2018 Lean Summit

Event Photo

2018 "Times are Changing" Lean Summit 

We are excited to announce the 2018 "Times are Changing" Lean Summit hosted by the University of New Hampshire (UNH) in partnership with the State of New Hampshire.   This collaboration will bring together Lean practitioners from higher education, state agencies, NH non-profits and other area businesses in one centralized location to share ideas, expand Lean knowledge and discuss how in these challenging times we can conquer the obstacles faced on a day to day bases. 

"Times are Changing" will focus on Lean as it pertains to
T - Transforming
I - Innovating
M- Measuring
 E-Engaging

The events of the day are geared to reinforce the commitment to innovation, and delivering value and efficiency through Lean and Continuous Process Improvement.  Participants will hear from an array of speakers, have an opportunity to network with other Lean practitioners and participate in hands-on activities to further enhance their Lean skills.

Be sure to join us at UNH in Durham, NH on the 26th of October.    

 

Morning Breakout Sessions - 10:30 - 12:00:

 

Adaptive Persistence:  Learning Your Way to Excellence

Alastair Howie, Senior Continuous Improvement Specialist and his colleagues from Elliot Health Systems 

Granite State Room - accommodates up to 300  

Lean vs. Agile - Session includes two 45 minute presentations 

Doug Henderson, Director of IT Consulting, BlueLine Associates and Virgil Magee, Director of Consulting, BlueLine Associates

Kurt Mithoefer, Senior Director Project Management, and Strategic Initiatives from Southern New Hampshire University along with his colleague Tess Diver, Assistant Director of Student Experience and Special Programs at Southern New Hampshire University 

Room:  MUB - 156 - accommodates up to 100  

Dr. Deming's Classic Red Bead Experiment

Bob Cameron, Senior Consultant, Lean East

MUB 330/332 - accommodates up to 70  

Utilizing Lean Principles for Improving Pediatric Care / Continuous Improvement 2.0:  Reimagining PDSA - Session includes two 45 minute presentations

Delitha Watts, Practice Transformation Facilitator

Justin Kenney, Performance and Budget Analyst, Vermont Agency of Administration along with Dru Roessel, Director of Performance Improvement, Vermont Agency of Human Services

MUB 334/336 - accommodates up to 70  

SESSION IS FULL - Fun Lean Learning! a Mr. Potato head game for continuous improvement - Part 1 (if you sign up for this session you will also need to sign up for Part 2 in the afternoon) SESSION IS FULL

Tyler Brandow, Performance Improvement Manager, State of NH

MUB - 340 - accommodates up to 24  

Establishing Foundation for Project Success:  Lean Green Belt Practicum

Patrick McGowan, Medicaid Quality Administrator, NH Department of Health and Human Services along with Suzy Easterling-Wood from NH Health and Human Services - NH Hospitals 

MUB 338 - accommodates up to 36  

 

Afternoon Breakout Sessions - 2:30 - 3:30: 

 

Lean, Leadership, Teams and Culture - The soft side of organizational change

Peter Hughes, Organizational development consultant, and a part-time faculty at UNH's Paul College

Granite State Room - accommodates up to 300  

Lean thinking for a VUCA (volatile, uncertain, complex, ambiguous) world 

Tess Diver, Assistant Director of Student Experience and Special Programs at Southern New Hampshire University 

Room:  MUB - 156 - accommodates up to 100  

Adoption Lean Management within the Academic Environment

Karen RJ White, Program Director/Lecturer at Granite State College along with Amy Maltagliati, Associate Director of Academic Advising at Granite State College

MUB 330/332 - accommodates up to 70  

Lean Engagement in State Government; Two different approaches and one common goal

Heather Barto, Sr. Process Improvement Specialist, Department of Health and Human Service State of NH along with Thomas Lencki, Sergeant, Department of Safety, NH State Police

MUB 334/336 - accommodates up to 70  

SESSION IS FULL - Fun Lean Learning! a Mr. Potato head game for continuous improvement - Part 2 (if you sign up for this session you will also need to sign up for Part 1 in the morning) - SESSION IS FULL

Tyler Brandow, Performance Improvement Manager, State of NH

MUB - 340 - accommodates up to 24  

Lean and Project Management:  The Same or Different? - SESSION ALMOST FULL; JUST A FEW SPOTS REMAIN

Larry Gagnon, USNH Director of IT Project Management, University System of New Hampshire

MUB 338 - accommodates up to 36  

 

 

Heather Barto

Heather Barto, Lean Black Belt 

Senior Process Improvement Specialist 
New Hampshire Department of Health and Human Services (DHHS)

Session Title: Lean Engagement in State Government; Two Different Approaches and One Common Goal - 2:30 - 3:30 - MUB 334/336

Session Description:  This presentation will provide a historical overview from the “Tale of Two New Hampshire State Agencies”; NH Department of Health and Human Services (DHHS) and Department of Safety (DOS) with their varying approaches and strategic innovations for Lean application in state government. DHHS and DOS have led the way for Lean program development statewide in terms of engagement, advancement with program change outcomes, and integrating process improvement into everyday work application.   The philosophy of engaging with people at every level in the organization is pivotal for change management. The model of “meeting them where they are at” has contributed too much of the successes that Lean has at both agencies have enjoyed. DHHS has worked to integrate staff both in pre and post-training so there is an encased support system for Lean skill attainment across the learning continuum. DOS has built their facilitator bench and advanced their culture at the Division of NH State Police extensively.   

This session will offer sharing of the stories, project examples, culture advancement approach considerations, and integration of lessons learned. 

Heather Barto has been with the NH Department of Health and Human Services for 17 years. Heather is currently supporting the department through a Lean process improvement leadership role.  She has held previous roles in Medicaid Care Management, public health management, and mental health rehabilitation services.

Heather brings creativity, a Can Do Attitude and detailed organization to her work and project teams. She believes a successful project team has 3 key factors; people investment, invested leadership, and plenty of learning opportunities.

Heather has a master’s degree in Management with a Healthcare Administration Concentration from New England College and a bachelor’s degree in Therapeutic Recreation from Utica College of Syracuse University. 


