Session ID:

VS1-06

n Intermediate

Neil Nommensen, Learning Consultant & Joe Barto, President and Chief Executive Officer

Big Picture Thinking:  Organizing Your Lean Journey for Long Term Business Impact
Success requires not only doing the right things, but doing them in the right sequence

Successful Lean Journey's do not happen by accident.  Many launch their Lean journey by selecting one piece of the Lean framework and hoping the rest catches on. The result often is wasted resources, unfulfilled promises, leader and employee frustration, and Lean being thrown in the "fad" pile where at best it is an initiative on the fringes of the organization.

Aera Energy and Training Modernization Group teamed in 2005 to accelerate Aera Energy's Lean Journey and realized over a year into the project that they were in danger of falling victim to the lack of a long term vision, focused strategy, and return on investment hypothesis to guide the journey.  Neil and Joe discovered that the Lean Journey requires four major features and must be implemented in the right sequence. First, training and education vertically throughout the business; Second; internal Lean facilitators to support Lean events; Third; measurement and return on investment (Six Sigma) experts who could translate Lean results into business impact; and Fourth; Program Management to synchronize and integrate the Lean program into the business culture. 

This presentation will share their lessons learned and provide others with insights on the challenges of creating a lean culture.

Aera Energy LLC (Aera), a California limited liability company, is one of California’s largest oil and gas producers, accounting for approximately 30% of the state’s production. With headquarters in Bakersfield, most of Aera’s production is centered in the San Joaquin Valley. The company also has oilfield operations in the L.A. Basin and in Ventura and Monterey Counties. Aera produces approximately 185,000 barrels of oil and 67 million cubic feet of natural gas each day and has proved oil and gas reserves equivalent to more than 900 million barrels of oil.

Neil Nommensen, Learning Consultant

Neil Nommensen is an internal Learning Consultant for Aera Energy LLC in Bakersfield, California. He started his 26-year career as an Operator in the “oil patch.” Neil has worked in various operational management positions during his career. As an internal Learning Consultant for eight years, he works to create a learning and continuous improvement culture in the organization. He facilitates workshops on change management, leadership, diversity, communication, and coaching.

Neil worked closely with TMG on the coordination, development, and implementation of the Lean Leadership process in Aera. Neil brings his experiential knowledge and insights of the process to assist your understanding in Organizing Your Lean Journey for Long Term Business Impact.

Neil holds a BA and MPA from Indiana University. He is an adjunct professor at the University of Phoenix, Central California Campus in the Undergraduate and Graduate Business School. In addition, Neil works with non-profit agencies (Hispanic Chamber of Commerce Kern County, Kern County Habitat for Humanity, and Kern County National Alliance on Mental Illness) in strategic planning and process improvement. He has a passion for learning and improving not only for himself, but also for his organization, community, and society.

Joe Barto, President and Chief Executive Officer

Since the founding of Training Modernization Group (www.tmgva.com) in July 2002, company President and Chief Executive Officer, Joe Barto, has led a team of human capital, learning, and performance experts in the creation of successful business strategies and human capital solutions for organizations seeking to align and integrate their business operations and the business of people—defined as building Human Capital Management systems for their clients to obtain the right people, in the right skills, the right numbers, at the right time for the right cost to improve business performance.

A retired U.S. Army Lieutenant Colonel, Mr. Barto served in peace and war both in the United States and abroad. During Operation Desert Shield he was the Chief of Current Operations for the 25,000 soldier 24^th Infantry Division (Mechanized) and then was the Executive Officer of the 2 nd Squadron, 4 th Cavalry Regiment which led the division into the Euphrates River Valley during Operation Desert Storm. From July 1992 - August 1994, he was assigned as a Special Assistant to the Commanding General of Training and Doctrine Command, Fort Monroe, VA. Prior to retiring, Mr. Barto served as an original member of the Joint Warfighting Center and was one of the key developers of the Joint Training System and the primary author of the June, 1996 Joint Training Manual.

He earned a Bachelor of Science degree from the United States Military Academy at West Point, NY in 1978 where he was an Army Basketball Player. He earned a Masters Degree in Organizational Theory and Leadership from James Madison University in 1988. He is on the Board of Directors for New Horizon’s Regional Education Center Foundation. He is a frequent presenter at professional forums and a published author in Leadership and Performance Improvement.