Chairman Lean Global Network; Senior Advisor, Lean Enterprise Institute
John Shook learned about lean management while working for Toyota for 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and other operations around the world. While at Toyota's headquarters, he became the company's first American kacho (manager) in Japan. In the U.S., Shook joined Toyota’s North American engineering, research and development center in Ann Arbor, Michigan as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, Kentucky, assisting North American companies adopt the Toyota Production System. Shook co-authored Learning to See, the book that introduced the world to value-stream mapping. He also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. With Managing to Learn, Shook revealed the deeper workings of the A3 management process that is at the heart of Toyota’s management and leadership.
Shook is an industrial anthropologist with a master’s degree from the University of Hawaii, a bachelor’s degree from the University of Tennessee, and is a graduate of the Japan-America Institute of Management Science. At the University of Michigan, he was director of the Japan Technological Management Program and faculty member of the Department of Industrial and Operations Engineering.
Shook is the author of numerous articles, including "How to Change a Culture: Lessons from NUMMI"; Sloan Management Review, January 2010, which won Sloan’s Richard Beckhard Memorial Prize for outstanding article in the field of organizational development.
James P. Womack
Founder and Senior Advisor, Lean Enterprise Institute
Dr. James Womack is the father of the lean movement and has been talking about creating value through continuous innovation around deep customer understanding for many years. Jim will share his insights about value creation in a fast moving world where customers often seek a solution to complex problems involving many products rather than a single product: Mobility rather than a car, or health support to prevent disease rather than just an insurance policy. You can’t afford to miss this important talk.
Recieved a B.A. in political science from the University of Chicago in 1970, a master's degree in transportation systems from Harvard in 1975, and a Ph.D. in political science from MIT in 1982 (for a dissertation on comparative industrial policy in the U.S., Germany, and Japan).
Co-author of The Machine That Changed the World(Macmillan/Rawson Associates, 1990), Lean Thinking (Simon & Schuster, 1996), Lean Solutions (Simon & Schuster, 2005), and Seeing The Whole Value Stream (Lean Enterprise Institute, 2011).
Articles include: "From Lean Production to the Lean Enterprise" (Harvard Business Review, March-April, 1994), "Beyond Toyota: How to Root Out Waste and Pursue Perfection" (Harvard Business Review, September-October, 1996), “Lean Consumption” (Harvard Business Review, March-April, 2005).
Plenary and Breakout Speakers
Vice President and Chief Innovation Officer, Turner Construction Company
James Barrett joined Turner Construction Company nearly 24 years ago as a co-op student in the Boston office. Since then Jim has explored, developed, and implemented innovative practices and technologies. He has held management positions in Turner offices across the United States and recently was promoted to vice president and chief innovation officer.
After starting his lean journey 16 years ago, Jim recognized an opportunity to further the adoption of lean principles, methods, and tools in an industry facing rapid change and disruption. Because of his passion for improvement, his respect for people, and his proven ability as a teacher and catalyst for organizational change, Jim was formally given responsibilities for guiding Turner’s lean transformation in 2010 not long after it began.
Jim also has responsibility for the development and implementation of new strategies, practices, and change initiatives to introduce and integrate the use of 3-dimensional modeling across the design and construction lifecycle of close to 900 projects representing more than $60 billion in construction revenue. As a result, Turner is recognized as the industry’s leading adopter of these innovative technologies and practices.
César Gon is an entrepreneur in the digital/IT space. In 1995, at the age of 23, he founded CI&T, a pioneering IT service company with the goal of transforming the archaic global IT. Gon is a Computer Engineer, with a masters degree in Computer Science from the State University of Campinas. He sleeps and wakes up thinking about how to transform every enterprise in a digital enterprise. Has three children, loves tech, lean, wines, cigars and football. He sucks in karaoke.
President and Co-Founder, Ci&T
Bruno Guicardi co-founded CI&T in 1995 and has led the company through years of growth and international expansion with a current focus on North America. An evangelist of Agile and Lean methodologies, Bruno has pioneered the application of advanced technologies and methods in digital transformation initiatives. Bruno is a graduate of the University of Campinas, Brazil with a degree in Computer Engineering.