Bob Cameron

Bob Cameron, Lean Six Sigma Master Black Belt

Senior Consultant
Lean East

Session Title: Dr. Deming's Classic Red Bead Experiment - 10:30 - 12:00 - MUB 330/332

Session Description:  Combination of lecture and interactive learning from Dr. Deming's case study. Includes Deming’s 14 Points of Management and the Seven Deadly Diseases.  With the objective of recognizing the need to work on the process, not just the people.

Robert Cameron is a Senior Consultant with Lean East and a certified Lean Six Sigma Master Black Belt. He believes Lean is not something an organization does, but rather is an enabler that when coupled with the right culture and behavior will help any organization achiever its full potential. Bob has had a 33-year military career, with over ten of those years dedicated to leading Lean deployment for the Navy in Bath, Maine. Responsibilities included advising Senior Leadership on process improvement and quality, planning and executing Strategic Planning efforts, conducting Value Stream Analysis, teaching Lean Six Sigma courses, mentoring of new Black Belts and Green Belts and developing a Lean/Quality deployment strategy in conjunction with strategic planning efforts.
Bob has earned a BA in Industrial Technology from the University of Southern Maine and an MBA from Southern New Hampshire University. The American Society for Quality (ASQ) has certified Bob as a Lean Six Sigma Black Belt and Manager of Quality/Organizational Excellence. Bob is also an adjunct faculty member of the University of Southern New Hampshire, where he teaches a graduate level Course in Six Sigma Quality Management.

Lean East facilitates transformations in government, healthcare and service organizations to improve outcomes while reducing costs. Our team learned continuous improvement methods from some of the best organizations in the world and have led multiple successful transformations. Learn more at www.LeanEast.com.

 


Tyler Brandow

Tyler Brandow, Lean Black Belt, Lean Six Sigma Black Belt, MPH

Performance Improvement Manager 
NH DHHS, Division of Public Health Services (DPHS)

Session Title: Bus Crash! A Mr. Potato Head® game teaching Continuous Process Improvement using PDSA cycles - Part 1 - 10:30 - 12:00 and Part 2 2:30 - 3:30 - MUB 340

Session Description:  Teams will implement a series of Plan-Do-Study-Act cycles, observing and eliminating waste in their system, and maximizing process efficiency and effectiveness to achieve their objective: save the Potato Head families! Participants will apply IPO charts, performance measures, check sheets, Pareto analysis, fishbone diagrams, and PDSA tables in a fun, continuous improvement learning!

Tyler Brandow is the DPHS recipient of 2016 Lean Culture Award

 

 

 

 


JamesBroom

James Broom

Keynote Speaker - The Power of One 

President
Hope for Tomorrow Foundation

Session Title: Keynote Speaker - 9:15 - 10:00 - Granite State Room and ​Panelist - 1:00 - 2:00 - Granite State Room

Jim Broom has a  balance of experience both in the private sector as well as the non-profit sector.  He has moved organizations into new directions, lead Direct Captial through a change during the recession, has driven cultural change through the Core Values program, and has taken on a new venture into the non-profit sector with "Hope for Tomorrow Foundation". 

Jim has  Implemented lean and project management methodologies across an entire organization and has been an influencer of change. 

Jim's background and some accomplishments include: 

1995 – 2016 Chief Executive Officer - Direct Capital Corp

  • 1999 Inc 500 company, 1,535% five-year growth
  • 2003 Implemented first on-line SMB financing service for eBay & PayPal
  • 2013 Implemented first multi-channel on-line SMB financing service for Apple Financial Services
  • 2103 Provisional Patent, co-inventor of LendEdge
  • 2014 Inc 5000 company, 194%  three-year growth
  • 2016 Achieved Net Promoter Score of 79
  • 2016 Operations and Technology Excellence Award by ELFA
  • 1995-2016, company supported the creation of over 50,000 U.S jobs by lending $3.5B to SMB’s

2017 Founded non-profit, Hope For Tomorrow Foundation to innovate 148 yr old St Patrick School into a new operating model

  • 2018 Increased enrollment by 77%

 


Jess Caron

Jess Caron, Lean Green Belt

Continuous Improvement Specialist 
Elliot Health System

Session Title: Adaptive Persistence: Learning Your Way to Excellence  - 10:30 - 12:00 - Granite State Room

Session Description:  The EHS Lean Transformation Journey from a project-based approach to a sustainable Lean Management System that develops people and fosters a culture of continuous improvement.   

Session Objectives:  Participants will understand the:

   Benefits of using A3 thinking to develop an improvement strategy unique to their organization
   Importance of considering all four components (tools and practices, philosophy, management, people development) of the Toyota Production System when applying lean to non-profit organizations
   Challenges of transitioning from an expert-based project approach to one that applies lean methods based on situational needs.

Jessica Caron, M.Ed. is a continuous improvement specialist with The Center for Clinical Excellence for the Elliot Health System in Manchester, NH.  Before making a recent transition to healthcare, Jessica was introduced to applying Lean methodology in the human services field across New Hampshire with The Moore Center and David A. Jenkins & Associates.  She has experience facilitating teams in the use of lean tools to implement training, utilize value stream mapping to review current state and future state opportunities through root cause analysis, process waste identification, implementation planning, and project monitoring.  Projects have included addressing intake and service delivery across the DD and ABD waivered adult and transition processes, billing and collections, as well as facilitating a state-wide collaborative initiative to address the prior authorization process between Area Agencies and the Bureau of Developmental Services.  Jessica received her lean green belt certification with the Bureau of Education and Training in New Hampshire.


Tess Diver

Tess Diver

Assistant Director of Student Experience and Special Programs
Southern New Hampshire University

Session Title: Lean thinking for a VUCA (volatile, uncertain, complex, ambiguous) world - 2:30 - 3:30 - MUB 156 and Co-Present 10:30 - 12:00 - MUB 156 - Lean vs. Agile

Session Description:  Lean Thinking is a set of concepts, principles and (some call tools) used to create and deliver the most value from the customer’s (student’s) perspective while consuming the fewest resources, and by engaging people in continuous problem-solving.

VUCA (volatile, uncertain, complex, ambiguous) is a concept that is gaining new relevance to characterize the current environment and leadership required to navigate it successfully. In this session we will explore the principles and tools of lean methodology and how they can be used to improve personal performance and drive continuous improvement, creating the capacity to meet the challenges of a VUCA world. This session includes an introduction to lean concepts and tools, mental models, and how to get started at your organization.

