Have you seen the IBM commercials with the superhero caricature named Innovation Man – the short, stocky guy with the big “I” on his chest?  In one commercial, he’s talking to an employee about what the “I” stands for (“ideation,” “innovation,” “incubation,” “invigoration,”) when she responds back “implementation?”.  That Dilbert-like commercial gets me to chuckle, because we all know how easy it is to declare slogans in business but how difficult it is to execute them.  Especially when it comes to innovation: why is it so tough to systematically implement creativity in most organizations?  And why is it so difficult to sustain a culture of innovation, especially as the economy begins to soften (during a time that innovation is most needed)?   

Innovation is one of those buzzwords that has gained incredible popularity in business these days.  Last May, a Boston Consulting Group survey revealed that 66% of executives named innovation as one of their top three corporate priorities (May 4, 2007, “The World’s Most Innovative Companies,” Business Week).  And probably for good reason: the top 10 most innovative companies in 2007 (companies like Apple, Toyota, 3M, Disney, and Sony) averaged about 10% annual revenue growth the last five years, and those same 10 companies averaged nearly 12% annual growth in stock over the same period (those numbers would be much higher if #2 Google had at least five years of existence).

So, innovation is hot because it drives results.  But here’s the paradox: it’s incredibly difficult to implement, especially as the economy begins to soften. 

Last month, Business Week published the results of an opnion survey conducted by McKinsey (Dec 19, 2007 “Innovation of the Year,” Business Week).  The survey of over 1400 executives provides some interesting insights: although 70% of the executives McKinsey surveyed named innovation as one of their top three priorities for driving growth (similar to the BSG study six months before), the survey reveals the inconsistent – and, at times, counterproductive – ways in which companies approach it.  For example, according to the survey, “although more than a third of top managers (SVP level and higher) say innovation is part of the leadership team’s agenda, an equal number say their companies govern innovation in an ad hoc way.”  Business Week’s interpretation is that there is no process to manage, or – presumably – to measure innovation efforts.  The bottom line: innovation drives growth and overall results, but isn’t as straightforward to implement as Lean, Six Sigma, or other corporate initiatives.  In essence, innovation is harder to do and harder to measure.

And sustaining innovation during times of recession makes the challenge even more daunting.  While 66% of the executives polled in the BCG study say it’s one of their top three priorities, only 23% say it’s THE top priority – and that’s down from 32% the year before.  Translation: during a time of tightening markets, companies may be moving onto other initiatives that focus more on efficiency and cost control.  That’s concerning, since innovation fuels long-term growth.

In this week’s Business Week, Bruce Nussbaum offers his “10 Worst Innovation Mistakes in a Recession” (January 13, 2008).  He seems to imply that organizations often take reactive, short-sighted responses in times of economic challenges.  While you can debate where or not we’re in a recession, his insights apply regardless of the state of the economy – and perhaps more so if we are indeed slowing.

I’ll offer a summary (the 10 are his; the commentary is mine):

1) Fire talent.  Obviously this is a short-term (and short-sighted) way to cut costs, but an organization’s innovative culture is based on the creative ideas of its workforce.  Don’t force those ideas out the door: not only do you lose them, but they may end up at your competition!

2) Cut back on technology.  An easy budgetary target during recessions is technology.  But technology is the basis for communication, for information and knowledge sharing, and in so many ways, for innovation.  Cutting technology now will exponentially delay your progress in innovation.

3) Reduce Risk.  I agree with Nussbaum here: recessions cause managers to get conservative, which is completely opposite of what is required to promote innovation.  Your organization should continue to take (calculated, thoughtful) chances and deal with (and learn from) potential failure.  Resist the instinct to become risk averse.

4) Stop New Product Development.  This is another common cost-saving target in recessions, but when the economy turns, organizations that have not invested in new product (or service) development will have less to offer the market to attact customers.  Look at Apple: during the last recession, Apple was developing iTunes and iPod, and when the market turned, they were ready for it. 

5) Boards Replace Growth-Oriented CEOs with Cost-Cutting CEOs.  I can think of no better way to contaminate – and in fact, ruin – an innovation culture than by putting in a hatchet-type CEO.  Once this cost-cutting CEO comes in and starts firing people (#1 above), guess what happens to employees’ willingness to take risks (#3) on behalf of the company? 