CEO and Owner, Lantech
Jim Lancaster is CEO and owner of Lantech.com, LLC. Lantech is recognized as the leader in stretch wrap technology and innovation. The company has sales and manufacturing headquarters in Louisville, Kentucky, sales and manufacturing facilities in the Netherlands, sales and service operations in Australia, and sales offices in China. Lantech manufactures packaging and material handling machinery, including stretch wrappers, conveyors, and case-forming equipment. Products are sold worldwide through a distributor and partner network, and directly to large consumer goods companies, such as Procter & Gamble, Lever Brothers, Nestlé, Miller Brewing, and Pepsi. Annual gross sales exceed $130 million and the company employs approximately 475 associates.
Before joining Lantech, Jim worked in the financial industry with Catalyst Energy in New York City. In 1990, Jim joined Lantech as a Sales Manager in the Customs Machinery Group. After several promotions, he became President/CEO in 1995.
Lantech was one of the earliest companies to implement the Toyota Lean Principles in the early 90’s, as chronicled in Lean Thinking by James Womack and Dan Jones, the Harvard Business Review, and other publications. Jim has participated in the Lantech lean journey for the past 21 years and is now the lead executive driving lean throughout the organization.
Jim personally supports and advocates for Technical and Vocational education in Louisville, through his involvement and board Chairman position at Jefferson Community and Technical College and with many other educational related efforts.
MD, SFHM, Scripps Memorial Hospital Encinitas
In her role as Medical Director of Scripps Encinitas Hospitalist Associates, Alexie Nguyen, MD, provides direct patient care while leading her team to participate in multidisciplinary continuous improvement efforts. She champions innovative thinking across the system, serving as the model of an engaged physician. She has led several initiatives to transform patient care processes, redesign care management, and facilitate hospital throughput.
Nguyen joined Scripps Health in 2004 after receiving her MD from University of California San Diego School of Medicine and completing her Internal Medicine Residency at UCSD Medical Center. She Board Certified in Internal Medicine by the American Board of Internal Medicine. She is an active member and Senior Fellow of the Society of Hospital Medicine
Co-Founder and CEO, St. Bernard Project
Zack co-founded SBP with his wife Liz McCartney after volunteering in New Orleans six months after Hurricane Katrina. Disturbed by the lack rebuilding and predictability of recovery for most families, Zack and Liz began asking hard questions to understand the factors leading to the intolerable conditions faced by disaster survivors. From this desire to minimize the suffering caused by delayed recovery, the trial attorney and school teacher began rebuilding homes for New Orleans most vulnerable populations.
Leveraging private sector innovations from Toyota and philosophies from UPS, Zack transformed SBP, adopting a culture of problem solving by teaching staff and AmeriCorps members to surface them at every level. This ethos of continuous discontent has enabled SBP become the leading long-term recovery nonprofit, rebuilding more than 1,860 homes nationwide, and has grown to include more than 30,000 volunteers annually, 240 AmeriCorps members and 76 staff.
SBP now looks at a host of interventions designed to shrink the time between disaster and recovery, resulting in much needed systems change in an otherwise unchanging landscape that is disaster recovery. Zack and Liz co-authored the book, Getting Home, which was released in March of 2019.
Getting Home chronicles the founding of SBP, and how SBP partnered with Toyota to apply the lean principles of the Toyota Production System (TPS) to rebuild homes and lives following natural disasters throughout the U.S. and its territories, creating a culture of continuous improvement within SBP to reduce the duration of time between disaster and recovery.
Author and Consultant, Art of Lean
Art Smalley is a renowned expert specializing in leadership, problem solving, and operational improvement.
In the latter part of the 1980s Art was one of the first Americans to work for Toyota Motor Corporation in Japan, first studying at different universities in Japan and then learning the principles of TPS in the historic Kamigo engine plant where Taiichi Ohno was the founding plant manager. Art also played an instrumental role in the development and transfer of TPS methods and precision equipment to Toyota’s overseas plants.