Tess Diver - At College for America at Southern New Hampshire University (SNHU) Tess used the PDCA learning cycle to present and engage others in proposed improvements and changes as experiments; Created effective business cases for lean projects or initiatives through the use of the PDCA story & A3 proposal format; introduced and implemented the tools and practices of visual management and value-stream mapping.

Before joining SNHU she worked under Jim Womack at the Lean Enterprise Institute, in Cambridge MA, where Tess led the successful execution of learning events and enterprise learning focused on lean principles and management. 

 


Darlene Dumont

Darlene Dumont, DBA, Lean Six Sigma Black Belt, MS – Quality Systems Management; MS – Management Information Systems

Public Service Program Director
Lean Enterprise Institute (LEI)

Session Title: Panelist - 1:00 - 2:00 - Granite State Room

Dr. Darlene Dumont is currently the Public Service Program Director at LEI. She brings with her over 29 years of diverse business experience with demonstrated results in Lean transformations, executive coaching, systems-thinking, scientific problem-solving, strategy deployment, curriculum design for universities and organizations, project management, and organizational design. She has worked in a variety of industries to include government, healthcare, aerospace, nuclear, insurance, academia, and the Dept. of Defense. She is a retired military officer of the Air Force/Air National Guard and is the President and CEO of a Veteran-Owned, Woman-Owned Small Business known as, “A Better Culture (ABC)”, and specializes in Lean transformational services.

 

Darlene began her Lean journey while working in the aerospace industry in 2000 and has since applied that knowledge to hundreds of processes in several industries and organizations. In 2012, she completed her Doctorate of Business Administration (DBA) while working in healthcare. Her action-research combined a variety of models and concepts to complement lean thinking and practice.  The approach empowered and engaged multi-disciplinary staff throughout the entire hospital and resulted in a 40% reduction in patient falls in 16 months. She is currently working with a variety of federal and state agencies to help spread lean thinking and practice and create a problem-solving culture.  


Suzy Easterling-Wood

Suzy Easterling-Wood, Lean Green Belt, MHSA

Director, Utilization Management
NH Department of Health and Human Services- New Hampshire Hospital

Session Title: Establishing Foundation for Project Success: Lean Green Belt Experiences- 10:30 - 12:00 - MUB 338

Session Description:  Session will demonstrate how establishing a project charter prior to the LEAN event and early management of group dynamics can impact project success.

Suzy Easterling-Wood just began her 10th consecutive year with the DHHS. During the last several years Suzy has facilitated and participated in multiple CQI projects. The UM Department strives to continuously improve the quality of services provided to the patients at NHH. Once introduced to the Lean culture, Suzy quickly integrated Lean concepts and processes into the UM department at NHH and encouraged her entire team to follow suit.   The UM team are all Yellow belt certified with some moving on to Green Belt.

Suzy is a strong advocate for bridging the gap between leadership and frontline staff to encourage realistic, sustainable change that allows for all levels of the organization to stand behind the workflow process with integrity and commitment. Suzy’s undergraduate degree in Psychology and Masters in Human Services Administration lend well to highlighting the human element of the Lean Process and the need to unify team members.


Alastair Howie

Alisha Feightner

Director, Center for Clinical Excellence
Elliot Health System

Session Title: Adaptive Persistence: Learning Your Way to Excellence  - 10:30 - 12:00 - Granite State Room

Session Description:  The EHS Lean Transformation Journey from a project-based approach to a sustainable Lean Management System that develops people and fosters a culture of continuous improvement.   

Session Objectives:  Participants will understand the:

   Benefits of using A3 thinking to develop an improvement strategy unique to their organization
   Importance of considering all four components (tools and practices, philosophy, management, people development) of the Toyota Production System when applying lean to non-profit      organizations
   Challenges of transitioning from an expert-based project approach to one that applies lean methods based on situational needs.

Alisha Feightner - With a background in public health, evidence-based practice research, quality improvement, and outcomes information management, Alisha leads a multi-disciplinary team of continuous improvement specialists, data analysts, program managers, and accreditation specialists to provide a diverse range of support services to the Elliot Health system including leading and facilitating hoshin planning, coaching A3 thinking, teaching lean tools and philosophy, lean leadership development, and deploying lean management systems. 


LarryGagnon

Larry Gagnon, Lean Green Belt, Project Management Professional (PMP) 

Director of IT Project Management
University System of New Hampshire

Session Title: Lean and Project Management:  The Same or Different? - 2:30 - 3:30 - MUB 338

Session Description:  Learn from a seasoned project manager on the relationship between Lean and Project Management.

Participants will:

    Gain awareness of how and when to apply Lean within Project Management

    Be able to relate their experiences to lessons learned and apply going forward

Larry Gagnon is a seasoned project manager and a Lean Green Belt.  Undertaking and delivering enterprise-level technology solutions e.g. ERP, EPM, eProcurement that engaged cross-functional departments while applying and benefiting from process improvements within the final results.

 


Doug Henderson

Doug Henderson, Six Sigma Green Belt, Agile Coach,  MBA University of New Hampshire

Director of IT Consulting
Blueline Associates

Session Title: Accelerating customer value creation with Lean and Agile Methodologies - 10:30 - 12:00 - MUB 156

Session Description:  How lean and agile's complimentary nature, used together, can completely transform organizations across people, customers, process and technology. 

Doug Henderson has been providing operations effectiveness, agile consulting and software design services for over 30 years.  Doug develops solid client relationships by providing solutions that solve problems, increase efficiencies and meet pressing business needs. His strong background in general management, information technology, agile process improvement and software development, product and portfolio management, sales, marketing and engineering has lead to an impressive array of clients including; Hill Holliday, Fidelity Investments, Cigna, Nike Bauer, GE, Ecco Shoes, Kodak, Liberty Mutual, Gardener’s Supply, RiverStone, Accor Hotels, UNH, and the U.S. Special Operations Command, and CFPB.

