LPPDE In-Person Conference

North America 2022 Newport Injection Knowledge into Innovation

REGISTRATION FEE:

Workshop half-day: $395

Full 2-day Conference: $1,799

See registartion page for discounts and more options.

Agenda

Are you ready to connect with the thinkers at the leading edge of lean improvement journeys?

October 3-6, 2022

Injecting Knowledge into Innovation

At the root of all innovations is knowledge. Knowledge from history, from experiments and testing. Using scientific methods, data is reduced to knowledge. Fitting this knowledge together like puzzle pieces, leads to new idea, more knowledge and ultimately innovations – breakthrough ideas the propel our companies and our communities forward.

So why is innovation hard to do? How can we make it faster/easier? I don’t know if we will ever make it easy, but we can be more efficient. Through continuous process improvement and through leveraging knowledge, new ideas come forward and are leveraged into innovations. But it is not just knowledge. Knowledge by itself cannot generate innovations. We need methods and cultures to leverage this knowledge. We need the environment fostering creativity. We need the freedom to fail and learn. How do we establish this attitude, this culture, in our companies and our lives?

Join some of the leading practitioners in Lean who will share, not only how we inject knowledge into innovation, but how we can foster a culture or innovation. A culture for creativity and exploration that enables knowledge to lead to innovations.

Geoff Neiley

Geoff Neiley

Sr. ME Manager, Rapiscan|AS&E

Conference Chair

Dantar Oosterwal

Dantar Oosterwal

Sr. VP & Partner - Lean Product Development practice lead at Argo

Conference Co-chair

Monday, October 3, 2022 Pre-Conference Workshops

Workshop Track 1

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9:00am - 4:30pm [EDT]

Lunch Included

Lean Product and Process Development basics 101

Norbert Majerus, majerus consolting in

Dantar Oosterwal, Sr. VP and Partner, Argo

This workshop introduces participants to the foundational principles of lean product and process development. It is targeted specifically for newcomers to the community to help get them up to speed on some of the basic concepts so they can get the most from the main conference.

For this workshop it is assumed that participants know at least the basic concepts and tools of lean product development. The workshop examines the five stages of the “Lean Wheel,” which represents a proven path for starting and/or improving a lean initiative:

  • Identification of customer value and waste• Understanding the value stream through gemba observations
  • Application of flow methods to create a stable and faster process
  • Application of pull techniques (e.g., kanban) and standardization
  • Continuous improvement of the lean process and striving for perfection

The workshop also addresses other lean concepts related to lean product and process development and subjects such as organization forms and knowledge management.

The workshop focuses on the following topics:

  • The prerequisites of a good lean product development process
  • Five stages of the Goodyear Wheel that guide a lean initiative
  • Implementing a continuous improvement system
  • Basic principles of knowledge management and other lean product development tools
  • Lean tools and principles, including the Goodyear Wheel, value-stream mapping, advanced knowledge management, lean project management, flow management, Little’s Law, cadence, visual planning and visual management, pull, kanbans, and continuous improvement
  • Many hands-on activities and simulations

By attending this workshop, what will attendees be able to do upon returning to work on Monday?

  • Efficiently roll out a lean R&D initiative
  • Re-energize an existing lean R&D initiative
  • Communicate and engage others in a proven roadmap for the improvement

Who should attend this session:

  • Leaders, managers, and practitioners in R&D organizations
  • People engaged in non-manufacturing processes (banks, insurances, healthcare, etc.

Norbert Majerus.is a highly experienced man. Beginning in 2005, Norbert implemented a principles-based lean product development process at the three global innovation centers of The Goodyear Tire & Rubber Company. For more than a decade he was Goodyear’s lean champion in research and development. Norbert has worked most of the disciplines in the Goodyear innovation centers in Luxembourg and Akron.

In 2016, his first book Lean-Driven Innovation was published. Also in 2016 the Goodyear R&D organization applied for and received the AME Excellence Award. Norbert has spoken at many conferences in the United States and other countries. Since retiring from Goodyear in 2017, he continues to share his extensive lean expertise.