After a decade in Japan, Art returned to the United States and served as Director of Lean Manufacturing for Donnelly Corporation for five years. Art helped lead one of the most impressive lean transformations in North America. Donnelly won multiple awards while substantially improving net income, as well as operational metrics in safety, quality, productivity, delivery, and morale. Art’s work and this turnaround was featured in Forbes and many other publications.
In 1998, Art joined the international management consulting firm of McKinsey & Company and was one of the firm’s leading experts in lean manufacturing. He counseled numerous Fortune 500 clients on operational matters involving lean implementation and oversaw numerous successful quality, cost, and delivery improvement projects.
In 2003, Art launched his own company Art of Lean, Inc. and now divides his time serving a diverse base of clients such as Parker Hannifin, Delphi, Timken, Schlumberger, Gillette, Nexteer, Sandia National Laboratories, private equity groups, and many other organizations. A vast array of articles, guides, and documents pertaining to leadership and lean are available on his website: www.artoflean.com
Art serves as author and periodic advisor to the Lean Enterprise Institute and its global affiliates, delivering lectures to leading manufacturing executives around the world. In 2005, Art authored the Shingo Publication Award-winning workbook Creating Level Pull on implementing basic pull production. In 2008, he co-authored with his friend and colleague Professor Durward K. Sobek, the Shingo winning book Understanding A3 Thinking. In 2010, Art published Toyota's Kaizen Methods: Six Steps to Improvement with Isao Kato. In 2018, Art wrote his latest book Four Types of Problems, published by the Lean Enterprise Institute.
Vice President, Chief Nurse and Operations, Scripps Health
Cindy Steckel is the Vice President, Chief Nursing and Operations Executive at Scripps Memorial Hospital La Jolla, the first Magnet Hospital in San Diego. In this role she oversees all hospital clinical and ancillary departments. Cindy passionately embraces Value by Design (Scripps’ term for Lean) and is committed to steering Scripps La Jolla in the direction of continuous improvement.
Prior to this role she has held numerous leadership positions since she began her career with Scripps Health in 1980, including those of administrative director of acute and surgical services and administrative director of critical care services.
Cindy has a doctorate in nursing from the University of San Diego, a master’s degree in nursing administration from San Diego State University and a bachelor’s degree in nursing from Northern Illinois University.
She served as executive fellow on the Hospital Board Academy Fellowship; held certification in critical care for 20 years (CCRN); and is currently Nurse Executive Advanced-Board Certified (NEA-BC).
Learning Session Speakers
Director of LeanCor Training and Education, LeanCor
Ana leads the Training and Education division for LeanCor Supply Chain Group. Her responsibilities include the development of instructors, management and improvement of business excellence training material, and new product/service development for classroom and online-based learning. Her principle-based and interactive approach to training engages people at all levels and has lasting positive impacts on an organization’s culture.
Ana has a degree in Psychology from the University of Florida. She is also a certified, six sigma black belt and project management professional. She has worked in many industries across the globe including distribution, manufacturing, retail, and healthcare, successfully deploying principles and management systems for operational excellence and supply chain management.
CEO, Modus Cooperandi
A pioneer in applying Lean and Kanban to knowledge work, Jim is the creator of Personal Kanban and co-author of Personal Kanban: Mapping Work | Navigating Life, winner of the Shingo Research and Publication Award. His other books include Why Plans Fail, Why Limit WIP, and Beyond Agile. He is the CEO of Modus Cooperandi, and co-founder of Modus Institute. For the past two decades Jim has worked at uncovering ways for individuals and groups to communicate, collaborate, and find clarity in unpredictable and amorphous environments.
Brant Cooper is the New York Times best-selling author of The Lean Entrepreneur, The Entrepreneur’s Guide to Customer Development, and The Lean Brand. He’s helped startups go from idea to IPO, acquisition, and rapid growth. But he also has first-hand experience with crushing failure.