Prior to joining BlueLine Associates, Doug founded FrostHub Software and Consulting. Doug also led the design and development operations at PixelMEDIA and The Atom Group, designed electro-optical products for L-3 Communications and consulted for Amadeus Software.  He is a graduate of GE’s Corporate Manufacturing Management Program and has trained at the Luma Institute in methods of human-centered design. Doug is an adjunct faculty lecturer at University of New Hampshire Paul School of Business & Economics. 


Alastair Howie

Alastair Howie

Senior Continuous Improvement Specialist
Elliot Health System

Session Title: Adaptive Persistence: Learning Your Way to Excellence  - 10:30 - 12:00 - Granite State Room

Session Description:  The EHS Lean Transformation Journey from a project-based approach to a sustainable Lean Management System that develops people and fosters a culture of continuous improvement.   

 

Session Objectives:  Participants will understand the:

   Benefits of using A3 thinking to develop an improvement strategy unique to their organization
   Importance of considering all four components (tools and practices, philosophy, management, people development) of the Toyota Production System when applying lean to non-profit organizations
   Challenges of transitioning from an expert-based project approach to one that applies lean methods based on situational needs.

Alastair Howie - As a Senior Continuous Improvement Specialist at Elliot Health System in Manchester, NH since early 2015, Alastair supports the development and deployment of EHS's continuous improvement strategy through lean thinking. He and his colleagues are responsible for the roll-out of the Elliot Management System which include tools, methods, and practices that build unit-level improvement capability and foster a culture of continuous improvement.

He provides support to leaders on strategy deployment using Hoshin Planning, coaches colleagues throughout the health system to become better problem solvers, and serves as an instructor for EHS’s Lean Management System and Leadership for Continuous Improvement training

Alastair holds a MA in Management from the University of St. Andrews in Scotland. Prior to the Elliot, he worked at South Shore Health System in Weymouth, MA as a Lean Advisor and at NHS Lothian in Scotland with their lean office.

 


Peter Hughes

Peter Hughes

President and Chief Executive Officer
High-Performance Leadership, LTD

Session Title: Lean, Leadership, Teams and Culture - The Softside of Organizational Change  - 2:30 - 3:30 - Granite State Room

Session Description:  This session will explore the leadership concepts and behaviors necessary to drive positive change and create a state of operational excellence.

Peter Hughes is President and Chief Executive Officer of High-Performance Leadership, LTD.  He is the founder of the OD Think Tank, Global Leadership Institute and HPL University.  These organizations provide management education and organizational development consulting services with a focus on creating outstanding leadership and team behaviors within organizations.  Peter specializes in developing transformational leadership, high performing teams, and operational excellence.

Peter has consulted with a broad base of companies, industries, and institutions such as; academic, pharmaceutical, medical devices, computer, software development, internet, web design, retail, banking, traditional manufacturing, independent distribution, hospitality, and government operations both in the United States, Europe, South America, and Asia.  He has designed and implemented organizational development interventions for these organizations that focused on areas such as; leadership development, team building, process re-engineering, new product development, customer satisfaction, total quality, management education, service delivery excellence, and executive coaching.

For past 15 years, Peter has been a senior faculty member at Cambridge College teaching graduate-level courses and seminars in leadership, operation management, and organizational development.  He also is a part-time faculty member at the Peter T. Paul College of Business and Economics where he teaches organizational behavior.  


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Justin Kenney, Lean Black Belt 

Performance and Budget Analyst
Vermont Agency of Administration (AOA)

Session Title: Continuous Improvement 2.0: Reimagining PDSA - 10:30 - 12:00 - MUB 334/336

Session Description:  Presenters from the State of Vermont explain their unique approach to continuous improvement and challenge past practices in government and beyond.  By the end of this session, participants should: Understand the basic elements of PDSA and how they can be applied to performance and process improvements critically reflect upon their own experiences with PDSA and develop hypotheses on how to improve deployment given their specific situation and environment.

Justin Kenney is a Performance and Budget Analyst at the Vermont Agency of Administration (AOA) who plays a key role in coordinating continuous improvement efforts state-wide.  Justin’s first exposure to Lean was in 2009 at a workshop on Toyota A3 problem-solving.  Justin has continued to expand his Lean learning ever since, diligently working to put principles into practice daily.   Justin’s keen ability to synthesize information and use systems thinking to solve problems served him well in his former role as Lean Coordinator at the Vermont Department of Environmental Conservation (VTDEC), where he helped facilitate, support, and shepherd over 40 improvement projects of varying sizes.  In January 2017 Justin assisted in the development of the state-wide Program to Improve Vermont Outcomes Together (PIVOT) and in March 2018 was hired into his current role.  As part of this effort, Justin is helping to develop a replicable model of continuous improvement across state government that links strategic planning, Results-Based Accountability, and Lean.  

 


Thomas Lencki

Thomas J. Lencki Jr., Lean Black Belt 

Sergeant
New Hampshire State Police

Session Title: Lean Engagement in State Government; Two Different Approaches and One Common Goal - 2:30 - 3:30 - MUB 334/336

Session Description:  This presentation will provide a historical overview from the “Tale of Two New Hampshire State Agencies”; NH Department of Health and Human Services (DHHS) and Department of Safety (DOS) with their varying approaches and strategic innovations for Lean application in state government. DHHS and DOS have led the way for Lean program development statewide in terms of engagement, advancement with program change outcomes, and integrating process improvement into everyday work application.   The philosophy of engaging with people at every level in the organization is pivotal for change management. The model of “meeting them where they are at” has contributed too much of the successes that Lean has at both agencies have enjoyed. DHHS has worked to integrate staff both in pre and post-training so there is an encased support system for Lean skill attainment across the learning continuum. DOS has built their facilitator bench and advanced their culture at the Division of NH State Police extensively.   This session will offer sharing of the stories, project examples, culture advancement approach considerations, and integration of lessons learned. 

Thomas J. Lencki, Jr. has been employed with the NH State Police for over 19 years. Tom has been working on creating a positive Lean culture in the State Police and has developed a staff engagement plan for all State Police employees with the Lean White Belt Course.

Tom is passionate about Lean and what it brings to the workplace. He believes building teams are critical for a successful project outcome. He believes Lean is a way of life and it is not something you do once and forget about it. Tom enjoys facilitation of Lean events, teambuilding activities, thinking outside the box and learning new things as he meets and works with people throughout the state. Tom’s common sense approach and Lean methodology application are used out on the NH roadways to help keep citizens and visitors in NH safe. 