Dantar Oosterwal has a passion for Innovation and an enthusiasm for the improvement of Business Systems. At the intersection of these two interests, Dantar is a leader in the application of lean methods in new product development creating dramatic improvements in effectiveness and efficiency. Besides the award winning book, ‘The Lean Machine’, Dantar has also co-authored together with Durward Sobek the publication of Allan Ward’s manuscript, ‘Visible Knowledge for Flawless Design’.You can learn more at http://theleanmachine.org/ Or you can learn about Dantar’s latest initiative at DevelopLean.com Dantar holds a BS degree in Mechanical Engineering from The University of Michigan and a Masters degree in Management from the Sloan School of Management at MIT.

Workshop Track 2

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9:00am - [EDT]

Visual Management for Lean PD

Matt Albin / Carrie Albin, Spark Performance Solutions

Do your development teams struggle with communication and accountability between members? Do they ever work with obsolete information? Does management feel ‘in the dark’ about project status?

If so, then attend this session to learn how implementing Visual Management can help address the issues that slow progress and kill team energy.  The session will cover why VMS should be one of your first steps to accelerating your product development cycles and how to implement and sustain the use of visual management systems.

Matt became a visual management evangelist in 2016 while working for Amway Corporation on a project to reduce product development time by 50%. After a reflection on the ‘current state’ a consistent theme was that product development team meetings were not effective which led to low energy, slow progress and sub-optimal outcomes. Participants on teams said that team meetings were ‘painful’ and common sources of team member frustration included poor attendance, repeated discussions, lack of clarity on next steps and low levels of accountability. These pain points reduced commitment to project success and lowered engagement for many teams.  If these pain points sound familiar attend this workshop to learn how Amway and other organizations have successfully used visual management and short high energy huddles as a way to speed up the time from “need identified to need met” which is at the core to any process. 

Workshop participants will: learn a repeatable roadmap to implement successful visual management, apply the road map by participating in a small group to build their own physical visual management board, conduct a mock huddle and, using a real case study, how to adapt their visual management and huddles to a hybrid or fully virtual model.

Matt’s career spans over 20 years as a global business leader where he worked in new product development, project management, marketing, procurement, supply chain management and continuous improvement.  He has successfully developed people and implemented Lean practices and human-centered design methods in knowledge-based work and operations across the globe including Canada, England and Brazil.

Matt is a Lean Six Sigma Green Belt, Human Centered Design facilitator, holds a BS in Mechanical Engineering Technology and an MBA in Supply Chain Management and Leadership and Change Management from Michigan State University.

Carrie’s 20-year career as a teacher, program manager, and instructional design consultant gave her the experience needed to start Spark Performance Solutions.  Her drive and dedication to her clients and passion for education ensures each project's success.  Her current passion is providing meaningful learning experiences at the right time and using the right method of delivery.

​Carrie holds a BA in Secondary Education from University of Michigan and a Masters in Instructional Design from Michigan State University.

Matt and Carrie work for Spark Performance Solutions, LLC whose purpose is to help organizations achieve their goals by unleashing the knowledge and creativity of their staff through effective and engaging solutions for eLearning and talent development.

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12:00pm - [EDT]

Lunch

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1:00pm - 4:30pm [EDT]

The thinking and behaviors needed for a successful and sustainable change to how innovation is done

Matt Albin, Spark Performance Solutions

Is your organization struggling to change how innovation is done? Are you further into the change but worried about how to sustain the new approach? If so, then this newly developed presentation about managing change and the supporting behaviors to succeed in delivering innovations to the market will help you change the trajectory of your initiative.

Rather than focus only on ‘change management,’ which is often an afterthought or just a fancy communication plan, the workshop takes an integrated approach to sustainable change including the thinking and behaviors that support a Lean development process. This session is an updated and interactive version of the well-received LPPDE Virtual Summit session in January. During the session you will learn what thinking and behaviors support rapid innovation and those that obstruct it. It will also include how to identify specific needs at your own organization and multiple approaches to engage the innovation community to help them take ownership of behaviors that lead to faster innovations.  A variety of hands-on activities and learning approaches will be covered including an activity so you can learn how to develop these models at your company in an engaging way.

