Plenary and Breakout Speakers
Lean & Agile Coach, ING
David Bogaerts has been a Lean & Agile coach within ING since 2007. When ING started with the Agile & IT transformation seven years ago, David was asked to join in. From that moment on he is working on this transition which has spread over the entire ING organization.
In the recent years David has focused on how to scale ‘scientific thinking’ within ING while continuing to pursuit the dream of building a learning and adapting organization; an organization practicing scientific thinking everyday with the objective to accomplish the unimaginable.
Ann Mei Chang
Ann Mei Chang is a leading advocate for social innovation and author of LEAN IMPACT: How to Innovate for Radically Greater Social Good (Wiley, Oct. 30, 2018). As Chief Innovation Officer at USAID, Ann Mei served as the first Executive Director of the US Global Development Lab, engaging the best practices for innovation from Silicon Valley to accelerate the impact and scale of solutions to the world’s most intractable challenges. She was previously the Chief Innovation Officer at Mercy Corps and served the US Department of State as Senior Advisor for Women and Technology in the Secretary's Office of Global Women’s Issues.
Prior to her pivot to the public and social sector, Ann Mei was a seasoned technology executive, with more than 20 years’ experience at such leading companies as Google, Apple, and Intuit, as well as at a range of startups. As Senior Engineering Director at Google, she led worldwide engineering for mobile applications and services, delivering 20x growth to $1 billion in annual revenues in just three years.
Ann Mei currently serves on the boards of BRAC USA and IREX, is a nonresident fellow at the Brookings Institution, and is a visiting fellow at the Center for Global Development. She earned a Bachelor of Science degree in Computer Science from Stanford University, is a member of the Aspen Institute’s Henry Crown Fellows’ class of 2011, and was recognized as one of the “Women In the World: 125 Women of Impact” by Newsweek/The Daily Beast in 2013. Ann Mei is a keynote speaker who has been featured at TEDx MidAtlantic, SxSW, Social Good Summit, SOCAP, and Lean Startup Week, as well as numerous nonprofits, foundations, and government agencies.
Senior Vice President Integrated Sub Systems, TechnipFMC
Paulo has been working in the Oil & Gas Subsea industry since its beginning in early 80´s. He has participated in several important landmarks of subsea developments in the world for the last 30 years. He was a catalyst of innumerous developments and advances of subsea technologies worldwide. Paulo is graduated in Mechanical Engineering from Federal University of Rio de Janeiro and has an MBA from COPPEAD. He is currently Senior Vice President of Global Engineering and Development for TechnipFMC.
Amy C. Edmondson
Novartis Professor of Leadership and Management, Harvard Business School
Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She is an expert in leadership, teaming, and organizational learning, and her forthcoming book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Wiley; November, 2018) summarizers her two decades of pioneering research on psychological safety. With articles in Harvard Business Review andCalifornia Management Review, and in academic journals such as Administrative Science Quarterly and the Academy of Management Journal, she has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011.
Her prior books – Teaming: How organizations learn, innovate and compete in the knowledge economy and Teaming to Innovate (Jossey-Bass, 2012, 2103) – explore teamwork in dynamic work environments. In Building the future: Big teaming for audacious innovation, (Berrett-Koehler, 2016), she examines the challenges and opportunities of teaming across industries. Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked on transformational change in large companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her bookA Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller (Birkauser Boston, 1987) clarifies Fuller's mathematical contributions for a non-technical audience. Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design, all from Harvard University.
Head of IT for the Digital Channels, ING
Jannes Smit is the Head of IT for the Digital Channels within ING Netherlands and ING Belgium. He is equally passionate about building scalable and resilient software, in order to create a differentiating customer experience, as he is about creating a continuous learning and adapting organization. In his role as IT lead / director he enables 500 software engineers to improve the daily customer contacts of 8 million customers who use digital banking services offered via mobile and web.
Jannes and his team continue to play an important role in the transformation of their IT organization. The IT organization has moved beyond playing a supporting role in business operations to the point where the two are becoming inseparable. This transformation started in 2010 with the introduction of agile/scrum, after which Continuous Delivery was introduced in 2012, DevOps in 2013 and BuzDevOps in 2016.
Two of the most important challenges Jannes and his team are trying to achieve at the moment are:
- Ensuring that everyone practices the scientific method
- Ensuring that everyone knows the strategic direction and considers this direction while doing the work, improving the work and improving himself/herself
Lisa Yerian, M.D.