Doug Henderson

Virgil Magee, Lean Six Sigma Black Belt, Lean Bronze Certified Facilitator, MBA Rutgers Business School

Director of Consulting
Blueline Associates
 

Session Title: Accelerating customer value creation with Lean and Agile Methodologies - 10:30 - 12:00 - MUB 156

Session Description:  How lean and agile's complimentary nature, used together, can completely transform organizations across people, customers, process and technology. 

Virgil Magee is a BlueLine Consultant Director who specializes in business process improvement, project management, data analytics, and the lean management system. An accomplished Lean Six Sigma Black Belt, Virgil has provided client support implementing organizational structure, reassessing strategic direction, identifying automation opportunities, and recommending technology solutions.

Prior to joining BlueLine, Virgil was the Director of Process Excellence at UBS and led a team of 11 change leads and agents in the deployment of Lean Six Sigma (five lens) transformations across Group Operations Americas. Prior to UBS, Virgil worked for Liberty Mutual Insurance within personal insurance claims, as a manager of the lean coach program. While at Liberty Mutual, Virgil received a Platinum Award for his effective work in the development and implementation of the continuous improvement methodology and framework which is still in use today.


AmyMaltagliati

Amy Maltagliati, M.S., Lean Black Belt

Associate Director of Academic Advising; Adjunct Faculty
Granite State College

Session Title: Adopting Lean Management within the Academic Environment - 2:30 - 3:30 - MUB 330/332

Session Description:  We will share the journey of a local college completed as it transformed the admissions processes into a lean operation, setting a model for the college.  

The Sessions Objectives include demonstrate implementing lean practices within higher education is possible, share how the organizational change created by the implementation was addressed and describe the role project management played in keeping the focus on the future.

Amy Maltagliati has worked in higher education for almost ten years in many different positions, but also has a background in pediatric healthcare and college athletic administration. Most recently, she’s served in advising, admissions, recruiting and CRM specialist positions. She enjoys working in a lean environment and on lean projects because she thinks it forces us to stop and think about current and future processes and how we can enhance what we do. Working on the student services side of a college, she finds that it’s not always about cutting costs, but it’s also about improving the student experience. She believes one of the most exciting, but challenging, parts is quantifying these experiences in a way that alls us to continually improve what we provide students.  



Patrick McGowen

Patrick McGowan, Lean Green Belt, Certified Professional in Healthcare Quality (CPHQ)

Administrator NH Medicaid Quality Program
NH Department of Health and Human Services

Session Title: Establishing Foundation for Project Success: Lean Green Belt Experiences- 10:30 - 12:00 - MUB 338

Session Description:  Session will demonstrate how establishing a project charter prior to the LEAN event and early management of group dynamics can impact project success.

Patrick McGowan has managed the NH Medicaid Quality Program Medicaid Quality Program since 2015.

The program supports the Department of Health and Human Services in improving the health and well-being of over 160,000 NH Medicaid beneficiaries through data-driven oversight and development of policy and programs while leading quality assurance and improvement activities. Program activities include quality report cards to educate members in making health care decisions, contract compliance audits, and healthcare performance improvement projects. Patrick has a Master’s of Science in Organization Leadership from Springfield College and is currently in the 2019 Class of Leadership, New Hampshire. 


Jay Michaud

Jay Michaud

Continuous Improvement Specialist 
Elliot Health System

Session Title: Adaptive Persistence: Learning Your Way to Excellence  - 10:30 - 12:00 - Granite State Room

Session Description:  The EHS Lean Transformation Journey from a project-based approach to a sustainable Lean Management System that develops people and fosters a culture of continuous improvement.   

 

Session Objectives:  Participants will understand the:

   Benefits of using A3 thinking to develop an improvement strategy unique to their organization
   Importance of considering all four components (tools and practices, philosophy, management, people development) of the Toyota Production System when applying lean to non-profit organizations
   Challenges of transitioning from an expert-based project approach to one that applies lean methods based on situational needs.

Jay Michaud started his career as an Occupational Therapist and had the opportunity to learn about and apply lean methodology as a clinician. He then graduated with a Masters in Health Administration and while in a manager role was able to significantly grow as a lean leader in the application of both the technical and social aspects of lean. More recently he has transitioned to working as a continuous improvement specialist supporting teams in project-based work, but more prominently in helping groups implement a lean management system in their departments, units, or practices. 

 


Kurt Mithoefer

Kurt Mithoefer, Lean Six Sigma – GB; Project Management Professional (PMP); CSM

Senior Director, Project Management & Strategic Initiatives
Southern New Hampshire University

Session Title: Lean and Agile:  What’s the deal?- 10:30 - 12:00 - MUB 156

Session Description:  Agile and Lean are wildly popularized for helping teams deliver faster and more sustainably, but most teams practicing Lean and Agile don’t have a clear understanding of the differences or similarities between the two methodologies. The terms are often used synonymously to describe a particular set of practices. Are you Lean? Are you Agile? Can you be both?  Are they at odds?

Lean is sometimes miscategorized as another agile method. Rather, agile and lean together guide our mindset as we seek to work in new ways to bring better results.  In this session, we will explore the important connection between Lean and Agile practices and how Southern New Hampshire University is using these complimentary methodologies in tandem to achieve success. 

Kurt Mithoefer has a demonstrated track record of implementing Project Management and Lean thinking methodologies as well as executing large strategic projects. Kurt oversees the Project Management Office and the Continuous/Process Improvement Office at Southern New Hampshire University (SNHU) - College of Online and Continuing Education (COCE).

With over seven years of professional experience in Project Management and Lean Six Sigma, Kurt has been a driver for process and continuous improvement within his last 2 companies.  While at Emerson Ecologics, Kurt implemented the first project management office (PMO).  He managed over 50+ projects spanning IT infrastructure, process improvement projects, system automation projects as well as he successfully managed a multi-million dollar distribution warehouse construction project which implemented/leveraged lean process thinking and analysis within warehouse operations. 

During his time at SNHU, Kurt was instrumental in driving the development and establishment of the Project Management Office (PMO) within SNHU (COCE) Academics.  As a change agent, Kurt also introduced lean process thinking and agile methodology and established the first comprehensive SOP repository across SNHU (COCE) Academics.