Today, his main focus is on bringing an entrepreneurial spirit to the enterprise through the company he co-founded, Moves the Needle (MTN), where he is CEO. Leveraging design thinking and Lean Startup principles tailored for the enterprise, MTN's lean innovation boot camps, accelerator programs, and strategic advice ignite entrepreneurial action within organizations by educating, enabling, and empowering people to be closer to the customer, move faster, and act bolder. Brant is a keynote speaker for TEDx, corporate conferences and Leadership Summits. Previously he was founder of Market By Numbers; interim vice president of marketing at Infobright; director of products at inCode; and director of product management and later vice president of corporate strategy at WildPackets, Inc. He holds a bachelor’s in Economics from the University of California, Davis.
President, Instituto Lean Management Spain
As director of the Instituto Lean in Barcelona, Spain, Oriol Cuatrecasas has helped many organizations start and sustain their lean transformations.
Besides his work with the institute, Cuatrecasas conducts research into lean management, teaches workshops, and lectures at the Polytechnic University of Catalonia (UPC). He is a member of the UPC faculty for MBA programs and master courses in production, lean practice, and project management. Previously, he worked in the auto industry, where he learned lean principles from Toyota sensei. He holds an industrial engineering degree from UPC.
Since her career began, Jean Cunningham has been breaking new ground. At the former Digital Equipment Corporation (DEC) in Maynard, MA, she was the innovative company’s first woman plant controller, using a fully engaged team approach to create excellence in the function. She later moved from DEC finance to operations.
Between 1993 and 2005 Jean served as CFO at two manufacturing companies, where she broke new ground integrating lean manufacturing with finance, IT, HR, marketing, and other business functions.
As CFO and vice president for administration at capital equipment maker Lantech, she played a key role in one of the earliest examples of lean production success and lean enterprise innovation. Lantech’s transformation was featured in Harvard Business Review, business best-seller Lean Thinking, and The Work of Management, published by LEI in 2017. She later became CFO of Marshfield Door Systems.
Jean is one of the original thought leaders behind the Lean Accounting Summit and the Lean HR Summit. She is a board member of the nonprofit Lean Education Advancement Foundation, which provides scholarships for undergraduate, graduate, and doctoral students and faculty to attend lean management conferences or conducted research.
From 2006-2011, she was the voluntary CFO of the Association of Manufacturing Excellence. "In 2006, she founded Illinois-based Jean Cunningham Consulting, and for the past 13 years has provided strategic guidance, lean management coaching, and other continuous improvement practices globally to companies in manufacturing, services, and healthcare."
Writing and Painting
A sought-after speaker and keynoter at conferences, Jean was inducted into the AME Hall of Fame for Manufacturing Excellence in 2018. The next year, she was inducted into the Shingo Academy, which honors business leaders who have distinguished themselves in operational excellence. She teaches Lean Accounting at the Ohio State University Master of Business Operational Excellence program.
Despite a busy schedule, Jean has found the time to write three business management books. She is co-author of the acclaimed, Real Numbers: Management Accounting in a Lean Organization, an essential text for learning lean accounting. She is co-author of Easier, Simpler, Faster on applying lean principles to IT processes. Both books were awarded a Shingo Prize for Research in 2004 and 2008, respectively. In 2018, she published The Value Add Accountant, a follow-up to Real Numbers on how finance and accounting can innovate and add value in strategic improvement efforts.
When she isn’t helping companies start or advance continuous improvement systems, Jean enjoys swimming and painting. She holds a bachelor’s in accounting from Indiana University and a master’s from Northeastern University’s Executive Program.
Co-Founder, Wooden Ships
Mark Donovan founded Wooden Ships, a knitwear fashion company based in Bali, Indonesia in 1992 with his wife and business partner Paola Buendia. His lean management journey began in 2007 after reading The Toyota Way. Largely self-taught in lean principles, he continues to read, practice, share, teach, and learn every day.
Mark was trained in transcendental meditation in the early '90's and completed a 10-day Vipassana silent retreat in 2011. He maintains a daily meditation practice. Mark uses http://markpatrickdonovan.wikispaces.com as a place to share ideas and resources that might be useful to others. He also just launched an electric bamboo bike company called EWABI that is being structured as an E-CORP (Earth Corporation).
Director of Performance Improvement, San Diego Zoo
Jeff is responsible for maximizing the organization’s operational efficiency. As part of his role, he implements and maintains continuous process improvement techniques and practices at the San Diego Zoo, San Diego Zoo Safari Park, and San Diego Zoo Institute for Conservation Research, allowing the overall organization to continuously develop more effective and profitable business practices.