 Matt’s career spans over 20 years as a global business leader where he worked in new product development, project management, marketing, procurement, supply chain management and continuous improvement.  He has successfully developed people and implemented Lean practices and human-centered design methods in knowledge-based work and operations across the globe including Canada, England and Brazil.

Matt is a Lean Six Sigma Green Belt, Human Centered Design facilitator, holds a BS in Mechanical Engineering Technology and an MBA in Supply Chain Management and Leadership and Change Management from Michigan State University.

Matt works for Spark Performance Solutions, LLC whose purpose is to help organizations achieve their goals by unleashing the knowledge and creativity of their staff through effective and engaging solutions for eLearning and talent development.

Tuesday, October 4, 2022 Conference Day 1

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8:00am [EDT]

Summit Welcome - Defining Injecting Knowledge into Innovation

Geoff Neiley, LPPDE  Conference Chair

Geoff Neiley will open the day with his vision for the conference focused on injecting knowledge into innovation.  Innovation may be hard to cultivate, but by applying lean engineering principles and focusing on the knowledge, success will be within your reach.  Day 1 will focus on LPPD principles from practitioners setting you up for day 2 with the latest findings from universities.  Along the way you will hear from both incubators and established companies on how they practice innovation.  The main conference will end with two interactive workshops where your learnings can be applied to solving real-world problems.

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8:10am - [EDT]

Keynote: Developing your Teams to Accelerate your LPPD Innovation

Bruce Hamilton, GBMP

While applying co-located cross-functional teams to LPPD has an obvious effect of reducing information queues between functions, a more subtle and far more significant transformation in interpersonal relationships and shared purpose creates a super-charged environment of  collaboration and innovation. Every team member becomes part of a peer network where there are no barriers to line of sight or conversations overheard. Without silos, small problems can be squelched before they grow, while spurts of inspiration are immediately available to all.

Bruce Hamilton, President of GBMP and creator of “Toast Kaizen” offers personal LPPD experience from 50 years as an operating manager and Lean consultant concerning the challenges and benefits of co-located teams. According to Bruce, “Organization follows strategy and if you don’t organize differently for LPPD, your old organizational structure will hold you back.”

Bruce Hamilton is President of GBMP, a Boston-based non-profit founded in 1994 that provides Lean and Six Sigma assistance to manufacturing, healthcare and service organizations. Prior to joining GBMP, Bruce spent thirty years in manufacturing, leading his factory to a Shingo Prize award in 1990. From 1996 to 1998, his factory was also a project site for the Toyota Production System Support Center (TSSC).

Bruce is author and actor in the 2004 Shingo Prize winning video, Toast Kaizen and co-author of the comprehensive multimedia training package, e2 Continuous Improvement System, which combines GBMP’s acclaimed video content with self-study workbooks, classroom learning and workplace practice.   In 2000 he was inducted in the Shingo Prize Academy and in 2015 was inducted into the AME Manufacturing Hall of Fame.

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9:00am - [EDT]

Keynote: DX-Platform for Lean Product Development

Takashi Tanaka, Mitsubishi UFJ Research & Consulting Co

The theme “DX Platform for LEAN product development”.

  • Learning from top automotive OEMs
  • Process and systems with human factors

 DX is a radical change of the entire company tying together the processes and IT systems in an effective way. It is about developing a common platform using digital technology and change the structure of the company and reforming the bottleneck business at the same time.

Currently, it’s necessary to use DX (Digital transformation) for global product development. By applying Lean, DX will be easier to execute. The keys to implementing DX is that business processes, IT/ systems, and then management-related activities are being implemented in a well-balanced manner.

 Takashi will explain what is happening at the product development with examples.