Kurt Received his Bachelor of Science in Communications from Arizona State University and also received his Masters of Science in Operations & Project Management from SNHU.


Steve Musica

Steve Musica, Lean Six Sigma Black Belt

Founder and President of Lean East
Lean East

Session Title: Panelist - 1:00 - 2:00 - Granite State Room

Steven A. Musica is a Founder and the President of Lean East. He consults on improvement efforts that improve customer value while reducing costs. Steve has previous management and operational experience as President, CEO, COO, and VP, Operations for medical and technology companies and led successful Lean transformations for both medical device and manufacturing companies before founding Lean East in 2010. Steve learned Lean with some of the best in the world and now uses his knowledge and experience to help others transform their organizations.

Steve has over sixteen years of experience training operational best practices and instituting continuous improvement cultures that increase customer satisfaction and profitability and is certified by Dartmouth College as a Lean Six Sigma Black Belt. He earned a Bachelor of Science degree in Mechanical Engineering from the University of Maine with high distinction and high honors and a Masters in Engineering Management (MEM) degree from Dartmouth College.

Lean East facilitates transformations in government, healthcare and service organizations to improve outcomes while reducing costs. Our team learned continuous improvement methods from some of the best organizations in the world and have led multiple successful transformations. Learn more at www.LeanEast.com.


Duncan Phillips

Ducan Phillips, Six Sigma Black Belt, Advance Lean Certified - Virginia Mason

Senior Continuous Improvement Specialist 
Elliot Health System

Session Title: Adaptive Persistence: Learning Your Way to Excellence  - 10:30 - 12:00 - Granite State Room

Session Description:  The EHS Lean Transformation Journey from a project-based approach to a sustainable Lean Management System that develops people and fosters a culture of continuous improvement.   

Session Objectives:  Participants will understand the:

   Benefits of using A3 thinking to develop an improvement strategy unique to their organization
   Importance of considering all four components (tools and practices, philosophy, management, people development) of the Toyota Production System when applying lean to non-profit organizations
   Challenges of transitioning from an expert-based project approach to one that applies lean methods based on situational needs.

Duncan Phillips is a Lean Six Sigma Black Belt with seventeen years of experience in process improvement in healthcare and biopharmaceutical manufacturing.   Currently, Duncan is a Senior Process Improvement Specialist at the Elliot Health Systems in Manchester, NH where he is engaged in the front-line implementation of a lean management system for the largest provider for health care in southern New Hampshire. Duncan is a certified lean six sigma instructor who has trained physicians, nurses and other clinical staff in process improvement techniques both in and out of the United States.  Duncan has co-author articles on using process improvement to reduce hospital-acquired Clostridium difficile Infection rates. Duncan holds a Masters of Business Administration from the University of Southern New Hampshire.


Thomas Pristow

Thomas D. Pristow, MSW, ACSW

Deputy Commissioner
NH Department of Health and Human Services

Session Title: Panelist - 1:00 - 2:00 - Granite State Room

Thomas D. Pristow is a true leader in Health and Human Services agency administrations. He has held various director positions in Ohio, Nebraska, Vermont, and Virginia.

Currently, in NH, he oversees six operational divisions, four 24/7 facilities, and 13 administrative shared divisions. His expansive knowledge of state government and leadership experience has helped to provide a plan and a path for transformation. He provides direction resulting in changes to achieve healthy, measurable outcomes in public policy and workforce development.  He motivates and inspires staff and aligns resources to influence the creation of teams and coalitions. Since being at DHHS, Thomas has introduced Results Based Accountability and is leading efforts towards redesigning performance indicators for contracts, finance, and programs. Process improvement is pivotal in change management before, during, and after organizational transformations. 

He has a Master of Social Work from the University of Maryland at Baltimore and a Bachelor of Arts from the University of Maryland Baltimore County.

Thomas has completed Senior Policy Executive Leadership Training through Duke University, Strategic Leadership for State Policy Executives, the University of Vermont, Snelling Center for Government, Vermont Leadership Institute, and the University of Virginia, Weldon Cooper Center for Public Service, LEAD (Leading, Educating, & Developing)


Dru Roessle

Dru Roessle, Certified trainer in Results Based Accountability (RBA)

Director of Performance Improvement
Vermont Agency of Human Services

Session Title: Continuous Improvement 2.0: Reimagining PDSA - 10:30 - 12:00 - MUB 334/336

Session Description:  Presenters from the State of Vermont explain their unique approach to continuous improvement and challenge past practices in government and beyond.  By the end of this session, participants should: Understand the basic elements of PDSA and how they can be applied to performance and process improvements critically reflect upon their own experiences with PDSA and develop hypotheses on how to improve deployment given their specific situation and environment.

Dru Roessle is the Director of Performance Improvement at the Agency of Human Services in the State of Vermont. She has worked with Results-Based Accountability for five years to embed a culture of outcomes-oriented accountability across six health and human services departments.  Dru is a certified trainer in RBA, manages a multi-site Clear Impact Scorecard for performance management, and works with state and community partners to drive a culture of shared accountability practices in Vermont.  In January 2017 Dru was assigned to help develop Governor Phil Scott’s state-wide Program to Improve Vermont Outcomes Together (PIVOT). Prior to her work with the Agency of Human Services, she joined Vermont Governor Peter Shumlin’s Office in 2011 to manage constituent service and referral systems, and strengthen legislative tracking and communication for the administration and cabinet.


Meagan Smart

Meagan Smart, Graduate Certificate in Six Sigma/Quality

Continuous Improvement Specialist 
Elliot Health System

Session Title: Adaptive Persistence: Learning Your Way to Excellence  - 10:30 - 12:00 - Granite State Room

Session Description:  The EHS Lean Transformation Journey from a project-based approach to a sustainable Lean Management System that develops people and fosters a culture of continuous improvement.   

Session Objectives:  Participants will understand the:

   Benefits of using A3 thinking to develop an improvement strategy unique to their organization
   Importance of considering all four components (tools and practices, philosophy, management, people development) of the Toyota Production System when applying lean to non-profit organizations
   Challenges of transitioning from an expert-based project approach to one that applies lean methods based on situational needs.