6) Companies Retreat From Globalization.  This one may not apply to all organizations, but if you do have a global presence, cutting back on your international markets is short-sighted.  It takes considerable time and money to establish these channels (with customers, distribution, and/or supply chain), which is completely wasted if you pull out in the short-term.  And ironcially, emerging markets are sources of new revenue, business models, and talent – the very hedge that might be helpful if the US market is soft.

7) CEOs Replace Innovation As Key Strategy.  It’s easy of the top leader to start using words (or worse: explicitly change strategy and priorities) that reduce the importance of innovation.  While a balance may be prudent, resist the temptation to lose focus on innovation.  Why?  You’ll find it difficult to get it back.  (See “Been There, Done That” in last month’s column: http://www.councilforquality.org/about_newsletter.cfm.)

8) Performance Metrics Are Changed.  Similar to #7, the metrics a leader uses is as important as the words and strategy/action.  If measures (including performance review and compensation systems) are shifted away from rewarding risk-taking and creativity in favor of cost-cutting and expense control, believe me: you’ll get the behavior.

9) Hierarchy Is Reinforced Over Collaboration.  As Nussbaum states, the need for fast decision-making during difficult markets often leads to a return to command-and-control management.  This is certainly counter-culture for innovation and creativity, and worse: it destroys the relationships and partnerships you have taken time to cultivate with your workforce, suppliers, and other partners.

10) Retreat Into Walled Castles.  Nussbaum mentions the temptation to cut back on consultants, but I’d expand that to include all types of investment in learning and improvement, including training and education, membership in associations, benchmarking activities, and so forth.  These are the ways organizations learn, adapt best practices, keep agile and responsive to the market and competition, and systematic refresh processes, operations, products and services.  These activities are more than an expense: they are an investment in innovation and improvement.

Innovation is extremely difficult to master in good times, and may be more so if the market continues to soften.  But innovation is critically important to individual organization’s success as well as to the overall economy.  So resist the paradox of trimming those processes and activities that enable and indeed sustain innovation during the time you may need them most.

As William Pollard, former Chairman and CEO of The ServiceMaster Company, once said: “Learning and innovation go hand in hand.  The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.”

To hear how other organizations are sustaining personal and/or corporate innovation, come to one of next month’s Performance Improvement Network discussions on February 13 in St. Paul or February 14 in Minneapolis; for more information, visit http://www.councilforquality.org/performance_current.cfm or see articles below).

For more information on how to build an innovation culture, visit http://www.councilforquality.org/about_newsletter.cfm and download the November 2006 newsletter “The Innovation Imperative.”

Yours in Improvement,

Brian S. Lassiter

President, Minnesota Council for Quality

www.councilforquality.org

Are you interested in learning more about what makes organizations successful?  Are you interested in helping other organizations -- such as schools, hospitals, non-profits, and businesses -- around the state improve their performance?  Would you be interested in networking, learning, and sharing with others who feel the same way?

The Minnesota Council for Quality is seeking candidates for the 2008 Minnesota Quality Award Board of Evaluators.  The first session of training in 2008 is February 26-28 in the Twin Cities (place TBD).

There are many benefits to becoming an Evaluator, such as:

• strengthening your understanding of what drives organizational excellence (the Baldrige Criteria for Performance Excellence represent a validated set of best practices for organizational excellence, and can be useful for improving any organization’s performance),
• networking with influential leaders and professionals (this year’s Board of Evaluators will include about 150 leaders from around the state – executives, middle managers, surgeons and physicians, superintendents and school teachers, non-profit and public sector leaders, quality professionals, and consultants),
• seeing “best practices” deployed within another organization – knowledge that you could use back at your organization and/or in your career, helping organizations throughout the state – many of them schools, health care providers, non-profits, public sector agencies, and certainly businesses – improve their performance…simply get better at what they do, and
• developing a set of other professional skills that may help you advance your career – skills such as consensus- and team-building, written communication, verbal communication and interpersonal skills, interviewing, analysis, and systems thinking.