  • First, he will share the latest architecture of the product development platform.
  • Next is the QIP (Quality into process) and cost planning. Here are some cases of how to apply trade-offs using digital.
  • In addition, to support CASE and AD, it is a method for modularization in a cyber and physical environment using MBSE (Model-based systems engineering).
  • Finally, he will explain the system architecture that Toyota was aiming for in the early 2000s and the actual implementation procedure.

 Takashi Tanaka has a deep understanding of a Toyota management system (TMS) and he has applied it at many manufacturing companies of Japan and in Western countries, not only automobile, but also airplane, electrical, and medical equipment.

As a PMO for PLM Platform development and implementation, he has acquired a  deep experience and understanding. Currently, Takashi is working for DX Platform development using Local 5G, Cloud, AI/Machine learning to accomplish the dynamic capability (企業変革) for clients.

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10:00am - [EDT]

Networking Break + State your problems

Track 1

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10:30am - [EDT]

The Creative Rhythm and LPPD Learning Cycles

Bella Englebach, Lean for Humans, Inc

Are you an ideator? Or are you great at selecting and strengthening ideas?  Lean product and process development requires creativity in order to drive innovation, and creativity is built on a rhythm of two distinct thinking styles, divergent thinking and convergent thinking.  These thinking styles have specific uses, and in a lean process and product development learning cycle, each thinking style must be used effectively and at the right time.  

In this interactive session you will learn: the two thinking styles required for creativity; why they need to be practiced separately; and how to incorporate them into a PDCA or LAMDA cycle to increase innovation in your lean product development process.

She is a popular speaker and workshop facilitator at lean, operational excellence, and continuous improvement conferences. She loves to share the voices of fellow creative lean thinkers in her podcast, "The Edges of Lean.“

Bella Englebach is the author of "Creatively Lean: How to Get Out of Your Own Way and Drive Innovation Throughout Your Organization". Bella Englebach is President and Lead Consultant at Lean for Humans, Inc, and is a Certified Professional Coach. She has been applying continuous improvement and lean thinking to operations and R&D for over fifteen years. Trained as a scientist, she helps people to see that the heart of improvement is the scientific method. As children we were all excited to ask why - and we all loved to conduct experiments to find out why! Many of us left that type of exploration behind and came to believe that we were not good at problem-solving or creativity.

Everyone can regain their excited inner scientist to drive people-centered improvement for any type of organization. Bella coaches and consults with leaders and managers to create environments where problems can be seen, innovative solutions can be discovered and tested, and people can truly drive improvement.

Bella previously worked at Johnson & Johnson, where she was a process excellence and business improvement leader, bringing the worlds of lean and creativity together in research and development, regulatory affairs, and IT implementations. She opened her own business, Lean for Humans, Inc, in 2018.

Bella is a Creative Problem Solving (CPS) Facilitator and is also an Associate Partner at New & Improved, Inc, a consulting firm specializing in helping organizations create the environments for innovation thought the CPS approach. She is an experienced facilitator trained in continuous improvement, Creative Problem Solving, lean improvement, lean product and process development, and change management.

Bella was a member of the Board of Directors of the Lean Product and Process Development Exchange for six years.

She is a popular speaker and workshop facilitator at lean, operational excellence, and continuous improvement conferences. She loves to share the voices of fellow creative lean thinkers in her podcast, "The Edges of Lean.“

Track 2

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10:30am - [EDT]

TBD

Larry Navarre, Kettering University

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11:10am - [EDT]

Networking Lunch with Open Space and A3 Wall of Fame + State your problems

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12:30pm - [EDT]

Board of Directors, LPPDE: One-on-One with the Board

Bob Stavig, Arnoud Herremans, Carolyn Hutchinson Carter, Christer Lundh, Dantar Oosterwal, Durward Sobek, Geoff Neiley, Matt Albin and Norbert Majerus, LPPDE Board of Directors offers their knowledge and experience to help the participants with the ultimate knowledge Exchange!

Bring a problem, connect to a board member and solve your problem together. In the best of worlds you will come home with solutions to your major problems. At least you should have a set of experiments to run to increase the learning faster.