Medical Director, Continuous Improvement, Cleveland Clinic
Lisa Yerian, MD is Medical Director of Continuous Improvement and a Gastrointestinal and Hepatobiliary Pathologist at the Cleveland Clinic. She received a BS from the University of Notre Dame in 1996 and a medical degree from the University of Chicago-Pritzker School of Medicine in 2000. Dr. Yerian completed residency training in Anatomic Pathology and a fellowship in gastrointestinal and liver pathology at the University of Chicago. She joined the Cleveland Clinic in 2004, where she has served as Director of Hepatobiliary Pathology and Section Head of Surgical Pathology. She also holds a joint appointment in the Transplantation Center. Early in her career Dr. Yerian began to realize her passion for engaging others in relentless, continuous efforts to improve the care we deliver for our patients and for our caregivers, and in 2010 she accepted the newly-created role of Medical Director of Continuous Improvement. Dr. Yerian now leads a team of continuous improvement professionals engaged in building a culture of continuous improvement across the Cleveland Clinic Health System. Under her leadership the Cleveland Clinic Continuous Improvement team developed, tested and refined the Cleveland Clinic Improvement Model (CCIM, www.clevelandclinic.org/improve), a model now used at the Cleveland Clinic and other organizations to pursue a culture of continuous improvement. In 2012 Dr. Yerian was elected to the Cleveland Clinic Board of Governors and in 2016 she was appointed Vice Chair of Staff Affairs.
Dr. Yerian has authored over 150 manuscripts, articles and book chapters in the fields of pathology and continuous improvement, and she is co-editor of multiple pathology texts. Her efforts in both fields have been recognized in multiple awards including the Association of American Medical Colleges Clinical Care Innovation Challenge Award (2016), the Anthony S. Tavill Citywide Liver Rounds Appreciation Award (2016), and the Smart Culture Conference Buffalo Award (2018). She is an active member of the Catalysis (formerly Healthcare Value Network) Advisory Board and speaks both nationally and internationally on pathology and on the pursuit of continuous improvement in healthcare.
Learning Session Speakers
Co-Founder, Author, LEI Faculty Member, Digital Lean Strategies, LLC and Lean4NGO
Steve Bell is a pioneer of Lean IT and Lean Digitization, applying principles and practices through a method-agnostic approach, drawing on a variety of disciplines— including Lean, Six Sigma, Agile, Scrum, Kanban, DevOps, Lean Startup, Kata, Design Thinking, ITSM, Visual Management (Obeya), and Strategy Deployment (Hoshin Kanri) —as appropriate to the culture and situation, to coach and support leaders to develop high-performance practices and organizational learning capabilities. He is the author of Lean IT, Run Grow Transform, Lean Enterprise Systems, and numerous other published works. In 2011 Steve was awarded the Shingo Prize for Research and Professional Publication. His career spans the evolution of enterprise-wide information technology, with hands-on experience in continuous improvement and innovation across most industries.
Steve and his partner Karen Whitely Bell are co-founders of Digital Lean Strategies, LLC (formerly Lean IT Strategies). Together they have co-authored numerous articles, and recently contributed a chapter on high performance management to Accelerate: The Science Behind DevOps, by Jez Humble, Gene Kim, and Nicole Forsgren PhD. They are currently working on their next book, on the Digital Lean Enterprise.
They are also co-founders of Lean4NGO (LinkedIn Group “Lean Thinking for NGOs and Nonprofits) whose mission is to make Lean Thinking accessible to humanitarian aid organizations, improving NGO operational efficiency (use of scarce resources) and effectiveness (improved outcomes) to benefit the three billion people living at the "bottom of the pyramid" on less than $2 a day.
Denise worked as a nurse for more than 25 years, both as a midwife and nephrology nurse. She led services both within the public and private sector.
Her experience with Lean Thinking began in 2004, when she joined the CEO at Flinders Medical Centre to support their transformational effort to improve patient flow, using Lean Thinking. Their pioneering efforts were one of the first international examples of Lean Thinking in healthcare.
In 2008, as the 'pull' for lean thinking increased in healthcare across the globe, Denise went on to teach and support many healthcare organisations in their learning and application of the approach.
In 2009, her coaching role led her to City of Melbourne, where she was later employed as their internal Lean Thinking coach. Again, she translated the approach for the local government sector and closely supported the CEO to learn and lead a transformation effort to make things better, easier, faster and cheaper for customers. Denise integrated the continuous improvement work with organisational development and planning, bringing purpose, people and process together in one strong and influential team. Through a structured and university accredited training course, dozens of staff were upskilled to lead improvement in their own areas.
In 2015, Denise returned to healthcare as the internal Lean Sensei at Stanford Children's' Health (SCH). Six years into their improvement journey, SCH has a strong lean daily management system, providing a great foundation for problem solving, progressing towards goals and learning. After two years of coaching and learning, Denise returned to Australia and continues to support SCH on an external but regular basis, providing executive coaching in continuous improvement and supporting the ongoing progression of their management system and patient flow improvement work.