Most Evaluators consider the experience to be among the most valuable of their careers.  In fact, many have claimed that the experience and knowledge gained from this process rivals getting an MBA or advanced business degree.

Furthermore, Evaluators can earn college (undergrad and post-grad) credit for participating in training.  For interested Evaluators, the University of Minnesota and the University of Wisconsin-Stout both offer three (3) hours of credit in partnership with the Minnesota Council for Quality.

If you are interested in joining the 2008 Board of Evaluators, the first (of three) training sessions of 2008 will be February 26-28 in the Twin Cities.  In addition to the full three-day training session, new Evaluators are also required to attend a one-day orientation (either February 6, 12, or 14).

Applications for new Evaluators are due 2/1.  Applications for returning Evaluators (which only require updates from your most recent application) are due 2/15 (returning Evaluators: significant changes to the process will reduce the time required for pre-work/training and evaluation in 2008).

We hope that you would consider (re)joining the Board of Evaluators and/or encourage others to do so.  For more information or for an application, please visit www.councilforquality.org/assess.cfm, obtain an application at http://www.councilforquality.org/assess_eval_appl.cfm, email us at brian.lassiter@councilforquality.org, or call 612-462-3577.

The Minnesota Council for Quality’s February 5 Six Sigma Forum featuring Medtronic’s Lean Sigma effort, has sold out.  A waiting list has been created (information below); the next Six Sigma Forum will be in May 2008.

Co-sponsored by the Joseph M. Juran Quality Leadership Center at the Carlson School of Management, the Six Sigma Forum provides a means for leaders and practitioners from organizations using Lean and/or Six Sigma to share knowledge and best practices on using Lean Six Sigma. 

Details…

Date: Tuesday, February 5

Time: 8:00-11:30AM

Location: Medtronic World Headquarters: 710 Medtronic Parkway, Fridley 55432

Fee:       $50 Council member, $100 non-member

Agenda:

8:00-8:30             Arrival, security check-in, breakfast, networking

8:30-8:45             Welcome: Brian Lassiter (Council), Jim Buckman (Juran Center)

8:45-9:00             Introductions (Name, affiliation/employer, job role)

9:00-10:00           Medtronic presentation and Q&A

10:00-10:10         Break

10:10-11:00         Table topics/organizational knowledge sharing

11:00-11:30         Report out, Summary, Conclude

Medtronic will share how an overview of its Lean Sigma effort, focusing on several issues that face most organizations that use Lean and/or Six Sigma.  Specifically, Medtronic will share:

* how it leads cultural change with Lean Sigma,

* how it manages its workforce relative to its Lean Sigma efforts (how it engages its employees, trains its people on Lean Sigma, and so forth),

* how it aligns its Lean Sigma initiatives with its business strategy and key objectives,

* how it uses Lean Sigma with key customers and suppliers, and

* how it integrates Lean Sigma with other corporate initiatives and activities

After Medtronic’s presentation, participants at small tables will be asked to share how their organizations address those five issues (each table will be assigned 1-2 issues).  The Forum will conclude with a brief report-out of key findings across the tables.

The Forum is open to the public, but capacity has been reached.  To be placed on a waiting list, email your name, organization affiliation, and email/phone to brian.lassiter@councilforquality.org.  If you get a seat, there will be no refunds for cancellations after January 30.

The next Six Sigma Forum will be held in May 2008.

Companies are launched, careers are made, and businesses are reinvented when breakthrough products are developed.  Cutting costs and reducing cycle times are important, but creating new-to-the-world products reshapes industries’, companies’, and peoples’ career trajectories.  Think iPOD, MySpace, Google, Tesla electric car, and Michael Dell’s direct-to-consumers business model.  These products and services have changed our lives.

The MN Council for Quality is pleased to welcome Rod Greder of the Breakthrough Forum, to our February 13 St. Paul Performance Improvement Network (PIN).  Rod will share useful techniques and discuss mindsets that are necessary to foster breakthrough thinking and to turn radical ideas into wildy successful products and businesses.  The right amount of structure and process can help you develp a system for repeated innovation.  Learn the power of simple questions and the necessity to look at the wolrd in new ways.  Explore the psychology of product development.