Meagan Smart, a former UNH graduate with a BS in Mathematics, is a Continuous Improvement Specialist for the Elliot Health System with over 10 years of experience working in the Healthcare Industry. With a MS in Operations and Project Management and a Graduate Certificate in Six Sigma, Meagan has a diverse background that includes managing cross-functional process improvement projects as well as application development projects following the Software Development Lifecycle.   In her current role, Meagan coaches frontline teams and area leaders implementing a lean management system and deploying various continuous improvement methods.


 

StanWaddell

Stan Waddell, Project Management Professional (PMP) and Certified Information Systems Security Professional (CISSP)

Associate Vice President and Chief Information Officer 
University of New Hampshire

Session Title: Panelist - 1:00 - 2:00 - Granite State Room

Stan Waddell, a senior information technology specialist, joined the University of New Hampshire in May of 2015 as Associate Vice President and Chief Information Officer. In this role, Dr. Waddell oversees the university’s central IT organization, with a focus on ensuring that UNH IT continues to be positioned to meet the rapidly growing challenges and changes facing the university and higher education.  Waddell also works closely with the other University System of New Hampshire CIOs to identify ways of sharing IT services across campuses to provide cost-effective service excellence.

Prior to joining UNH, Waddell worked at the University of North Carolina at Chapel Hill as the Assistant Vice Chancellor for the Infrastructure/Operations and Communications Technology divisions with the Information Technology Services department at University of North Carolina at Chapel Hill. He was also the Chief Technology Officer for that University. During his time in this role, he was responsible for major wireless network coverage expansions, Enterprise resource planning infrastructure deployment, development and implementation of technology refresh programs for information technology infrastructure, and numerous efficiency improvement efforts.

Prior to his appointment at UNC-Chapel Hill, he served as chief information security officer for the University of Texas Southwestern Medical Center in Dallas, Texas where he coordinated all information security-related activities for the Medical Center, the University and its two hospitals, Zale and St. Paul University.

Waddell had held both the Project Management Professional (PMP) and Certified Information Systems Security Professional (CISSP) credentials. Waddell also holds a graduate certificate in information assurance from Nova Southeastern University a designated National Center of Academic Excellence in information assurance. In addition, he obtained a Bachelor of Science in Electrical Engineering from Old Dominion University, a Master of Science in Management and Administration Sciences from the University of Texas at Dallas, and a Doctorate in Information Systems from Nova Southeastern University.

Waddell is considered a subject matter expert in regards to information technology. He has presented his thoughts on technology and leadership related subjects at various local, state, and national venues. He has presented at national and regional EDUCAUSE meetings, as well as, at various professional development seminars hosted by higher education institutions and professional organizations. He has had articles published in an EDUCAUSE Research Bulletin, the Infrastructure InsITe magazine, and The Journal of Investigative Medicine. This is in addition to his completed dissertation: “A Study of the Effect of Information Security Policies on Information Security Breaches in Higher Education Institutions.”

Waddell is a member of the State of New Hampshire IT Council, the New Hampshire School Connectivity Initiative Leadership Team, the University of New Hampshire Information Technology Executive Council, and an ACM SIGUCS Mentor. Waddell is also a member of the NERCOMP Board of Directors.

 


Colonel Wagner

Colonel Christopher J. Wagner, Lean Black Belt

Director of the New Hampshire State Police 
New Hampshire State Police

Session Title: Panelist - 1:00 - 2:00 - Granite State Room

Christopher J. Wagner was appointed to serve as the Director of the New Hampshire State Police on October 5, 2016.  

With the rank of Colonel, he oversees the enforcement of criminal, motor vehicle, and other public safety laws such as the issuance of nonresident pistol permits and the regulation of detective agencies and security services as governed by law.  The State Police is a multi-faceted organization made up of over 300 sworn and 200 civilian division members who maintain responsibility for many areas of enforcement, including Marine Patrol and State Hospital security.  In addition, Colonel Wagner is responsible for the State Police Forensic Lab, which provides all laboratory services for over 220 law enforcement agencies statewide.

Prior to his appointment, Colonel Wagner was the Support Services Bureau Commander responsible for overseeing and coordinating the support structure and logistical needs of the various units of the division to include the statewide communications dispatch center, radio communications, training and recruitment, criminal records, permits and licensing and the criminal offender registry.  He was also responsible for vehicle fleet management and division equipment.  He previously served as Field Area Commander, as well as the Troop Commander and Assistant Troop Commander for Troop B in Bedford.  Colonel Wagner began his career in law enforcement with the Rockingham County Sheriff's Office at the Manchester-Boston Regional Airport upon graduating from the New Hampshire Police Standards and Training Council Police Academy in 1995.

Colonel Wagner received his undergraduate degree in criminal justice from the University of Massachusetts Lowell graduating, Summa Cum Laude.  He has a Black Belt certification in LEAN Process which facilitates process improvement with the Department of Safety and is also a 2014 graduate of the FBI National Academy. 


Delitha Watts

Delitha Watts, Lean Six Sigma Black Belt, Six Sigma Lean Black Belt in Healthcare

Practice Transformation Facilitator
University of New Hampshire – Institute for Health Policy and Practice  (IHPP)

Session Title: Utilizing Lean Principles for Improving Pediatric Care - 10:30 - 12:00 - MUB 334/336

Session Description:  This interactive presentation will demonstrate how using a Lean approach during a pediatric well-child visit can help clinics identify waste and improve efficiencies. Participants will learn practical strategies and be provided with simple tools that can be used in addressing time constraints in the healthcare setting.

Delitha Watts has over 20 years of healthcare operations and management experience in primary care as well as multispecialty practices.

 

 

 

 


KarenRJWhite

Karen RJ White, Project Management Professional (PMP), PMI Fellow

Program Director/Lecturer
Granite State College

Session Title: Adopting Lean Management within the Academic Environment - 2:30 - 3:30 - MUB 330/332

Session Description:  We will share the journey of a local college completed as it transformed the admissions processes into a lean operation, setting a model for the college. 

The Sessions Objectives include demonstrate implementing lean practices within higher education is possible, share how the organizational change created by the implementation was addressed and describe the role project management played in keeping the focus on the future.

