Post Conference Focus Days: 18th April 2008
18th April 2008
Please click on the below to learn more:
Workshop K: BPM focus day
9.00 - 11.00: From process improvement to process management
- Using BPM to progress your process improvement programme
- How to re-orientate your focus from functional to process orientated
- Embedding accountability across each department to increase impact on cross organisational processes
- BPM & SOA: Supporting business performance management through an exceptional IT infrastructure
Steve Towers
CEO
BPM Group
11.00 – 12.00: Case study: Linking Lean, Six
Sigma & BPM for a more strategic approach
to Six Sigma
- How BPM and Six Sigma go hand in hand in the GE improvement culture
- Using Business Process Improvement to build a more efficient and streamlined organizational process
Stephen Dawes
Head of Quality
GE Commercial Finance
12.00 – 2.00: Using process engineering to take the business to a new understanding of profitability and capability management
This interactive workshop will walk you through
innovative uses of Process Excellence across
the company that will help to really drive
forward business growth and profitability.
- Focusing on finance and profitability: Working in partnership with your finance team
- Planning for future business growth: Increasing the capacity of your business
- Using process re-engineering to drive innovation and achieve increased profitability
- Understanding the different ways to increase profitability for your business
Liam Palmer
Senior Manager
HSBC Bermuda
Workshop L: Early starters’ focus day
9.00 – 10.00: Intergating Lean and Six Sigma into your Process Excellence programmes
- Running Lean Six Sigma Kaizen events: Running a Black Belt mega project in one week (4-6 weeks pre-work)
- Making Six Sigma part of the daily business
Geert Devos
MBB & Continuous Improvement Leader Manufacturing Europe
Volvo
10.00 - 1.30: Sustaining long-term process improvement in your business
- Compare and contrast a ‘typical’ and an ‘atypical’ implementation, the results and sustainability achieved in the short and longer term
- Compare and contrast cultural differences between the two (‘typical’ and ‘atypical’)
- Compare and contrast industry differences between the two
- Compare and contrast management behaviours and actions
- Identify key criteria and actions for success based on the above
- Assess your own programmes against the key criteria and actions
Rod Thorogood
CEO
Aorist Consulting
1.30 – 2.00: Initiating and developing a culture of process performance: A case study from HR
Based in the HR department, Jean-Bernard will share with you his experience of starting a Six Sigma programme in an environment new to the concept.
- Deploying Six Sigma in new business areas: The challenges and opportunities
- Getting buy-in and acceptance from non-process orientated HR teams (employees and operational managers)
- Enabling a customer driven culture and getting people to think differently about value
Jean-Bernard George-Roux
Senior Performance Manager, Corporate HR
France Telecom Group
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