Red Rock Resort, Las Vegas
April 19-21st, 2015

This event is co-located with

Red Rock Resort, Las Vegas
April 19-21st, 2015

Educational Program

Our experienced Steering Committee of manufacturing professionals shapes our entire Educational Agenda, to ensure our sessions are in line with the industry’s key issues. Sessions will cover both strategic and technical topics related to discrete and process manufacturing.

If you are interested in speaking at the IMPACT Manufacturing Summit or joining the IMPACT Steering Committee and provide your input on the Summit's agenda, please email

You will have full access to all of the presentations listed below


Targeted one on one Research Meetings with Carefully Selected Leading Solution Providers


Unparalleled Peer Networking Opportunities with other high profile Executives over onsite Breakfasts, Lunches, Receptions and Gala Dinner


Keynote Presentations

Transformation Simplified…Creating a Sustainable Culture of Connectivity, Clarity, and Consistency


Shane Yount
Principal, Competitive Solutions


Transformation Simplified…Creating a Sustainable Culture of Connectivity, Clarity, and Consistency

What's powering the performance of your organization? With extensive experience in food processing, pharmaceuticals, and manufacturing of all types, Shane Yount will challenge organizational leaders to candidly and transparently determine if their organization is powered by personalities or processes. Challenging conventional wisdom regarding both continuous improvement tools and change management philosophies, this session will provide attendees with a thought provoking Transformation Methodology guaranteed to drive greater focus, urgency, and accountability.

  • Are you Winning or Losing? Does anyone really know?
  • What’s Powering Performance in Your Organization Today? Process or Personality.
  • Selective Engagement or Collective Accountability? Which do you have? Accountability – Making it Visible and Personal.
  • Measuring Engagement – Not how you feel, but rather, what have you done to move the business forward?
  • Creating a Communication Cadence that Drives Focus, Urgency, and Accountability.
  • Leaving a Leadership Legacy of Accountability rather than Dependency.

Breakout Presentations

What’s Your Operating Brand?

What’s Your Operating Brand?

How well does your organization understand its operating brand? If you’re wondering why your organization and stakeholders aren’t buying into your vision for operational excellence, it could be that you have not effectively clarified your operating brand at all levels. Operating brand is an organization’s set of operating principles for people, tools and processes.  Everyone wants to be relevant and know how they fit into the organization’s improvement strategies and how they can make a difference.  
  • How do you define, align and execute winning strategies? With your people and your operating assets, what is your cultural advantage?
  • How your operating brand influences an organization operating principles for people, tools and processes to yield sustainable results. 
  • How successful organizations strengthen and develop their brand through organic input from people across the enterprise. 
  • Simply stated, how to make people visible and they will make the enterprise valuable.
  • It’s more than the numbers; improvement comes with buy-in for change. It all comes back to the challenge: What’s your operating brand, and what does that mean to everyone in your organization? Don’t seek perfection or copy others’ strategies. Grow the capabilities of your teams, plants and organization. 


Execution Excellence in a Fast Growing Oil Manufacturing Company

Execution Excellence in a Fast Growing Oil Manufacturing Company

Cenovus Energy is getting things off the ground in construction, manufacturing, and operational excellence tied to a strategic transformation for manufacturing oil. Learn how Cenovus integrates traditional operational excellence, building on their extensive modular construction experience, with an operations management system and behavior-based coaching model to deliver sustainable business performance.

  • See an oil manufacturing process improvement program that combines: management system thinking with lean and six sigma; business process mapping; knowledge management; and operator training in an integrated program.
  • Leverage an Execution Excellence strategy that combines construction excellence, manufacturing excellence and operations excellence.
  • Learning Objective 3* Experience an end to end Learning delivery model that focusses on performance enhancement.
Growing From Within: Ariens’ Lean Intern Program


Paul Leao
Director of Continuous Improvement, Ariens Company


Growing From Within: Ariens’ Lean Intern Program

Lean how the Ariens Company has changed by growing their own people.  By adopting the mantra of “inch wide, mile deep” Ariens has learned to grow form within by developing a Lean Intern program.  This program takes people from the production floor for 6 months, gives them a mentor, and places them in an intense learning environment where they learn two things, Lean & Leadership.

  • How to develop an intern program.
  • The curriculum that is used.
  • How the company and others support the program.
  • How their mentor spends time with them teaching Lean and Leadership.


