Rath & Strong sponsors global Lean, Lean Six Sigma and Business Process Excellence events.

3rd European Process Innovation For Pharmaceutical R&D Summit
September 8, 2011 - September 9, 2011
Kempinski Hotel Bristol Berlin, Berlin 

CAN YOU TRUST YOUR ASSAY RESULTS? Cautionary Tales from Drug Discovery that Show the Power of Six Sigma to Diagnose and Fix Laboratory Data Problems

• Using Measurement Systems Analysis to uncover hidden obstacles to lead generation
• Diagnosing the link between ‘activity’ and plate position
• Minimizing variability in dispensed volumes using Designed Experiments

REDUCING SAFETY AND COMPLIANCE RISKS IN CLINICAL TRIALS: A Case Study on Using Lean Six Sigma to Pinpoint Process Weaknesses and Identify Lasting Improvements

• Identify the systematic problems behind multiple individual risks
• Break the habit of using training and checks as answers to every problem
• Engage employees at all levels in improving clinical trial quality

London, UK

"Masterclass: Improving Safety and Compliance in Clinical Trials" David Hampton, Vice President, Rath & Strong  

Miami, FL  

IQPC Lean Six Sigma Summit
January 17-20, 2011 • Orlando
Buena Vista Palace Hotel & Spa, Orlando, FL 


"Making Change Work"
Dan Quinn, President & CEO
Rath & Strong
October 7, 2010


"The Future of Lean Six Sigma Operational Excellence"
Dan Quinn, President & CEO
Rath & Strong 
May 2010

IQPC London Process Excellence Summit
April 26-29 2010 • London
Chelsea Football Club
Holger Winklbauer, Executive Vice President, DHL with Emer Gracie, Vice President, Rath & Strong , et als., accepting the prestigious award for Best Process Improvement Programme

IQPC Business Process Excellence for Pharmaceuticals, Biotech & Medical Devices
April 28-30 2010 • London
Chelsea Football Club
"Continuous Improvement in Pfizer R&D"
Derek Hill, Continuous Improvement Specialist, Pfizer and David Hampton, Vice President, Rath & Strong


"Global Continuous Improvement Trends"
Dan Quinn, President & CEO
Rath & Strong
August 11, 2010

"Lean Culture & Practices that Support Improvement"
Derek Mulligan, Vice President
Rath & Strong
August 10, 2010

Selected Past Events

With hundreds of billions of dollars (US) of expenditure and the economic well-being of companies and countries around the globe at stake, it goes without saying that management has an important role to play with respect to innovation. However, many executives see innovation as an unmanageable process, riddled with risks. The pressing question is what exactly should managers be doing to move innovation in a positive direction? This workshop will show that there is a clear role for managers, including concrete actions, which will move the process forward. But this requires thinking about and treating innovation in a non-traditional way.

How you will benefit from the workshop:

• Gain familiarity with a generalized framework based on theories of complex adaptive systems that can be applied
• Learn to close the gap between traditional management practices and innovative management approaches
• Apply tasks to develop optimal organization, improve processes and tools, and to make key decisions that flow with Open System Innovation

The workshop is also intended to serve as a focus group. We will be testing to see whether the new ideas we have developed can be applied to innovation in a practical way. We look forward to your participation and feedback.

Workshop Leader:

Harvey Dershin
Senior Associate
Rath & Strong

Description: Anyone can tell you that success in Six Sigma, Lean and Lean Six Sigma requires more than just technical expertise. But while a sound understanding of the methods, tools and overall deployment approach is obviously necessary, it's simply not enough. So what is the make-or-break element? The ability to influence.

• Discover five styles of influencing: What they are and when and how to use them
• Identify your own default style and learn how to avoid over-reliance on one style
• Recognize and use your social power
• Differentiate your stakeholders real interests from their positions: Address root causes instead of symptoms
• Identify and create currencies with which to negotiate with your stakeholders
• Ensure that the data you use to influence is persuasive