Jeff joined San Diego Zoo Global in 2011, after serving as an operational consultant within Operations Support for the North American division of Starwood Hotels and Resorts. His six sigma and lean experience helped Starwood improve hotel operational performance and maximize room revenue. He was also part of the four-person team responsible for lean program implementation at 440 properties across North America. He has over 20 years’ experience in process improvement, leadership development and coaching, and hotel operations with multiple hotel companies including Hyatt, Marriott, and Walt Disney Resorts. Jeff is certified in six sigma, lean, organizational capacity, and leadership development methodologies.
Mechanical Engineer, FMC Schilling Robotics
Jeff manages the product improvement team at Schilling Robotics. This critical engineering function takes feedback from the field, and manufacturing floor, and turns it into reliability and product line refreshes. Jeff spent the start of his career at Kenworth learning how to work in a low-volume, high- configurability design environment.
Sr Mechanical Engineer, FMC Schilling Robotics
David is a senior staff engineer at Schilling Robotics and takes on the enormous tasks of leading the most complex electro mechanical developments. He enjoys leading teams toward lofty goals that most would shy away from, while coaching and developing future engineers and project leaders. David honed his skills at Lockheed Martin and Hewlett Packard before joining Schilling.
Executive Director, Supply Chain Engineering, Toys “R” Us
Dan is responsible for leading the Toys “R” Us engineering function, which includes lean continuous improvement, industrial engineering, facilities management, network design, facility planning, and engineering solutions. He has over 25 years’ experience as a retail supply chain professional at Toys “R” Us. During his tenure, he has held various leadership roles in store operations, DC operations, supply chain management and engineering.
In his current role, Dan is responsible for overseeing the holistic lean continuous supply chain improvement program. In 2016 the Toys “R” Us supply chain began its lean journey in an effort to create a learning organization that strives to maximize customer value at the lowest total cost. Dan holds a bachelor’s in physical education from Long Island University and a lean sigma professional certificate from Villanova University.
Vice President, US Operations, TaylorMade Golf Company
After spending his early career in the printing industry, Kevin has held various positions in the golf equipment industry over the last 20 years, most recently as vice president of U.S. Operations and Service for TaylorMade Golf where he is an active practitioner and proponent of lean management.
Kevin serves on the advisory board of the San Diego State University Certification in Lean Enterprise program. He also serves on the advisory board of the Global Supply Chain Management Department at Cal State University San Marcos, and on the board of directors at Feeding San Diego. Kevin is a graduate of George Mason University and holds professional coaching certifications from the Hudson Institute of Santa Barbara and the International Coach Federation.
LEI Faculty, President Honsha Associates, Honsha Associates
Sammy learned the Toyota Production System while working at Toyota Motors in Japan. For three years he underwent intense practical training at the Honsha Overseas Engineering Division in Toyota City. Then for 13 years, he implemented lean in a variety of Toyota facilities in Japan, Brazil, the United States, and Venezuela.
Sammy has hands-on experience implementing lean principles in other industries, including healthcare, construction, retail, and government. In all, he has helped over 300 companies on their lean journeys. He holds a master’s degree in technology management and has lectured at universities such as Stanford and Harvard. He currently aids companies implementing lean through Honsha Associates.
LEI Faculty; President,, Mike Orzen & Associates
With a consulting and coaching career spanning more than 20 years, Mike Orzen has gathered a unique blend of lean, IT, healthcare, and operations experience that he uses to coach organizations pursuing enterprise excellence. His personable approach and people-first philosophy has inspired leaders and empowered workforces to successfully apply conscious awareness, lean management, and enterprise excellence practices in many complex work environments.
He is the co-author of Lean IT: Enabling and Sustaining Your Lean Transformation winner of a Shingo Research Award, and The Lean IT Field Guide. He holds degrees from Stanford University, the University of Oregon, and is certified in management accounting, production and inventory control, project management, Agile, and Lean IT. Mike teaches with LEI, the Shingo Institute, and The Ohio State University Fisher School of Business.