Using In-Process Metrics to Evaluate and Improve Safety Performance

Using In-Process Metrics to Evaluate and Improve Safety Performance

Operational Leaders often struggle with using traditional lagging safety metrics to drive effective improvement and long-term control of safety programs. This presentation overviews the development and use of in-process safety metrics which allow leaders to focus their attention on operational areas that will deliver impactful safety performance and operational risk reduction in ways overlooked by traditional lagging metrics.

  • Leaders create cultures by what they systematically pay attention to.
  • An over-reliance on traditional lagging safety metrics may hinder an organization’s ability to affect long-term and sustainable improvements.
  • Safety processes contain numerous key activities that occur “in process”, which can be measured and tracked.  If properly identified, leadership attention to these metrics will support a culture that enables outstanding safety performance and verifies that it remains in control.
  • A method for identifying in-process metrics will be shared, along with several examples that have been successfully utilized in manufacturing organizations.
The Impact of 3D Printing Technology on the Future of the Manufacturing Sector


Alex Chausovsky
Senior Principal Analyst, IHS Technology


The Impact of 3D Printing Technology on the Future of the Manufacturing Sector

The presentation will examine the potential impact that 3D printing technology could have on the manufacturing sector, with a focus on machinery production. A general overview of additive manufacturing technologies and materials will serve as a foundation for this session, which will also discuss the future potential of 3D Printing.

  • Although the technology has existed since the 1980s, 3D Printing has really gone mainstream in the last five years.
  • 3D printing is not a single process, but rather multiple technologies each with its own benefits and drawbacks.
  • Additive Manufacturing presents significant potential benefits including reduced development costs, material savings, design innovation, and a decrease in time to market.
  • 3D printers can work with many industrial materials, including ceramics, plastics and metals. New materials, such as carbon fiber, are regularly being added to the additive manufacturing portfolio.
  • Much of the recent growth in the 3D printing industry can be attributed to expiring patents, resulting in increased competition and lower printer and materials costs.
Utilize Time and Business Velocity to Create Your Company’s “Economic Moat”

Utilize Time and Business Velocity to Create Your Company’s “Economic Moat”

The term “economic moat” refers to business' ability to create and sustain competitive advantages that protect long-term profits and market share from competition. This fast paced presentation illustrates how “time” and its companion, business velocity, can be used to distance companies from competitors, improve organizational performance, and influence strategic direction.

  • Understanding the significance of envisioning a company’s business process time in two dimensions versus one.  
  • Real world examples of unlocking the power of “Business Velocity” to leverage corporate resources, enhance profitability, and utilize “BV” as a strategic advantage.
  • The impact of implementing a “Business Velocity” mindset on corporate culture.
  • Some important considerations from lessons learned along the way.
Journey to Connect Sustainability to the Business

Journey to Connect Sustainability to the Business

A practical case study of ESCO’s approach to formalizing and integrating sustainability within daily business practices.  Learn about its initial rationale and business purpose in this quest, as well as successful engagement with stakeholders.

  • Formalizing sustainability into business is a process that includes baseline setting.
  • Integrating sustainability into business includes identifying the impact and influence of your operations
  • Internal communication is critical to success – employees need to be able to connect sustainability to daily work
  • Sustainability is complementary to Continuous Improvement efforts.
Using Technology to Revolutionize Material Handling

Using Technology to Revolutionize Material Handling

A technology game-changer can not be successfully implemented without attention to change management but the results can be well worth the effort. Electro-adhesion is an example of a disruptive technology that enables completely new solutions in robotic parts handling, parts fixturing, warehouse logistics and conveying systems. It is a highly-flexible, ultra-low energy technology that enables the reliable grasping and transfer of parts. We will use this as a case study for technology implementation.

  • Change management techniques should be employed to drive new technology into manufacturing and logistics environments. 
  • Key elements to change management are training, environmental preparation, hiring key employees and monitoring acceptance and success.
  • Electro-adhesion is one example of game-changing technology that is being deployed in a number of industries. Lessons have been learned as we have deployed.
  • Successful deployment of technology results in increased efficiency, density and quality which results in lower costs. This success is accelerated with the right management of change. 
The Model Cell - How to See All Lean Tools Working Together at Once

The Model Cell - How to See All Lean Tools Working Together at Once

How can you witness all lean & CI tools in one area and leverage to other areas of your plant?  The model cell concept allows you to apply tools like standard work, kaizen, 5S, visual management, material flow, TPM and several others in one area to witness the benefits. 