Please email www.lppde.org or bring your questions and the board will hold small panel discussions for an interactive opportunity to share and learn.

Track 1

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1:20pm - [EDT]

Knowing Your Gaps

Geoff Neiley, Sr. ME Manager, Rapiscan|AS&E

Geoff will explore how he identifies and approaches knowledge gaps during the engineering process.  At AS&E the design process starts with the Chief Engineer who understands both the customer interest and the engineering principles.  Along the journey gaps are identified and knowledge is gained in an iterative process.  Join Geoff as he shares real experiences.

Geoff Neiley has been in the mechanical engineering field for 25 years. After graduating from the University of Maine, Orono, he learned much about the custom equipment business at NESLAB Instruments designing water chilling systems. Following this he spent 15 years working for BTU International where he designed and lead projects for conveyorized furnaces using in the electronics and solar industry. During this time, he earned his Masters in Mechanical Engineering at University of Massachusetts, Lowell. It was at BTU where Geoff began to see the reap the values of concurrent engineering. 3 years after joining AS&E in 2011, the leadership team introduced the concept of Lean Product Development. Geoff joined the leadership team reading many Lean PD books, inviting Lead PD practitioners to AS&E and attending LPPDE for several consecutive years. AS&E has roundly embraced the concurrent engineering aspects of Lean PD focusing greatly of Set-Base Innovation and cross-functional collaboration with our supply chain and manufacturing team. Today he is still learning and experimenting with lean processes and enjoys the pride felt in team by enabling cross-functional to achieve challenging, rewarding goals.

Track 2

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1:20pm - [EDT]

Mission Command in Technology Development Context

Christer Lundh, AUFERO

The target audience is primarily leaders driving innovation and technology development. Speed has become an increasingly important foundation for successful innovation and technology development. To achieve speed and full potential of Agile and Lean in technology development, leaders have a lot of valuable learnings to make from the leadership philosophy of Mission Command. Its origin from Auftragstaktik while proven its worth for over two centuries, it is still a modern leadership principle.

Auftragstaktik is a German expression describing a rapid military tactic, designed to dismantle enemy forces through the use of mobile forces.

Those who recognize the turbulent nature of innovation and technology development at speed, Mission Command principles provides for fast, flexible, and decisive action in a complex environment characterized by uncertainty, fluidity, and rapid change.

Leader's that apply Mission Command, informs what his/ her intention is, sets clear achievable objectives. It is the leader’s responsibility to specify the objective and the framework within which the subordinates have to accomplish the mission. The leader provides all resources required to carry out the mission. Acting based on an intent empowers subordinates’ decision-making, decentralized execution and provide room for initiatives appropriate to the situation. The planning and execution itself become the executor’s responsibility. Together the leader and their teams represent the strong bond and mutual trust, built through shared values and experiences of overcoming adversity. Hereby the whole organization attain speed and start creating outcomes beyond the means.

Successful leaders within this organization foster an environment of experimentation, mistakes and uncertainty, giving room for rapid adaptation. Since the world is fundamentally complex and uncertain, organizational change is non-linear. Mission Command enables to comprehend, shape, adapt to, and in turn be shaped by an ever-changing, uncertain and complex environment that creates mismatches and new opportunities.

Mission Command can provide the leader applying Agile and Lean for innovation and technology development the best means to succeed. As Mission Command leader you seek to exploit trust, cooperation, judgment, focus, and implicit understanding to lessen the effects of uncertainty, fluidity, and rapid change. As leader you rely on Mission Command to provide the flexibility and responsiveness to deal with uncertainty and to generate the speed which is recognized as a key element of success in innovation and technology development.

Differences in ‘Mission Command’ and ‘Command and Control,’ and reflect them in a Technology Development context will be covered.

Christer Lundh has over the past fifteen years, in different leader positions effectively implemented, and applied product development process based on Flow and Knowledge Based Development (KBD) at multiple companies.