The discussion is from 8:00-9:00 a.m. on February 13 (networking and continental breakfast begin at 7:30 a.m.) at Metro State University, 700 7th Street E, St. Paul.  We will meet in the Grand Hall (the main building in between the two towers).  Parking is available in a pay lot just east of the school.  Admission to PIN is FREE for Council members; $10 for partner organizations; $20 for the public.

For more information, please visit http://www.councilforquality.org/performance.cfm.  Space is limited so register today by emailing brian.lassiter@councilforquality.org.

Would you benefit from having a process and some tips for getting managers or other colleagues to appreciate your ideas?  Does your organization lack a process for innovation, making it difficult get your creative ideas recognized and supported?  (And could you benefit from tips of getting support for your innovative ideas outside of work?)

The MN Council for Quality is pleased to welcome Katy McEwen of the Brave New Workshop to our February 14 Minneapolis Performance Improvement Network (PIN).  Katy will speak on innovation at the personal level: of how people can build the confidence to bring their innovative ideas forward and gain support for them.

The discussion is from 8:00-9:00 a.m. on February 14 (networking and continental breakfast begin at 7:30 a.m.) at the Minneapolis Community and Technical College (MCTC), 1501 Hennepin (15th and Hennepin), downtown Minneapolis, Room L3000 (Wheelock-Whitney Library).  Parking is available at their ramp across Hennepin (for $5).  Admission to PIN is FREE for Council members; $10 for partner organizations; $20 for the public.

For more information, please visit http://www.councilforquality.org/performance.cfm.  Space is limited so register today by emailing brian.lassiter@councilforquality.org.

The Mayo Clinic Division of Engineering builds unique medical devices and systems to enhance patient care and advance medical research and support the educational mission of Mayo Clinic.  Its staff includes over 55 machinists, electronics and mechanical design technicians, software developers, electrical engineers, mechanical engineers, and project managers.  As an internal organization serving Mayo’s physicians and researchers, the division continuously aims to select and efficiently complete those projects that deliver the highest value for Mayo Clinic.

The Rochester Area Quality Council, an affiliate of the Minnesota Council for Quality, is pleased to welcome Christian Milaster, a Project Manager with the Division of Engineering, to our February 5 RAQC meeting.  Christian will share the best practices the division staff has developed and evolved and that are generally applicable to any organization faced with prioritizing a large number of projects with a fixed number of staff.  In his presentation, Christian will share:

• From Idea to Solution – the Division of Engineering’s stage-gate product development process (Initiation, Prioritization, Investigation, Proposal, Design, Development, and Delivery).
• Pragmatic Project Portfolio Management – tools for the prioritization of projects and the management of the project queue.
• Project Management – efficient processes and tools for planning and controlling projects.
• Requirements Development – finding out what’s needed and deciding what’s important.

The discussion will take place Tuesday, February 5 from 7:30 to 9:00 AM at the University Center Rochester (room CF 206/208); networking and breakfast begins at 7:15.  Cost (before February 1 noon) is FREE for MCQ/RAQC members and $20 for non-members; after, add $10 for members/nonmembers.  For more information, visit www.raqc.com.  To register, contact Jennifer Burmeister at Jennifer.burmeister@councilforquality.org or 507-213-8132.

The Council would like to recognize 52 organizations and individuals who joined or renewed their membership in the third quarter.  Special appreciation goes to Benedictine Health System, BlueCross Blue Shield of Minnesota, and Hutchinson Technology Inc., as all three renewed their Sponsoring Memberships.  Sponsoring members’ contributions support non-profits, school districts, and small businesses on their journey to excellence. 

“We are grateful for the support of BHS, BlueCross, and Hutchinson Technology,” says Brian Lassiter, president of the Council.  Not only are they advancing their own improvement efforts, but they are helping to advance excellence in our schools, our social non-profits, and in our small businesses – in organizations that don’t have plentiful resources but desire to improve.”