Denise has supported the work of Lean Enterprise Australia for many years. She was a founding member of the Australasian Lean Healthcare Network (ALHN) a subsidiary of LEA. Her passion for networking and sharing improvement work is evidenced by her leadership in convening annual summits, for both LEA and ALHN. In 2016 she co-convened the inaugural Lean Healthcare Academic Conference at Stanford and due to its success she will co-convene again in 2017. On returning to Australia in May 2017, she committed to supporting the growth of Lean Thinking in Australia and neighbouring countries in a diverse collection of industries through her coaching work.
Denise holds an MBA from University of South Australia, a Lean Certificate in Healthcare from University of Michigan and a Level 1 Coaching Certificate. Her passions include visual practice, developing people, improving flow and supporting the design and deployment of daily management systems.
Lean Transformation Leader, GE Appliances
Rich Calvaruso, leads GE Appliances’ lean manufacturing transformation. He is responsible for developing lean thinking capability of the people and improving the efficiency of the processes across the manufacturing organization. He assumed his role in 2006 with the introduction of Lean concepts into manufacturing. His efforts expanded and accelerated in 2009 when GE Appliances began its first of a series of investments that would total $1 billion to design and produce 11 new appliance products in its US factories.
Rich joined GE in 1989 following his graduation from Youngstown State University where he earned a B.E. degree in Electrical Engineering. He worked in GE Lighting’s Fluorescent Lamp manufacturing plant in Circleville, OH from 1989 to 1997, holding positions as Manufacturing Engineer, Operations Manager and Manager of Manufacturing Engineering. He was promoted to Plant Manager of GE Lighting Special Pack Inc. in Canton, OH in 1997. In 1998 he was named a Six Sigma Master Black Belt for Fluorescent manufacturing. Rich was promoted to Plant Manager at the GE Lighting Incandescent Lamp Manufacturing facility in Winchester, VA in 2000. He moved to GE Appliances in 2004 as Master Black belt for Appliances manufacturing.
Enterprise Lean Consultant, Results Washington, Office of the Governor
Darrell Damron helps Washington state government use lean thinking and tools to deliver better value to more Washingtonians and make public service a more enjoyable experience for employees. Darrell joined Washington state government in 1991 and has served in the Department of Corrections and Department of Revenue. Prior to this, Darrell served six years on active duty in U.S. Marine Corps.
Crystal’s personality and work practices are the foundation of her success as speaker, coach and consultant.
Crystal has worked over 20 years in various leadership positions as a change agent. She’s had the privilege to work with leading experts in various countries such as Portugal, Spain, Mexico and Sweden. These experiences have enabled Crystal to become very knowledgeable about Business Process Improvement, Lean Six Sigma, and Leadership Development. And to develop a deep understanding of how to thrive in diverse work environments.
Crystal’s career spans over a number of business functions, industries and disciplines including automotive, consumer-packaged goods, healthcare, engineering, strategy deployment, training, facilitation, coaching and speaking.
Crystal earned a BS in Industrial Engineering from Mississippi State University and a MBA from Samford University. In addition, Crystal is a certified Black Belt in Lean Six Sigma, and certified John Maxwell Leadership Coach.
Director of Production, Daktronics
Jim has 24 years of manufacturing and people development experience. Early in his career, he applied his Mechanical Engineering degree towards process engineering in a manufacturing environment. He later moved into Manufacturing Engineering management before taking on a Plant Manager position in 2007. Since 2013, his role as Director of Production includes supporting the Plant Managers of 5 North American factories. In addition to those responsibilities, Jim leads Lean, Safety and Facilities teams within the company.
Jim has been actively problem solving and continuously improving processes throughout his entire career, from college internships to projects he is supporting today. In the past 10 years, Jim was introduced to lean thinking through LEI and their partners. Jim was part of the leadership team that brought those ideas into their company culture. Their early focus was on removing waste from production processes and building their products in one-piece flow. More recently, their focus has been on improving the people side of lean through creation of an employee performance standard and better engagement of supervisors with their teams.
Jez Humble is co-author of Accelerate, The DevOps Handbook, Lean Enterprise, and the Jolt Award winning Continuous Delivery. He has spent his career applying Lean and Agile practices as a software developer, infrastructure expert, and product manager in companies of varying sizes across three continents, most recently working for the US Federal Government at 18F.
He is currently studying how to build high performing teams at his startup, DevOps Research and Assessment LLC, and teaches classes in Lean product management and Agile software development at UC Berkeley.
Sarah Day Kalloch
Sarah Day Kalloch has dedicated her career to connecting public and private sector leaders with front line workers to build better businesses, create good jobs, and define stronger social policy. She serves as the Executive Director of the Good Jobs Institute, which inspires industry leaders to redefine what it means to run a successful business and help their companies thrive by creating good jobs. She builds partnerships with companies that are dedicated to transforming their organizations by embracing the Good Jobs Strategy and co-creates tools and resources that guide the transformation process.