To empower people, Christer has successfully adapted development teams around ‘Function / Value’ recognized by customers. Small interdisciplinary Function Teams, applying Cadence and Flow on two-to-three-weeks takt, using Kanban Flow Boards and Daily Stand-up. And training and mentoring leaders and engineers, on the job training, of A3 process for problem solving / gap closing.

Christer has worked in lean set-up as Entrepreneurial System Designer leading a new venture Lean start-up. With speed and focus, rapid and valuable customer feedback and great sense of urgency, the development teams swiftly improved on every new prototype. Enabled teams to learn about customers’ true needs. With servant leadership, aspirational targets and empower of people, teams quantify and make gaps visible. To see, boost motivation, and create focus. Applying homing (gap-closing), with multiple quantified countermeasures, teams together close their gaps, and the best – them owning the solutions.

At Kongsberg Automotive, Christer initiated a companywide transformation implementing Knowledge Based Development in 2008. He led that strategic transformation during 2009 working together with Michael Kennedy (TCC). Thereafter Christer led the pilots as trainer that pioneered a full global roll out during 2010-2013.

Christer, owner and consultant AUFERO AB. Embedded, as a transformational "catalyst", he offers help to leaders to succeed with Agile and Lean Product Development.

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2:00pm - [EDT]

Networking Break

Track 1

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2:30pm - [EDT]

Set-Based Design

Dantar Oosterwal, Sr. VP and Partner, Argo

How can set-based design be applied to your innovation project?  As one of the most misunderstood principles of lean product development, applying it at your startup or in your sandbox can make the difference between winning or losing in the battle for market disruption.  In this session Dantar will explain the fundamentals and how he has applied them on numerous products from Harleys to shaving cream.

Dantar Oosterwal has a passion for Innovation and an enthusiasm for the improvement of Business Systems. At the intersection of these two interests, Dantar is a leader in the application of lean methods in new product development creating dramatic improvements in effectiveness and efficiency. Besides the award winning book, ‘The Lean Machine’, Dantar has also co-authored together with Durward Sobek the publication of Allan Ward’s manuscript, ‘Visible Knowledge for Flawless Design’.You can learn more at http://theleanmachine.org/ Or you can learn about Dantar’s latest initiative at DevelopLean.com Dantar holds a BS degree in Mechanical Engineering from The University of Michigan and a Masters degree in Management from the Sloan School of Management at MIT.

Track 2

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2:30PM - [EDT]

TBD

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3:10pm - [EDT]

Networking Break

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3:20pm - [EDT]

A Day in the Life of a Lean Manager

Norbert Majerus, Norbert Majerus consulting

Many of us learned by experience that the people and organizational part of a lean transformation can be more challenging than the technical or principle part. In this session Norbert will share his experience in how to engage both leaders and associates from the beginning to create a successful transformation and a sustainable change in the culture

When Norbert started the lean initiative at the 3 global innovation centers in 2006, he knew nothing about lean. But quickly learned the lean principles and how they apply to innovation. It took him a lot longer to learn how to engage the people in the transformation to create a sustainable change in the culture.

If he had to do this transformation over, he would go slower at the beginning, engaging as many people as possible and teaching them the lean principles. Then he would coach the people who do the work in improving the work they are doing.

He also learned that leadership has to be engaged and that is much more difficult. He learned that leaders have to change so they can model the right behaviors. Leaders also have to learn how they can add value in a lean organization.

In this session, Norbert will share his personal experience with examples and stories to make this difficult task a little easier for those folks starting a lean initiative and maybe he can have advice and encouragement for those already engaged in  a transformation.

 

Norbert Majerus.is a highly experienced man. Beginning in 2005, Norbert implemented a principles-based lean product development process at the three global innovation centers of The Goodyear Tire & Rubber Company. For more than a decade he was Goodyear’s lean champion in research and development. Norbert has worked most of the disciplines in the Goodyear innovation centers in Luxembourg and Akron.

In 2016, his first book Lean-Driven Innovation was published. Also in 2016 the Goodyear R&D organization applied for and received the AME Excellence Award. Norbert has spoken at many conferences in the United States and other countries. Since retiring from Goodyear in 2017, he continues to share his extensive lean expertise.