Karen White has over 25 years as a hands-on project manager and project management consultant. I have worked with organizations ranging from small non-profits to Fortune 500 companies, across industries – large pharmaceuticals, global manufacturers, insurance corporations, colleges, hospital trusts, and local social service agencies – and across departments as diverse as research, marketing, IT, product development, and case management. These entities all wanted assistance and guidance as they learned about the value of project management and undertook the adoption of project management practices and processes, including lean concepts and agility.

I was awarded PMI’s Fellow Award in recognition of my continuous contributions to the project management profession.  I served on the Institute’s global board, chaired the PMI Educational Foundation, actively participated in the development of the Institute’s international Code of Ethics and Professional Conduct, and served multiple terms as chair of its Ethics Review Board, adjudicating allegations of misconduct and ethical breaches. 


 

Registration for the 2018 Lean Summit is now open

Please click on the registration link to begin your registration.   Space is limited so register early to ensure your attendance at the Lean Summit.

First-time users will be asked to create an account but please remember the username and password you create so that you can go in at a later date.  Once you have registered you can go back in as a returning user.

During your registration, you will be asked to select a morning breakout session and an afternoon breakout session.  Sessions are limited by room capacity so be sure to sign up early to ensure access into your selected session.  Please note if you select the Mr. Potato Head session it is a 2 part session so you will be attending morning and afternoon. 

We look forward to your participation.

 

USNH employees / State of New Hampshire Employees and affiliated non-profits:

We are excited that you will be joining this event. 

What’s included with your registration:

  • Access to full-day Lean Summit including breakout sessions and panel discussion
  • Option to purchase lunch at a reduced rate at the Holloway Commons adjacent to the Lean Summit location; however; you may bring your lunch or purchase other food
  • FREE Parking next to the Memorial Union Building - UNH employees are required to park in designated UNH Faculty/Staff parking 
  • Networking with Lean Practitioners
  • Morning and afternoon snacks and beverages

During your registration you will have the option to purchase lunch at a reduced rate; however; this is an option and not required.  You can bring lunch or purchase food on campus at the regular price.  

USNH employees if you have any questions please contact dagmar.vlahos@unh.edu

State of New Hampshire Employees and affiliated non-profits please contact Heather.Barto@dhhs.nh.gov

 

General Admission:

We are glad that you will be joining this event. 

What’s included in the registration fee:

  • Access to full-day Lean Summit including breakout sessions and panel discussion
  • FREE Lunch at the Holloway Commons adjacent to the Lean Summit location
  • FREE Parking next to the Memorial Union Building
  • Networking with Lean Practitioners
  • Morning and afternoon snacks and beverages

When registering please ensure that you review the cancellation refund policy prior to finalizing your registration. 

If you have any questions at all please direct them to dagmar.vlahos@unh.edu 

 

 

 

 

Getting Here:

 

Parking:

Campus Crossing Visitor Lot Mill Road across from the Durham Market Place plaza (set GPS for 8 Mill Road)

Lean Participants need to go to the machine and hit the Coupon Button then put in the code (code will be emailed to registered participants the week of the event to the email provided in the registration system) and then hit enter,  then the machine will verify the code, once the code is verified they will then hit the Green button and their permit will print out and they need to display it face-up on their dash.  

Please do not park in any other lot or space unless you pay to park but know that your registration ensures a FREE parking spot in the Campus Crossing Visitor Lot.

UNH faculty/staff are expected to park in a designed Faculty/Staff parking lot and not on the Campus Crossing Visitor Lot.

A few Lean Summit Volunteers will be in the lot between 7:45 am - 8:45 to answer any questions you may have.  

 

Food: 

 

 

 

 

At-a-glance

Event Information:

Friday, October 26, 2018

UNH Durham Campus

Check-In begins at 8:00 am

REGISTER

Registration is now open

Please register early as space is limited.  You must register to attend.

Questions for USNH employees and General Admission please contact Dagmar Vlahos at dagmar.vlahos@unh.edu 

Questions for State of New Hampshire or State of New Hampshire affiliated non-profits please contact Heather Barto at Heather.Barto@dhhs.nh.gov

 

Agenda

8:00 - 9:00 

Event Check-In

Memorial Union Building (MUB)

9:00 - 9:15 

Welcome

Granite State Room

Stan Waddell, Project Management Professional (PMP) and Certified Information Systems Security Professional (CISSP)

Associate Vice President and Chief Information Officer, University of New Hampshire

President Dean

University of New Hampshire

Colonel Christopher J. Wagner, Lean Black Belt

Director of the New Hampshire State Police  New Hampshire State Police

9:15 - 10:00

Keynote

Granite State Room

James Broom - The Power of One 

President, Hope for Tomorrow Foundation

10:00 - 10:30

Break/Networking

Granite State Room

10:30 - 12:00

Breakout Session 1

MUB - Meeting & Event Rooms

12:00 - 1:00

Lunch

1:00 - 2:00

Panel Discussion

Granite State Room

Paul DeMello - Moderator

IT Chief of Staff, Director IT Project Management Office, University of New Hampshire

Panelist: 

James Broom

President, Hope for Tomorrow Foundation

Darlene Dumont, DBA, Lean Six Sigma Black Belt, MS – Quality Systems Management; MS – Management Information Systems

Public Service Program Director, Lean Enterprise Institute (LEI)

Steve Musica, Lean Six Sigma Black Belt

Founder and President of Lean East, Lean East

Thomas D. Pristow, MSW, ACSW

Deputy Commissioner, NH Department of Health and Human Services

Stan Waddell, Project Management Professional (PMP) and Certified Information Systems Security Professional (CISSP)

Associate Vice President and Chief Information Officer, University of New Hampshire

Colonel Christopher J. Wagner, Lean Black Belt

Director of the New Hampshire State Police  New Hampshire State Police

2:00 - 2:30

Break/Networking

Granite State Room

2:30 - 3:30

Breakout Session 2

MUB - Meeting & Event Rooms

3:30 - 3:45

Transition

Travel back to Granite State Room

3:45 - 4:00

Final Words

Granite State Room

Dagmar Vlahos, Lean Black Belt, Six Sigma Black Belt

Senior Process Engineer, University of New Hampshire 

4:00 - 4:30

Network / Social

Granite State Room