For many in the early stages of a lean enterprise journey, there is a tendency to jump head first into launching lean tools and techniques. Whether a lack of understanding in how best to benefit from the use of the tools, or in thinking of kaizen blitz as a stand-alone improvement strategy, the end result is the same in missed opportunity. In this interactive panel session, Littelfuse will present an overview of its phased approach for a global lean journey, along with successes and lessons learned to date. After a brief overview, attendees will break into groups to discuss key elements of the Littelfuse Enterprise Lean Six Sigma program, which is designed to build off of leadership support and enhance the value Littelfuse delivers to its customers. Breakout topics, which will be facilitated by global lean leaders and will incorporate lessons learned, will include hoshin kanri, leader standard work, self-directed work teams/tiered meetings, 3P and six sigma.
Littelfuse products are vital components in virtually every market that uses electrical energy, from consumer electronics to automobiles, commercial vehicles and industrial equipment. Its history of innovation, proven technical expertise and the industry’s broadest and deepest portfolio of circuit protection products enables it to provide objective, comprehensive solutions for each customer’s unique needs. Littelfuse is the preferred brand for leading manufacturers around the world, with more than 40 sales, manufacturing and engineering facilities and a global network of distribution channels. The company is a recipient of the AME Excellence Award. www.littelfuse.com
Kevin Kent is a corporate lean manager at Littelfuse, with a focus on training and mentoring six sigma green and black belts across the globe. His 33 years in the industry include working with Motorola on its initial six sigma implementation and managing lean initiatives for Invensys and ITT. Kent obtained his certification in black belt and master black belt from Motorola University in 1994 and 1999 respectively.
Noe Manriquez is a Littelfuse regional lean manager, responsible for running the Enterprise Lean Six Sigma program in North America. He is highly focused on maximizing operational performance, safety management, quality systems, delivery improvement, inventory reduction and productivity through application of continuous improvement. Manriquez has 16 years of diversified operations experience deploying lean and continuous improvement via Toyota Production System (TPS) and Honeywell Operating System (HOS). Manriquez has a bachelor's degree in industrial engineering and systems and certifications in lean and six sigma.
Ellen Sieminski has worked in manufacturing for 17 years, and currently serves as global enterprise lean six sigma manager at Littelfuse. She creates and conducts training on various lean topics, facilitates kaizen blitz events, and delivers team-building training as part of her efforts to bring empowered work teams to the office as well as to the manufacturing floor. Sieminski volunteers extensively with the Association for Manufacturing Excellence. She holds a bachelor of science degree in industrial and operations engineering from the University of Michigan, and a master of arts degree in industrial and organizational psychology from the Chicago School of Professional Psychology.
Matt Swain is the global director, Enterprise Lean Six Sigma, with Littelfuse and spearheads the global initiative to transform the corporation’s approach to TPM. His hands-on style of teaching and training the TPM methodology is yielding impressive results across the company’s 12 manufacturing locations on three continents. Prior to joining Littelfuse, he held leadership positions in design, engineering, and maintenance with several world-class corporations, including Honeywell and Finisar. Swain has a master’s degree in manufacturing systems management, a bachelor’s degree in mechanical engineering and certifications in lean and six sigma.
Scott Webber is the China lean manager at Littelfuse and is responsible for the oversight of the lean journey for the five Littelfuse manufacturing plants located in China. A main part of his responsibility is to provide mentoring and coaching to the various lean teams in those locations. Prior to his lean role, he has held leadership roles as production manager, warehouse manager, wafer fab lean manger and wafer fab operations manager. In addition to his manufacturing experience, Webber was a supply corps officer in the United States Navy.