Co-Owner, Teaching Lean Inc.
Ernie has 25 years of Manufacturing and Human Resources management experience which allows him to see the cultural dynamics from both functional areas of a company. He gained this experience at Toyota Motor Manufacturing where he grew from Team Leader, to Group Leader, to Assistant Manager on the manufacturing side. After which he moved to HR, assuming, at different times, responsibility for skill development programs, safety and medical management.
As Acting Medical Director for Toyota Engineering and Manufacturing North America, Ernie was responsible for nine on-site medical clinics across Toyota North America (convenience care, full-primary care, and occupational care). He was also responsible for disability management (as described above) North American wide. Ernie worked at IBM for 8 years before joining Toyota. Currently, Ernie shares his extensive experience with members of the lean community as a co-owner of Teaching Lean and a Faculty member of the Lean Enterprise Institute. He is coauthor with Tracey Richardson of The Toyota Engagement Equation.
Co-Owner, Teaching Lean Incorporated
Tracey has over 29 year’s combined experience in different roles within Toyota and learned lean practices as a group leader at Toyota Motor Manufacturing Kentucky from 1988-1998. She was one of the first team members hired, with the fortunate opportunity to learn directly from Japanese trainers. As a group leader and quality circle advisor, she learned first-hand about lean tools and culture development.
For the last 19 years, as president of Teaching Lean, Inc. Tracey has worked with Toyota North American plants, and other companies on their lean journeys, helping them develop the capabilities of employees, including team members and company leaders. Using problem-solving and aligning daily activities with company business plans, she helps them create lean cultures that are the foundations for long-term sustainability.
Tracey is an active coach and contributor to LEI’s The Lean Post. She teaches several problem-solving and A3 workshops as an LEI faculty member. She is coauthor of the new book The Toyota Engagement Equation.
corporate mindfulness trainer and executive coach
Amy Sandler is a professional speaker, corporate mindfulness trainer and executive coach who believes that powerful questions and deep listening are the gateways to transformation.
She first learned meditation while a freshman at Harvard College and picked it up again at Harvard Business School in the mid-90s. While her MBA classmates were getting jobs (and stock options) in something called “the internet,” Amy moved to LA – and, like any self-respecting Angeleno – got an MFA in Screenwriting from UCLA and started practicing yoga and meditation.
With more than 20 years in senior roles in organizations including YPO, UCLA and Vistage, Amy is now a certified breathwork meditation teacher, four-time firewalker and certified teacher of the Search Inside Yourself program developed at Google. While she can’t stop herself from using the third-person in bio pages, Amy is delighted to share some of the practices that have helped her find focus, freedom, confidence and creativity.
Shop and CI manager, 365 Café
Agus Tena, is a shop manager and continuous improvement manager at 365café, a chain of 78 small cafés and bakeries with one production center.
Trained in electrical engineering, he changed responsibilities to focus on the mechanics of the family business. The experience of working in each area of the company during a lean transformation, helped him to understand the importance of treating people well.
Tena holds has a master's in lean management and a management development degree from IESE Business School.
Continuous Improvement, FMC Schilling Robotics
Hannah is a lean champion at Schilling Robotics. She graduated from Yale University with a double degree in Mechanical and Electrical Engineering. She joined Schilling shortly after. She quickly found that her engineering skills and love of process problem solving were a perfect match for the manufacturing floor. She now leads the continuous improvement team, which helps the enterprise hold kaizen events, conduct lean training, and pushes productivity higher.
Director, U.S. Operations Director, U.S. Operations, TaylorMade Golf Company
During his 15 years at TaylorMade, Chad has held various roles in engineering and operations management. He is currently responsible for club assembly and distribution of golf products across five distribution centers in the US.
While he continues to apply knowledge of lean principles inside the workplace, he also shares his expertise with local community organizations such as the Community Resource Center and Feeding San Diego. He has a mechanical engineering degree from Cal Poly, San Luis Obispo, and has served on the board of directors for the National Collegiate Roller Hockey Association for over 10 years.
Workshops: $800 USD
$600 for conference attendees
Special Sessions priced separately