Sarah previously spent over a decade in international development, improving the health, human rights and financial independence of communities across Africa. At Oxfam, Sarah spearheaded global partnerships that encouraged leading food and beverage companies to adopt more sustainable sourcing policies. As an executive at Physicians for Human Rights, she co-founded two health and human rights organization in Uganda and Kenya and secured billions in HIV/AIDS and global health funding. Sarah graduated magna cum laude from Harvard College and also holds an MBA from the MIT Sloan School of Management.
Manager, Products Management, Gas Compressor Business, Solar Turbines
Howard Kinkade is Manager, Products Management, Gas Compressor Business for Solar Turbines Inc. (A Caterpillar Company). He is accountable for the development and program execution of new and sustaining product strategies. Howard has 35 years of Engineering and Product Development leadership, including extensive application of traditional and innovative Lean Product Development Methods. Having spent the last 10 years leading teams and organizations through innovative change and re-birth, Howard believes in the importance of leadership’s engagement in creating high performing cultural values that continuously evolves and constantly improves toward a common vision.
Following ten years as an engineer in the aerospace industry, Howard joined Solar Turbines first as a NPI leader in 2004. His background and experience include engineering analysis, design engineer, test engineering, NPI leader, project engineering, project manager, and various Engineering Management positions. In 2008, Howard joined Solar’s Gas Turbine engine Products Development group. During this period he incorporated lean principals and developed teams with unique cultural values. Howard lead two engine NPI programs which achieved new heights in time to market (30% faster), initial product quality, and financial performance.
Howard has earned positions of increasing responsibility and influence in Solar Turbines. His leadership and lean methods have been benchmarked by Caterpillar (Solar Turbines) and numerous companies from around the world. Since, becoming the Manger of Products Management he has led a cultural transformation in Engineering, including a transition from our traditional “Push and Chase” culture of managing our workflow to a true pull system.
Howard’s under-graduate degree is in Mechanical Engineering from Cal Poly, San Luis Obispo. He continues to serve Cal Poly as a member of the Mechanical Engineering Department’s Industry Advisory Board.
Vice President Manufacturing, Daktronics
Matt Kurtenbach is Daktronics Inc.’s Vice President of Manufacturing. Daktronics designs, manufactures, sells, and provides services for a wide variety of digital display products for customers across the globe. Daktronics manufacturing operation employs over 900 people and occupies over 750,000 square feet of production space. In addition to manufacturing on its main campus in Brookings, S.D., Daktronics has manufacturing plants in Sioux Falls, S.D.; Redwood Falls, Minn.; Ennistymon, Ireland; and Shanghai, China.
Kurtenbach has been with Daktronics since 1992, and in his current role since 2001. He is a 1992 graduate of South Dakota State University in Brookings, S.D., where he received a Bachelor of Science degree in electrical engineering. He also received a Master of Science in Industrial Management degree from SDSU in December 2000.
In 2006, Kurtenbach was charged with leading an effort to transform Daktronics manufacturing from a traditional, mass production operation into a lean production system. Since that time, Daktronics has reorganized its factories by value stream and converted to one-piece flow on its primary production lines. The functional areas of Materials Management, Manufacturing Engineering, Quality, Test, and Sourcing have also developed to support the lean manufacturing effort. In recent years, the transformation has become more focused on people development to sustain gains and propel the Daktronics Production System to new levels of productivity.
Kurtenbach says he enjoys the challenges associated with managing in a dynamic business environment and has particularly enjoyed the opportunity to lead the lean transformation at Daktronics. Outside of work, he enjoys spending time with his family, wife Melissa and their four children; gathering with friends and family; hunting, and golfing. Being an avid sports fan, Kurtenbach also appreciates the opportunity to see Daktronics products on display at many of the sporting venues in the area and on television.
Agile Coach, Spotify
Dan Murphy. Ph.D
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.
Co-Owner, LEI Faculty, 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, LEI Faculty, 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.
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.
Director of Workplace Transformation, Governor’s Results Washington Office, Washington State Department of Enterprise Services
Renée Smith serves as the Director of Workplace Transformation for Washington State as part of the Governor’s Results Washington Team. She champions a more humane and effective workplace through primary research, writing, and speaking on Making Work More Human by increasing love and decreasing fear in the workplace. Renée leads the development of the Human Workplace community across the state and provides resources to cultivate human-centered leaders, teams, and Lean advisers.
Before joining Results Washington, Renée spent nearly seven years at the Department of Enterprise Services where she served on the Corporate Council and led the Organization Development Services division that provided Lean Transformation Services and Change Excellence Services to DES and G2G Lean Consulting to other state and local governments. Renée earned a Master of Science in Organization Development from Pepperdine University. She lives in Tacoma and enjoys drawing, cooking, and traveling.