  • Expedite the application of lean tools in your facility.
  • Get employees excited about lean as they see the benefits and start asking "me next!?".
  • Allows you to learn how to standardize and sustain in one area before moving on.
  • Start with "small bites" instead of trying to "eat the whole elephant".
Stratus Technologies: A Supply Chain Transformation Success Story

Stratus Technologies: A Supply Chain Transformation Success Story

Undertaking the job of transforming a global electronics supply chain can be risky business. This transformation requires expert planning, collaboration, rigorous follow up and precise execution. There's a time tested formula that experts use to drive success. Learn how one mission critical technology provider made it a success story.

  • What are the prerequisites that must be addressed in a detailed plan before the journey begins? 
  • What are the success factors? 
  • How do I get executive “buy in” and support for every step of the journey? 
  • Learn how collaboration, both internal and external are key to success.
Manufacturing Leadership in Employee Development


Dave Beddow
VP Manufacturing Operations, Crown Equipment Corporation


Manufacturing Leadership in Employee Development

The motivation for enhanced employee development was designed to answer the question “How do we maintain our competitive advantage over the next 3-5 years?”  As a result, we created a process to be more “consistent, deliberate and ongoing” versus a “passive, annual” discussion.  Results have better prepared employees moving to new career opportunities and/or growth n their current positions by developing their technical, interpersonal and leadership skills.

  • Lean how the Vice President’s unique role in Talent Development has changed the mindset and culture.
  • Discover the power of deliberative talent development conversations and 2-3 things/year/person that can transform the organization.
  • Realize the benefits of involving everyone in your Talent Development Initiative.
  • Find out if you should or shouldn’t let the employee know where they stand (transparencies).
  • Answer the question “How does each employee remain consistent and professionally relevant within the message of Talent and Organizational Development.
The Importance of Data and Predictive Analytics

The Importance of Data and Predictive Analytics

The ability to get the important data in your facility is critical in driving continuous improvement. Data will give you the information required to determine which X's are critical in your process and what steps must be taken to increase your performance. It does not matter if it is big data, tick marks on a sheet from the shop floor or reports from your MRP/ERP systems. The key is to find and collect what data is useful right now to solve the problems you have today.

  • You Must be able to mine All Data (Big or Normal).
  • Use the DIMAC funnel to determine the CRITICAL X's of the process.
  • How to drive continuous improvement through your organization by improving the performance drivers of your KPI's (Key Performance Indicators).
  • Learn how to determine where the IMPORTANT DATA is in you facility.
Sustainability Drivers in Beer: Water, Energy, Packaging, Waste

Sustainability Drivers in Beer: Water, Energy, Packaging, Waste

Sustainability drivers have broad and simultaneously specific implications, correlated to integration.  Efficient integration maximizes value, through effective evaluation, tracking and reporting.  The MillerCoors approach is unique.
  • Embed sustainability throughout operations.
  • Empower individuals to initiate and amplify effects.
  • Never stop learning and innovating.


The Role of New Product Integration in Creating a World Class Company

The Role of New Product Integration in Creating a World Class Company

Real life example of  a well designed integration process that makes the integrator the connector between Sales/Marketing, Product Development, Production, Engineering and Finance departments. The same integration steps apply to new equipment or new process introduction, to product or process improvement.

  • Continuous improvement, new product  or new process introduction follow same steps.
  • Lean processes may always be made leaner.
  • Quality is defined by meeting or exceeding the customer's expectations.
  • The ultimate measure of success is quality.
Driving Safety Improvements Through Internal Cost Allocation

Driving Safety Improvements Through Internal Cost Allocation

A global airline catering company considering closing its US division due to crippling workers compensation problems refocused on safety and reduced accident frequency by 60% in just a few years.  Key to the success was a novel cost allocation system that reduced accidents by a third during the first year.

  • Proper allocation of workers' compensation costs are key to management engagement in the company's safety program (and thereby reduce claim frequency).
  • Construct the methodology to drive timely reporting, proper investigation, and quick return to work (reduces cost of claims that do occur).
  • Focus on simple and transparency; adjust unfairness with an appeal process.
  • Not a stand alone solution but important part of comprehensive safety program and claims management process that is missing in many programs.
Dispelling the Myths About Change

Dispelling the Myths About Change

Change Management is a process to manage the people side of change, often confused with Project Management that focus only on the tangibles like schedule or budget. Poor change management is one of the leading causes for project failures today.

