
Presenter: Pratik Desai, Senior Member Technical Staff - LEAN Systems and Industrial Engineering

Embracing LEAN culture and focusing on Standardization in Engineering processes, has helped Multiplexer, the largest Business Unit at COM DEV, save $4 million in just one year! Value Stream Mapping of the entire Engineering process and systematic continuous improvement focusing on reducing variation and smoothing information flow, led to a number of major improvements, such as the development of customer documentation templates, the implementation of a central ‘repository' of knowledge and the establishment of a visual Project Status tracking board, which has become a significant focal point for project review.

Bio:
Living and breathing LEAN for 7 years at COM DEV and 5 years at GM - India, Pratik is a 2011 CEO award winner at COM DEV. His experience from low-mix, high volume Automotive and high-mix, low volume Aerospace Industries gives him an edge handling cultural and technical challenges. Pratik's know-how in LEAN and strong belief of "LEAN can be implemented anywhere" has led to significant lead time improvements and cost savings in machine shop, material acquisition process, multiplexer engineering and complex assembly processes in ETO environment. His understanding in global culture, practices and business aptitude has helped COM DEV to introduce LEAN practices to suppliers in India.

Brandt Group
Getting Visual - Getting better
LEAN and Visual do fit in a high mix - low volume enterprise
Presenter: Stewart Bellamy, LEAN Project Manager

The LEAN journey at Brandt Engineered Products Ltd (BEPL) spans eight years and includes many course corrections. BEPL was well into its LEAN journey when it discovered the power of the visual management. First, the placement of a visual display/production control board began to not only facilitate production planning and scheduling but quickly developed the capacity to organize and improve the process itself. When these boards were combined with visual order (elevated 5S)-borders and addresses imbedded into the shop floor, these flat, 2-dimensional boards proved capable of optimizing 3-dimensions of production: time/scheduling, space/the floor, and people/manning. This presentation takes you on the very journey BEPL traveled as they began to appreciate the contribution visual made to their improvement mandates. Appreciate how the shared understanding that "work and improvement is the same thing" and see how Brandt teams use two driving questions-What do I need to know? and What do I need to share?-to help populate the work environment with robust, innovative, location-specific visual solutions that have made work easier, safer, more cost effective-and more closely aligned to higher-level strategic objectives.

Bio:
Stewart Bellamy has been a part of the fabrication and manufacturing industry for more than three decades. Initially in drafting and design, Mr. Bellamy moved into project management in the early 1990s. For some fifteen of those years, he has worked with Brandt Engineered Products Ltd. (BEPL) in Regina. Since 1999, his primary responsibilities have focused on process improvement, with the past eight years targeting LEAN enterprise initiatives. In 2007 Stewart facilitated the addition of visual workplace initiatives in order to build the fit between visual and LEAN. Mr. Bellamy has made numerous presentations at AME, CME & Visual Summit conferences since 2003. He is a director with the South Saskatchewan Manufacturers Consortium and past chair of ASQ/Saskatchewan.

PepsiCo Foods Canada
The 3 E's of Leading LEAN - Engage, Educate & Empower
Presenter: Trevor Lewington, Plant Manager

Frito Lay's operations in Taber and Lethbridge have a long legacy of leading innovation initiatives while delivering award winning quality recognized throughout the Company's operations in North America. This legacy has been developed in large part through the high levels of process and results ownership demonstrated by front-line employees. Learn how Frito Lay has leveraged the three E's of leading LEAN to boost production, grow their business, cut costs and succeed in the face of unprecedented industry change. This presentation will focus on the practical ways in which any organization can harness the power of their front-line employees to drive improved results through engagement, education and empowerment. Learn how Frito Lay defines these three concepts and has developed relatively simple tools to sustain a LEAN culture at all levels of the organization.

Bio:
Trevor Lewington is currently the Plant Manager for PepsiCo Foods' snack food manufacturing plant in Taber, Alberta. Trevor's primary role in Taber is to act as both a coach and mentor to a highly engaged and largely self directed workforce. Trevor has a broad range of management experience in human resources, corporate training, transportation and logistics as well as manufacturing. Trevor holds a Certified Human Resources Professional (CHRP) designation from the Human Resources Institute of Alberta in addition to a CITT designation from the Canadian Institute of Traffic and Transportation.

Genoa Design International Ltd.
Embedding LEAN in the Engineering World
Presenter: Leonard Pecore, President

Genoa Design International Ltd. is a marine production design company based in St. John's, Newfoundland and Labrador, Canada. Genoa provides production lofting and detail design services to marine and offshore industries around the world. In September 2007, Genoa decided to accelerate its LEAN program by developing a formalized LEAN strategy and creating an office wide 5-year project to embed LEAN principles in their operating culture. See how Genoa created its plan, base-lined performance, engaged employees, and used standardized work to improve employee performance and quality output. Also learn how training has become key in accelerating the learning curve for new employees and how quality checking processes are tracked and analyzed to trigger development of new and improved standards. Learn how Genoa works with clients at project start up and through the project to ensure quality deliverables that improve fabrication processes and lead-time.

