Innovation: The Driver
- Vice President, Parker Corporation
How do you: drive innovation in lean product development? Make “ideation” the center of knowledge based development? Mr. Buca will describe his innovation system and detail his experiences using it with people on development teams and in matrix organizations.
You will see the innovation thinking/practice that impacts talent and drives the economics in flat growth product/market categories in which you compete.
Toyota Management Speaker
Connect Design, Development, Vendors and Production
- Operations Officer, Shiroki Corp
Mr. Daprile will describe the design chief engineer-production chief engineer organization’s collaboration with the vendor organization to make production seamless and simultaneous. Mike will build on Toyota’s Ken Kreafle presentation to the Savvy Conference VI – Chicago, 2009.
Lean Product Development has Vision, Mission and Strategy
- Vice President of Advance Platform Development, Ingersoll Rand
Mr. Augustine will describe an effective approach to establishing Lean Product Development as a fundamental operating system and business competency that drives current improvement and future growth.
Trustful Leaders: Standard Behaviors That Build People
Dr. Deborah Savage
– Professor, University of St. Thomas
This enduring topic is unique to Savvy Conference participants who are learning and adapting standard behaviors that are pre-requisites for developing talented people.
With many layoffs in the last two years, trust is an attribute that has declined, yet, paradoxically, has increased in importance. Savvy introduced this topic in 09′. It has generated much high-energy discussion on this most vital issue of trust in people needed to support excellence of work in product development. The content is vital to persons leading cross-functional development teams, persons directing the development operations, persons doing collaborative innovation, and persons managing engineering support functions.
You will see an excellent visual of the six standard habits of behavior called Virtues, that make the leader trustworthy. You will learn how these habits impact the improvements and changes of behavior that help generate energy needed to engage people in their daily tasks to reduce process waste, improve problem solving, and increase value to the customer.
Vendors’ Knowledge: Discover and Integrate It
- Vice President, Rapid Refill, Corp.
Merle Meyer will demonstrate knowledge based product development that integrates vendor’s knowledge. He will describe his approach to understanding the vital knowledge his vendors have and ways he integrated that knowledge in his product design teams and knowledge systems. Your vendors can help you reduce waste and increase valuable knowledge.
4-2-1 Set Based Design Engineering
- Director of Engineering, Research, & Design, Saris Cycling Group
Todd will describe his knowledge based product development organization and process.
He will demonstrate the set based design method called 4-2-1 and its powerful impact that increases design engineers talent, energy and productivity. Design engineering teams leaders who learn and adapt this thinking/practice are sure to experience similar impacts in their development teams.
The NPI Transformation Leader: Effect on Personal and Professional Growth
-Director of NPI Process Improvement, Boston Scientific
You are given responsibility for the NPI Transformation that requires organization behavior changes.
What about you? Will you need to change? Can you change? “I can not – I will not” might by our first reaction. Why? What are the difficulties you face? What do you yourself have to know in order to grow and contribute to the behavior changes required in the knowledge based product development system?
In a fast pace, thoughtful dialogue, Tom Ebertowski will relate to you his experiences as a key player in the knowledge based product development transformation at Boston Scientific. Tom, sometimes willingly, made transition from a driver to a problem solver personality to a thoughtful leader who built trust among his colleagues. What were his issues? What were obstacles he had to overcome? What were his successes?
If you are involved in your development organization’s transformation you should benchmark the experiences of others. If you are an enterprise executive, or chief engineer, or engineering function manager, or development team leader, or continuous improvement leader – the gurus, authors and books offer limited learning that is conceptual at best. You must see and hear for yourself the experiences of one who is doing what you are tasked with: learn and adapt change in your thinking and habits and thereby develop your towering competence as a leader and talent as a collaborator with people at all levels.