Johnsonville Sausage 
Intermediate level
Advanced level
Value Stream 2 Systematic Daily Improvement

Step change improvements

Thursday, Oct. 22 Location Code
9:30am-10:30am Jr. Ballroom C/D, 3rd floor ThP/38

Sprinting forward in your CI journey

Add another facet to your CI initiatives, employing zero-based analysis to ramp up progress; effectively drive cultural change; learn about teams delivering extraordinary results as they identify problems and constraints, and then use data to validate options and implement solutions.


Complement your traditional kaizen/improvement initiatives with another approach, zero-based analysis (ZBA), to assist in project selection and prioritization. Learn how Johnsonville Sausage drove step/significant continuous improvement (CI) progress and nurtured members’ development through its Sprint teams. Hear about these front-line teams delivering impressive results—30 percent and higher improvements. Understand how Sprint teams, new to the company in 2013, have become a key element of its improvement structure as they identify problems and constraints and also use data to validate options and implement solutions. Explore examples of Sprint team improvements and results, including increased capacity and throughput, give-a-way reduction, yield improvement and higher pounds per labor hour. Find effective ways to drive culture change in eight weeks. Learn the difference between fixed and growth mindsets, and how they affect improvements. Add another dimension to your CI arsenal.


Johnsonville Sausage was founded in 1945 by Ralph F. and Alice Stayer, who opened a butcher shop named after their small hometown of Johnsonville, WI. During the past 70 years, the company’s brand has grown to become the number one national sausage brand, featuring brats, smoked/cooked links, meatballs and summer sausage. Its products are available in all 50 states and in 40 countries.

Speaker: Steve Sorenson

Steve Sorenson has been the continuous improvement coach at Johnsonville Sausage for the past two years. He has experience with all aspects of people development and coaching, working with individuals and groups. Sorenson’s background includes lean facilitation and implementation. He believes that becoming a lean organization is 20 percent about the lean six sigma tools and 80 percent about the culture an organization creates. He has been recognized for his work in building a lean culture.