Bio:
Leonard graduated from Acadia University in 1986 with a Bachelor of Arts, and joined the Canadian Military as a Naval Officer in 1987. In 1991 Leonard enrolled in the naval architecture program at the Marine Institute of Memorial University of Newfoundland. In 2001 Leonard obtained a Masters Certificate in Project Management. Leonard started Genoa Design in 1995. In January 2000, Genoa Design International was founded. Genoa provides detail production design and lofting to the Shipbuilding and Offshore industries across North America, and recently in Europe. Genoa employs 20 people in its office in Newfoundland and is an award winning company.

Argus Industries
Serious | Fun
Intentional Culture = Incredible Results!
Presenter: Michael Easton, President & CEO

"No one wanted to work, but we all have to, so why not make it fun!" That quote from my father is what started me down the road to Intentional Culture and making the Argus Tribe what it is today. LEAN starts and ends with culture, if you cannot get your people engaged at a level that you don't have to push everyday the Toyota Way will never happen. My Tribal Leadership has grown Argus into a company with a culture you want to learn about, but beware, this is not a formula, but an example of how to form your own Tribe. We want our critics to look at us and not know if we are working or playing, because to us we are always doing both! Welcome to the Argus Tribe, welcome to Argus Industries.

Bio:
Mike has been with Argus for 14 years and holds a Bachelor of Science degree in Environmental Science from the University of Winnipeg. He has been serving on the Board of Directors for YFC Winnipeg for eight years, a non-profit organization responsible for the "Centre for Youth Excellence". Mike has been involved with LEAN for many years, recently went to Liverpool, UK and spent two weeks working in Jaguar / Land Rover at the world class "LEAN Learning Academy". Mike is a Member of YPO - Young president Organization and has been a member of TEC for over 12 years, an international organization of CEO's that help grow and expand member's skills in business and life.

Training Within Industry
TWI Job Instruction - Sustainability from implementation through maturation
Developing a successful TWI Job Instruction process.

In this presentation, attendees will learn from a company that has developed a successful TWI Job Instruction process. Specifically, attendees will gain insight in how to implement a sustainable and effective TWI Job Instruction process, how to lock in gains through better Standardized Work and pitfalls to avoid. The company has been on the LEAN journey for a number of years and has seen significant improvements in operational and bottom line performance. The TWI programs have been an integral part of this overall success and played a significant role in helping the plant emerge from the economic downturn in 2009 stronger than they went in. Early in the implementation sustainability was a major concern and specific actions were taken to avoid the common backslide or loss of momentum many companies face with improvement initiatives. Come see how these lessons learned can be applied to your existing or potential TWI implementation.

Autoliv ASP, Inc.
Commitment, Nemawashi, Teamwork, and Results
Leadership's Role in Creating a Culture of Continuous Improvement
Presenter: Scott C. Gomm, Autoliv Production System Manager

The Autoliv Brigham City facility has been using LEAN tools to drive amazing results. In 1998 we had the opportunity to participate in a supplier development program with Toyota. We've learned there is no "cookie cutter" method to implement LEAN tools in any facility, but there is a sequence, based on the needs of the gemba, to help transform traditional manufacturing lines into highly efficient LEAN cells. Successful transformation is dependant upon strong leadership that understands the LEAN tools and is committed to making sustainable improvement. Along the LEAN journey we made mistakes and learned from them, but we never waivered from the long term vision of LEAN value streams focused on providing excellent products for our customers. Leaders are mentors committed to sharing the long term vision of the company and providing the support necessary to create a culture of continuous improvement that involves ALL EMPLOYEES. Applying for the Shingo Prize and the AME Award helped Autoliv focus on implementing the LEAN tools and ultimately drove us to improve our culture.

Bio:
Scott has been with Autoliv for 17 years and has held various positions from Production Associate, Process Coordinator, Supervisor, and LEAN Consultant in the Operation Management Consulting Division. Current responsibilities include supplier development, managing and teaching in the Autoliv Production System University, and LEAN consulting with other companies. Scott has a Bachelor of Science Degree in Business Management from Utah State University and is also a graduate of the APS University. Scott's facility received the AME Manufacturing Excellence Award in 2011 and the Shingo Prize for Excellence in Manufacturing in 2003 and again in 2008.

Protegra
Why, What and How of Employee Engagement at Protegra
Focusing on people makes you successful
Presenter: Wadood Ibrahim, CEO
Co-Presenter: Brenda Coates, Delivery Manager/HR Lead

Since Protegra's inception, employee engagement has been a core focus. Protegra views its employees as a community where people feel valued, empowered and enjoy coming to work every day. The focus is on helping the company achieve its strategic and operational objectives, at the same time as helping every employee achieve their own personal and professional goals. As part of its balanced scorecard, Protegra utilizes a number of measures to validate that the people strategies and initiatives are working. Over the last five years, Protegra have has won many national best employer awards, including 'Best Workplace in Canada' and ‘#1 Best Small and Medium Employer in Canada'. In this session, we look forward to sharing with you the "why, what and how of employee engagement at Protegra".