These individuals and organizations became members last quarter (asterisks indicate renewal members):

Anagram International, Eden Prairie, MN*

Dean Andrew, St. Paul, MN*

Baldrige Coach (Bodinson, Glenn), Richardson, TX

Benedictine Health System, Cambridge, MN*

BlueCross BlueShield of Minnesota, Eagan, MN

Boston Scientific, R&D Design Systems, Maple Grove, MN*

Braas Company Minnesota, Eden Prairie, MN*

Cargill Kitchen Solutions (formerly Sunny Fresh Foods), Monticello, MN*

Century College Customized Training, White Bear Lake, MN*

Changing Ways, Bloomington, MN*

Colder Products, St. Paul, MN*

Creative Processes, Inc., Minneapolis, MN*

DuFresne Manufacturing, Vadnais Heights, MN*

Duluth Public Schools, Duluth, MN*

Ecolab - Lean Six Sigma Initiative, St. Paul, MN*

Emerald Quality Services, Minneapolis, MN*

Employee Communications, Apple Valley, MN*

Endurant Business Solutions, Eden Prairie, MN*

Ron Finelli, Eden Prairie, MN*

Fire-formed Consulting, Pat O'Boyle, Eagan, MN*

Gary Floss, New Brighton, MN*

Steve George, St. Louis Park, MN*

John Hart, St. Cloud, MN

Hillswick Group, LTD, Brooklyn Park, MN*

Hutchinson Technology Inc., Hutchinson, MN*

In*sight Solutions Group, Inc., Roseville, MN*

ISD 283 School Board & District Office, St. Louis Park, MN*

Robert Janeck, St. Paul, MN*

Johnson Consulting Group, Minneapolis, MN*

George Karayianes, Eden Prairie, MN*

KleinBank, Chaska, MN

Liberty Charter School, Blaine, MN*

LJ Menke Consulting, Shoreview, MN*

Manufacturing Advisors, Inc., Wayne Lindholm, Edina, MN*

Marvin Windows and Doors, Minnesota Operations, St. Paul, MN*

Candie McKay, Rochester, MN

MDA Leadership, Minneapolis, MN*

Midwest Medical Insurance Group (MMIC), Edina, MN*

Northstar Quality, Inc., Kilkenny, MN*

Opportunity Partners, Minnetonka, MN*

Performance Management Resources, Eden Prairie, MN

Presbyterian Homes & Services, Management & Services, St. Paul, MN*

Lori Ramberg, Edina, MN*

Rockwood Capital Management, Arden Hills, MN*

Sandra Mueller, Inc., Eagan, MN*

St. Cloud Technical College, St. Cloud, MN

Jim Stahley, Burnsville, MN*

Stat-Ease, Inc., Minneapolis, MN*

University of Minnesota College of Continuing Education, St. Paul, MN*

Tina Uphoff, Plymouth, MN*

Virchow, Krause and Company, Bloomington, MN*

VisionOne, Burnsville, MN

We thank all members for their support.  As of December 31, the Council represents a growing community of nearly 300 members representing over 160,000 employees.  A complete list of members is available at http://www.councilforquality.org/member.cfm.

Why should you or your organization consider membership?  There are many reasons. Your or your organization receives:

* recognition (in this newsletter, in press releases, on the website, and with a certificate/letter);

* discounts to Council services (Evaluator training, organization assessments);

* access to Council services (Clearinghouse, Consultant Referral Network, and free admission to Performance Improvement Network discussions); and

* discounts to our partners’ services (other improvement-related non-profits, universities/colleges, and professional/trade associations).

A current Council member recently called to say that his organization is saving $6000 from a discount to a local university partner of the Council’s.  Their annual membership fee is $250, so that’s not a bad return on membership!

Individual memberships begin at $100 and organization memberships begin at $250.  For more information on the benefits of becoming a member, please visit www.councilforquality.org/member.cfm or email the Council at info@councilforquality.org.

The Minnesota Council for Quality – in cooperation with the Wisconsin Forward Award, the Lincoln (Illinois) Foundation for Performance Excellence, and International Management Technologies Inc. – are pleased to announce a series of three web-based, interactive live seminars March 6, 13, and 20.  All three sessions are facilitated by Robin Lawton of IMT, best-selling author ranked #1 of 88 international speakers in 2007 (and partner of the Council on live workshops the last three years).