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4:30pm - [EDT]

Networking Reception

Wednesday, October 5, 2022 Conference Day 2

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8:00am - [EDT]

Welome back and reflection by

Dantar Oosterwal, LPPDE Conference Co-Chair
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8:10am - [EDT]

Keynote: The Latest in Lean PD

Durward Sobek, Montana State University

 

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9:00am - [EDT]

Break

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9:10am - [EDT]

Keynote: TBD

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10:00 - [EDT]

Networking Break

Track 1

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10:30am - [EDT]

Lean Product Development in the Engineering of Systems Courses at RIT

Marcos Esterman, Rochester Institute of Technology

Track 2

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10:30am - [EDT]

Product Development: Managing the Whole Value Stream from Concept, to Profit, to Sunset

Joe Murli, The Murli Group

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11:10am - [EDT]

Break

Track 1

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11:20am - [EDT]

Cadence Pull and Flow Management – Enabling Lean Startup

Bob Stavig, retired HP

The session will cover the basic cadence pull and flow methods and LPPD tools for the typical development work of “new product to an existing market” then expand that flow to encompass a “new product into a new market.”

Cadence Pull and Flow Management is a critical principle within LPPD, in which through visible knowledge and other LPPD tools maps out the flow of learning through the use of integration events and other decision points, this enables the process of build-test-learn in order to deliver the highest value to the customer. The methodology of Lean Startup establishes an approach to begin that pull in the general area of: “new product to a new customer”. This methodology focuses on a learning process that guides the developers and effectively the customer, with short learning cycles, towards a solution that maximizes the value to the customer.

Bob Stavig is a retired HP R&D Project and Program Manager. Experienced in Lean Product and Process Development and Scrum/Agile. Bob spent 35 years at HP, the last 20 as R&D Project and Program Manager in Vancouver, WA.

Bob is an experienced Research and Development Project Manager with strong technical skills, a demonstrated history of working in the information technology and services industry. Skilled in Product Development/Management, Vendor Management, Engineering Management, Business Process Improvement, Factory Operations, and Cross-functional Team Leadership. Strong background and experience with the use of Lean Product and Process Development (16 years) and Lean Manufacturing. International business experience (Asia) in the areas of supplier development, factory operations, and technical management. Program and project management professional with a BS in Mechanical Engineering from Washington State University.

Certified Six Sigma Black Belt- ASQ, Certification in Lean Development from University of Michigan, and Certified Scrum Master through Scrum Alliance.

Track 2

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11:20am - [EDT]

The Product and Process Development of conferences

Peter Palmér, LPPDE

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12:00pm - [EDT]

Networking Lunch and Open Space

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1:30pm - [EDT]

Networking Break

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2:15pm - [EDT]

Closing Address

Geoff Neiley, LPPDE Conference Chair

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2:30pm - [EDT]

Networking Break

Mini-Workshop Track 1

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3:00pm - 5:00pm [EDT]

Disruptive Innovation

Bob Melvin, Teledyne Marine

Bob Melvin

Mini-Workshop Track 1

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3:00pm - 5:00pm [EDT]

How the Brain Works

Arnoud Herremans, Y47 consultancy

Thursday, October 6, 2022: Post Conference Workshops

Workshop Track 1

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8:30am - 4:00pm [EDT]

Lunch Included

How To Develop of Lean Product Development Roadmap

Bob Melvin + Dan Shropshire, Teledyne Marine

Bob Melvin
Dan Shropshire

Workshop Track 2

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8:30am - [EDT]

Lean Creativity

Norbert Majerus, norbert majerus consulting

Arnoud Herremans, Y47 consultancy

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12:00pm - [EDT]

Lunch

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1:00pm - 4:30pm - [EDT]

Mission Command in Technology Development Context

Christer Lundh, AUFERO

Agenda under development, minor changes pending

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LPPDE events have an impressive gathering of lean product and process development practitioners. We’ve assembled an impressive lineup of keynote speakers.

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