  • The benefits of Change Management.
  • Project management Vs Change Management.
  • Understanding your organization readiness to change.
  • Eliminating resistant’s to change.
  • Roles and responsibilities.
  • Best Practices.
Zoning Your Plant: How to Improve Food Safety

Zoning Your Plant: How to Improve Food Safety

Using the guidelines outlined by the GMA, this presentation will cover the implementation of hygienic zoning of a dry  manufacturing facility as well as the struggles to maintain the improvements.

  • If you want to zone your plant for improved food safety guidance is out there.
  • Getting the behaviors changed is the hardest part, but also the most important.
  • Investing in solutions is critical to success.
How To Turn Your Facility Into a Marketable Product with Tourism

How To Turn Your Facility Into a Marketable Product with Tourism

American consumers are growing increasingly interested in seeing and experiencing first-hand how their favorite products are created.  Agritourism and Food and Beverage Plant tours represent a growing tourism niche.  Learn how to utilize your facility to create brand loyalty and additional revenue channels.  

  • Understand the food and beverage tourism industry and why it is growing.
  • Learn whether your facility is right for tourism.
  • Understand how tourism builds brand loyalty.
  • How to market your facility as you would a product.
Early Management & Project Management: An Integrated Approach for Successful Capital Planning and Project Execution

Early Management & Project Management: An Integrated Approach for Successful Capital Planning and Project Execution

As we move to a more competitive global environment, it is important that we are able to deliver seamless engineering solutions in order to keep ourselves competitive in the market. Among the Project Manager's tools, early management has been the one that has been paid more attention to. What does Early Management really mean? How do we transform the early management methodology into the way we manage projects? What does it really mean to create cultural transformations in our engineering organizations around early management? 
Early Management should be more than a step by step process, it should be a thought process within our organizations to ensure projects are delivered in a seamless manner. 
  • Early Management should be the way we do things not just a "buzz word" or "the flavor of the month" within our organizations.
  • Technical solution should drive the cost of the project, not the other way around. Nevertheless, the projects financial should be aligned with the strategic Plan of the organization as established by the Division financial forecasts. 
  • One of the most important parts in any successful capital project is the Factory Acceptance Test
  • A Project Manager's responsibility should be about facilitating open communication across stakeholders, and mitigate risk in order to deliver successful technical solutions to support the business.


The Art of Efficient Manufacturing

The Art of Efficient Manufacturing

Manufacturing is like a world class relay team.  Each participant must be very good at their role within the team. However, it makes no difference how good a participant is, if they cannot hand off  the baton! The success of the team relies on the handoff more than the ability of each individual.
Efficient manufacturing relies on everyone doing less.
  • Keep it simple: Manufacturing is just four things.
  • The Heartbeat of the Operation.
  • You can't make a Good Bag and a Bad Bag at the same time.
  • Minimum is Maximum.
  • Good manufacturing + Great Quality.


Innovating as David in a World of Goliaths

Innovating as David in a World of Goliaths

How did a tiny family business become the #10 brand out of 500 in the US, without focus groups, food scientists or private equity?

  • Great taste is not complicated.
  • Flavor research is fun and easy.
  • Trendspotting is crictical.
  • Small = Nimble.
  • Don’t over think it.
Create an Innovation Brand: From Idea to Design to Launch

Create an Innovation Brand: From Idea to Design to Launch

Innovation often is obvious in the form of start-ups that cater to unmet market needs but in reality innovation is necessary even for mature companies to meet constantly changing customer needs and stay ahead of competetion. Being an innovation brand takes it a step further, constantly coming up with new ideas, and executing on them faster and more efficiently than competition. It incorporates an understanding the company's current and target audience, their changing needs (trends), assigning a value to the market potential, designing the right product at the right time, launching it at the right time and putting appropriate resources behind it to make it successful. 

  • Identifying and understanding your target customer.
  • Understanding trends (customer's changing needs).
  • Assinging a $ value to the market potential-are you capturing existig market share or expanding the market?
  • Gameplan and timeline: when and where should you launch?
  • Partners and resources: how will you support the launch and distribution?
  • Learn, iterate and innovate.