These content-rich and thought provoking live sessions give you the essence of what is covered in full-length workshops in a fraction of the time.  Your included downloadable file with visuals and notes, tools and references leave you well armed to take action. Your award winning presenter’s humor, practical examples and your own application of concepts during the interactive session will make your experience highly memorable. Attend with a colleague or more for maximum impact.

DATES & TOPICS

March 6, “Innovation Versus Stuff That Sucks”

March 13, “8 Dimensions of Excellence: Aligning Strategy, Measures & Customers

March 20, “The 12 Voices of the Customer”

All sessions are Thursdays, 11:00AM-1:00PM CST.

PRICE/EVENT: $195/person; $895/site (one line, unlimited group). Discount price (which is a steal!) is $100/person for Council members (or members of co-sponsoring organizations) who register at least 10 days prior.

The new Strategic Leadership Insights breakfast series from the U of M College of Continuing Education, a partner of the MN Council for Quality, is an engaging forum geared toward Twin Cities area upper-management professionals.  Each session offers an opportunity to hear from nationally recognized business experts on key workforce trends, and then opens the floor for a moderated discussion on how to address these important issues.

Organizations go through relatively predictable steps and phases to get better at building talent.  Try as they might to shortcut the journey by copying best practices from others, they learn that it takes repeated focus and hard work to develop the leaders they need.

The next session of series is scheduled for February 13 and features Elaine Sloan, expert in the area of designing and delivering services in the areas of managing organization change, executive selection and development, and succession management.  She will present “Keys to Successful Succession Management: Building a Leadership Pipeline for Tomorrow.”

You know that the quality and depth of your leadership pipeline is a key driver of your company's success and sustainability. Global competition, growth demands, and technology changes are raising the bar for leaders at all levels, while diversity and demographic changes are changing the face of our businesses. At the same time, a massive generational turnover is looming on the horizon. Although the specifics for each company will differ, the issue of building and maintaining a strong leadership bench-at all levels-is more important than ever before. Elaine will share her experience and the practical wisdom PDI has gained through 40 years of research and partnership with leading companies around the world in selecting and developing leadership talent and creating succession management processes that build robust leadership pipelines for all levels.

The session is from 8:00-9:30 AM (check in and breakfast at 7:00AM) on February 13 at the College of Continuing Education in St. Paul.  Cost is $50.  For more information, visit http://www.cce.umn.edu/corporateeducation/leadershipinsights/index.html.

For a copy of a video clip of the first Strategic Leadership Insights breakfast, featuring Dr. Ed Gordon on the topic of workforce challenges, visit http://www.cce.umn.edu/corporateeducation/leadershipinsights/speakerstopics/topic1.html.

Manufacturing Success Upper Midwest, Hennepin Technical College and Manufacturers Alliance announce the debut of the Great Manufacturing Get Together, January 22, 2008, at Hennepin Technical College, Brooklyn Park Campus.  Created as a melting pot for the entire manufacturing industry, the Great Manufacturing Get Together (GMGT) features trade association membership meetings and workshops, special interviews with national leaders, area leading product and service vendors, manufacturing technology students and manufacturing shops.

The MN Council for Quality and MN Quality Award recipient Mate Precision Tooling will be presenting “Achieving Excellence in Manufacturing: The MN Council for Quality and Mate Precision Tooling” during the Get Together.  Nearly 250 manufacturers and other professionals have registered.

“Our goal in creating the GMGT is to provide a fun and educational networking venue that is open to all manufacturing,” says Charles Arnold, CEO of Manufacturing Success. “Manufacturing is about creativity and thinking outside the box to find solutions; why should a manufacturing event be any different?”

The GMGT opens at noon with a Manufacturers Alliance meeting, titled “Fun Ways to Engage and Retain Employees,”   Remmele Engineering, Wells Technology and Diversified Plastics will share their unique methods in overcoming workforce shortages and retaining issues. Following this meeting, multiple events get underway, anchored by a manufacturing vendor fair, featuring nearly 100 product and service booths. The vendor fair showcase runs from 1:30 p.m.–6:00 p.m. The exhibits range from machine tool distributors to work boot suppliers.