Bios
Wadood Ibrahim is CEO and co-founder of Protegra and has been leading the organization for the past 14 years. He was instrumental in developing Protegra's core values as the foundation of Protegra's vision. Today, Protegra recognized internationally as a leader in business performance and technology practice. Wadood has been involved in the information technology domain for more than 20 years. His experience spans both the public and private sectors where he has led teams and managed complex IT initiatives from both the business and technology perspectives.

Brenda is Delivery Manager/HR Lead at Protegra, and is an information systems professional with over 20 years experience in management of various functional and cross-functional teams. At Protegra, Brenda is responsible for the people readiness, quality and governance of all projects at Protegra. This includes the recruitment, retention and ongoing performance management for Protegra staff, as well as the oversight of all projects to ensure they are delivering the expected value and results to Protegra's clients. Throughout her career, Brenda's focus has always been on maximizing team work to achieve successful results.

Underwriters Laboratory
LEAN by Choice
Striving to become a ‘Great by Choice' company
Presenter: Jerry Bussell, Executive Advisor to UL Center of Continuous Improvement and Innovation

In this presentation, Jerry Bussell, Executive Advisor to UL Center of Continuous Improvement and Innovation, will share his personal perspectives on LEAN leadership and his observations at Underwriters Laboratories, striving to become a ‘Great by Choice' company. Many of the exemplary traits that Jim Collins describes in his latest book ‘Great by Choice' are being instilled and developed throughout the UL organization. Executive leadership has made it clear that UL is a ‘LEAN by Choice' company. Fully deploying throughout the organization is helping UL to become a ‘Great by Choice' company that can thrive in challenging and uncertain times.

Bio:
Jerry Bussell is Executive Advisor to Underwriters Laboratories' Center of Continuous Improvement and Innovation. Jerry recently retired as Vice President of Operational Excellence for Medtronic Surgical Technologies, where he received the prestigious Medtronic Wallin Leadership award for transforming Medtronic ENT's traditional manufacturing operation into a nationally recognized model of LEAN manufacturing. Under Jerry's leadership, Medtronic ENT was recognized as one of Industry Week's ‘Best Plants in North America' in 2002, received the Shingo Prize in 2003, and received a Shingo Silver Medallion in 2009. He is a founder and past chairman of the Jacksonville LEAN Consortium. In 2005 Jerry was inducted into the Shingo Academy for his outstanding contributions to operational excellence.

TransX
The Road to LEAN at TransX
Engaging all staff to improve the operation
Presenter: John Wallis, Director of Continuous Improvement

Learn why the TransX Group of Companies, Canada's largest privately owned carrier, with 1300 tractors and locations across North America, started on the LEAN journey, what has been achieved and what have been some of the ‘bumps' in the road. The economic downturn created the impetus to accelerate operational improvement at TransX and engage all staff in figuring out how to do more with less. Leadership development formed the foundation, but developing a ‘True North' that everyone understood and believed in and aligning with customer objectives were key, as was listening to employees and rediscovering latent talent throughout the organization. Join me on this exciting road of discovery!

Bio:
John Wallis is Director of Continuous Improvement at the TransX Group of Companies. Prior to this, John was Director of Human Resources.

ESCORT Inc.
Culture Change and LEAN Implementation at ESCORT

is a premier designer, manufacturer and marketer of high-end Automotive accessories and products including radar detectors, navigation products, safety and security products . The Company leads in market share position in the premium segment of the radar and laser detector industry. The Company's superior product technology and performance is protected by more than eighty-five (85) percent of the active patents for radar and laser detector technology in North America.

ESCORT sells a range of over 50 products under a carefully managed brand strategy using the ESCORT and BELTRONICS brand names. The Company has been recognized with numerous awards and recognition by quality conscious customers. In 2012 ESCORT was the winner of the 2012 Consumer Electronics Show Innovation award, the 2012 Popular mechanics Editors Choice Award and the SEMA Best New Mobile Electronic Award to name a few. ESCORT has established long-term relationships with leading big box stores, distributors, premium car dealers and direct customers. In 2008 Escort relocated to a new state of the art "green field" electronics manufacturing facility in Mississauga Ontario.

National Leasing
Sustaining Change
Strategies for long term employee engagement

National Leasing has been providing financial solutions to business for over 35 years. Today National Leasing is the leader in commercial equipment leasing with a focus on speed and customer service.
Learn about the strategies National Leasing is using to achieve long term employee engagement and create a culture of continuous process improvement, how strategic planning and leadership development play a key role and National Leasing's experience with structured change management methodologies.