Leadership and Manufacturing During COVID-19 and Beyond

• Illustrating how leadership shapes the way manufacturing organizations address challenges and opportunities
• Problem-solving and the role of leadership in creating a culture of problem-solvers
• How have the day-to-day roles and responsibilities of senior leadership evolved in recent years? What is driving that change?
• Discussing the importance of staying connected with the issues and people you need to understand to make informed decisions and grow as a leader
• Creating leaders at all levels to build a bridge to the future, and what should we be doing right now to get there?

COVID19 Plant Safety Improvements- Keeping Staff and Operations Safe

• Understanding how Covid19 has changed the way manufacturers think about plant safety
• Recognizing the human impact of unsafe working conditions
• What tools and technologies can help you remain in operations during future health crises
• Key techniques for engaging with your workforce to better understand their specific requirements

FOCUS GROUP LEADERS:

Jean Savage – Vice President, Surface Mining and Technology – Caterpillar
Simon Kew – Senior Vice President, Strategy and Operations – Magna
Simone Frazier – Vice President, Manufacturing Development – Keurig Dr. Pepper Inc.
Morten Lundsgaard Degn – Vice President, Manufacturing & Supply Chain Technology – LEGO Group

Jean Savage – Vice President, Surface Mining and Technology – Caterpillar
Simon Kew – Senior Vice President, Strategy and Operations – Magna
Simone Frazier – Vice President, Manufacturing Development – Keurig Dr. Pepper Inc.
Morten Lundsgaard Degn – Vice President, Manufacturing & Supply Chain Technology – LEGO Group
Scott Gaddis – Vice President, Global Practice Leader – Safety and Health, Intelex

• With an experienced and well-educated management team, anything is possible – or is it? 
• Making the business case that without translating massive amounts of data into actionable information your best and brightest may be left in the dark
• Unlocking the potential of your leadership team by arming them with the intelligence required to make the decisions that drive real cost savings, more engaged employees, and a culture of continuous improvement
• Spend less time crunching data and more time analyzing useful information

Sustaining and Evolving your Culture, Lessons Learned from Danaher

• Danaher’s Culture (Danaher Business System or DBS) is who we are and how we do what we do 
• Since 1988, Danaher’s Culture has been both consistent in purpose yet evolving as Danaher has become a Global Science & Technology company
• From the early days doing kaizens with Shingijutsu to the more recent development of DBS Tools to support Organic Growth, Innovation and Leadership, DBS continues to evolve
• What are some of the key lessons learned to help both sustain a high-performance culture and know when to evolve? • This pragmatic presentation will provide experienced-based knowledge, with a focus on Leadership

Workforace Development Programs As An Engine For Positive Change

• Building and operating a hands-on training system of use to every facet of your organization 
• Creating opportunities for your workforce to learn and grow as individuals, as leaders, and as part of a team 
• Educating your team to identify waste and impediments to productivity and value generation • Learning from your team to find the real KPIs that determine productivity, environmental performance, and cost savings 
• Building capabilities that drive integrated improvements across quality, service, and cost outcomes

Jean Savage – Vice President, Surface Mining and Technology – Caterpillar
Simon Kew – Senior Vice President, Strategy and Operations – Magna
Simone Frazier – Vice President, Manufacturing Development – Keurig Dr. Pepper Inc.
Morten Lundsgaard Degn – Vice President, Manufacturing & Supply Chain Technology – LEGO Group

Jean Savage – Vice President, Surface Mining and Technology – Caterpillar
Simon Kew – Senior Vice President, Strategy and Operations – Magna
Simone Frazier – Vice President, Manufacturing Development – Keurig Dr. Pepper Inc.
Morten Lundsgaard Degn – Vice President, Manufacturing & Supply Chain Technology – LEGO Group
Adam Aguzzi – Vice President, Manufacturing and Value Advisory – Ceridian

• What does investing in your people look like on a day-to-day ongoing basis?
• How does the workforce contribute to steady cumulative improvements as the engine of long-term culture change and improved productivity?
• Discussing motivational tools that solicit grassroots contributions: Competition, recognition, entertainment, and a sense of accomplishment
• Offering examples where training, mentorship, job shadowing, and cycling through different job functions improves retention, job satisfaction, and contributes to improved performance
• How far can a culture of continuous improvement and total workforce engagement permeate an organization?