Throughout the day, area non-profit associations will hold meetings for their members. This gathering of members will create a continual traffic flow and unique networking opportunities. In the heart of the event, from 2:00 p.m. to 4:00 p.m., manufacturing shops will be showcasing their capabilities in the free “Shop2Shop” exhibit area. “Shop2Shop” is designed to initiate communication between shops that may be able to support each other with outsourcing opportunities.

Physically located in the middle of it all, the Midwest Robotics League will be locked in battle as teams put their bot design to the test in head-to-head robot combat matches. Attendees will have the unique opportunity to watch these students learn about manufacturing in a real-life situation. Shops will also be introduced to the new Shop-Bots league that will allow them to form a team and compete for cash prizes and team sponsorships at the Mall of America, MN State Fair and IMTS 2008 in Chicago.

A free dinner buffet will be served to all attendees from 5:00 p.m.–6:00 p.m. At 6:00 p.m. all events will close and ticket holders will go to the auditorium for the premier of “Jim Bensen Live.”  This grand finale event is a manufacturing-oriented “Tonight Show” featuring host Dr. James Bensen, a true leader is futuristic thinking. At the conclusion of his opening remarks, Dr. Bensen will introduce and interview “celebrities” in the manufacturing world. To date, guests include: Peter Eelman, CEO of IMTS 2008, the largest manufacturing tradeshow in the country, Andy Wells, President of Wells Technology, holder of over 300 patents, Don Tomann, president of UMC, who recently received an invitation the White House to personally receive an award from President George W. Bush. Guests pending final confirmation include: Bill George, former CEO of Medtronic, Harvard Professor, and Wall Street Journal best-selling author of “True North,” Senator Norm Coleman, Senator Amy Klobuchar, and Ken Melrose, former CEO of Toro.  

The GMGT is free for all manufacturing employees, managers, engineers and shop owners. Attendees who register their attendance by January 18, 2008 will be entered to win a free trip to IMTS 2008 with air, hotel and ground transportation included.  Likewise, any manufacturing shop that would like to exhibit in the Shop2Shop Capability Showcase may do so for free as long as booths are available. Any product or service company that would like to exhibit in the vendor fair should contact Manufacturing Success for an exhibitor packet.

The University of Minnesota’s Office of Service and Continuous Improvement and the Improvement Liaison Group are pleased to present their second annual Quality Fair on January 31.  The Fair will be held from 10AM-3PM at the McNamara Alumni Center, University of Minnesota’s Twin Cities East Bank campus.

Lee Todd, Jr., president of the University of Kentucky, who developed a business plan to drive improvements at UK, will give the keynote address.  Staff and faculty will present posters to share improvement projects for teaching, learning, research, and work. Best practices and projects-in-process will be highlighted. Prizes will be raffled throughout the day, with a grand prize iPhone.

For more information or to register, visit http://www1.umn.edu/osci/fair/2008QF/.

Minnesota Technology, Inc. (MTI), a Partner of the MN council for Quality, is pleased to present three different events in the next month, all focused on using Lean to improve organizational efficiency:

• “Lean Office,” a one-day simulation on January 23 at the Medina Entertainment Center. 
• “Finding Profit through Lean Enterprise,” February 13 and March 12.
• “Lean 5S” on February 27 at the Medina Entertainment Center. 

For more information on these programs, visit http://www.minnesotatechnology.org/training/index.asp. 

MTI works to strengthen Minnesota’s manufacturing companies and related-industries by helping them compete and grow profitably. Come learn the winning ways to grow your company at these not to be missed business events.

The University of Minnesota’s College of Continuing Education, an alliance partner of the Council, is pleased to announce their spring improvement and business courses.  Council members receive a 10% discount on all CCE courses.

Day Courses

1/22        Principles of Supervision   $995

1/23        Employee and Labor Relations      $395

1/25        Project Management Foundations             $395

1/29        Introduction to Human Resource Process   $395

1/30        Successfully Dealing with Conflict             $395

1/31        Writing Policies and Procedures    $395