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9th Annual Process Excellence Summit London
Align Strategy, People and Innovation to ensure Process Excellence has a real impact on your business goals
April 15 - 18, 2008 · Queen Elizabeth II Conference Centre, London, UK

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Day Three: Main Conference

468

17th April 2008

8.00 Coffee & Registration

8.50 Chair’s Welcome To Day 2

9.00 Day 2 Keynote Address

One of the greatest athletes in British history with four Olympic medals, Lord Sebastian Coe has been no less successful in the commercial world. As head of the London bid to host the 2012 Summer Olympics and, after winning that bid, he became the Chairman of the London Organising Committee for the Olympic Games (LOCOG). Lord Coe will use his own experiences to illustrate the link between leadership and performance excellence.

Lord Sebastian Coe KBE
Chairman
LOCOG

10.00 Unlocking The Secrets To A Successful Lean Transformation

In this session, Mr. DeLuzio will speak from his experiences in working globally with hundreds of companies and their Lean transformations, and having architected the famed Danaher Business System (DBS) for the Danaher Corporation.

  • The characteristics to a successful Lean transformation
  • The common pitfalls that companies encounter in the Lean journey
  • Creating Lean leadership and the required behaviours of leaders
  • The importance of a good strategy and strategic deployment
  • Why applying Lean thinking on an enterprise-wide basis is essential, including supply chain and administration

Mark DeLuzio
President and CEO, Lean Horizons Consulting
LLC & client

10.45 Morning Tea & Networking

11.15 Being The First Choice For Our Customers: How First Choice Is Changing The Company

First Choice is the service initiative launched by Deutsche Post World Net. The goal is ambitious, by 2012, with its brands DHL, Deutsche Post and Postbank, the company aims to be the loyalty leader in its core markets. Achieving this goal requires each and every employee in 220 countries worldwide to focus rigorously on customer loyalty.

In this session Holger Winklbauer will share with you how under the roof of First Choice, more than 1,000 individual projects will be launched worldwide using the Six Sigma based Methodology.

Holger Winklbauer
Managing Director First Choice
Deutsche Post World Net

11.45 Implementing Training In Lean Without Specific Projects To Increase Initial Success

When you want to get people into Lean then you often need to start without knowing what you want to achieve. Rath & Strong will present their approach to getting people on board for Lean implementation with-out the need for specific projects at the outset:

  • Why is this the right way?
  • How does it work?
  • What does it achieve?
David Hampton
VP
Rath & Strong		 Juergen Werani
Pfizer

12.00 Going From Process Excellence To Business Excellence

Creating the direct linkages with these performance objectives is now a major strategic goal in order to better align people, processes, systems and strategy to achieve successful customer outcomes.

  • Evolving and building Six Sigma & Lean approaches to Outside-In thinking
  • Building the framework to support excellence
  • Creating the linkage between process change and corporate performance improvement
  • Leading your people beyond techniques and tools into successful customer outcomes
  • Delivering a comprehensive and sustainable strategic approach to process and performance transformation

Steve Towers
CEO
BPM Group

12.30 Lunch & Networking

STRATEGY 2: Strategic Process Management PEOPLE 2: Culture change and Behavioural Management ROOM FOR IMPROVEMENT 2: Innovation & Growth

1.30 From Functional Thinking To Process Thinking

  • Why companies often never achieve the real synergy between people, processes and technologies
  • Using BPM to translate and align customers, business and employees needs into management and measurement systems
  • Achieve vertical and horizontal alignment in the process architecture and the supporting organisational structure
  • Creating a new organisational culture to support process orientation

Christian Matei
Business Transformation Champion
Alstom Power Service

1.30 Influencing Your Leadership Teams To Understand, Support And Model The Change In Culture Delivered Through A Lean Or Six Sigma Programme

  • Building leadership support and sponsorship for a quality transformation programme
  • Building in the change facilitation necessary for a sustained approach to quality transformation
    • Building a successful Lean pilot
    • Process Management & ownership

Peter Evans
Director of Quality & Operational Excellence
Virgin Media

1.30 Creating A Process For Innovation Within The Process Excellence Framework

  • What is the need for innovation?
  • Defining the process for innovation within your business
  • How to utilise the power of your organisation to drive forward innovation
  • Is there any limit for innovation within the Process Excellence framework

Luis Relvas
IC&M Deployment Manager, Europe
Delphi

2.10 Creating An Operational Strategy That Works Across An Entire Organisation: Implementing A Common Operational Platform

The ability to capture, analyse and communicate a common set of business processes is a pre-requisite for managing and transforming your business. BPM is key to delivering high performance, compliance and robust operations.

  • The business challenges faced when deploying an operational strategy
  • The need for a governed approach to business process capture and communication
  • How this has been leveraged to improve process efficiency and standards globally
  • The benefits for on-going operations and improved business agility

Justin Chapman
SVP
Northern Trust

2.10 Creating A Culture Of Continuous Quality Improvement

The pharmaceutical industry is subject to strict regulations to protect public health and safety. As regulatory pressure increases, UCB need to rethink their approach to quality and re-awaken the organisation’s passion for quality. But how do you change a culture?

  • Launching a best-in-class education approach to ignite passion for quality and excellence, and increase the will and skill to act
  • Implementing a new process to stimulate continuous quality improvement
  • Putting in place a networked organisation to support this process
  • Anchoring the changes by moving from a quality initiative to a global quality improvement team

Baudouin Michelet
VP & Head of Quality Improvement
UCB

2.10 Using Process Management & Six Sigma In Your R&D Functions To Support Innovation

Process Management and Six Sigma are often perceived as being barriers to innovation; stifling creativity and restricting freedom to explore. Appropriately applied however they can be leveraged to support the innovation process through strategic alignment, idea generation and project execution. In this session Martin will share his experience of applying these principles in an R&D environment to:

  • Align R&D programmes to business strategies
  • Develop leading indicators to predict innovation performance
  • Facilitate progress across the innovation process interfaces
  • Improve project execution and delivery of results

Martin Rowlands
Global R&D Manager
Dow Corning

2.50 Lean And BPM Based Approach For Business Optimisation

Finansbank has seen a rapid growth trend in line with the Turkish banking sector. In order to manage their growth effectively and obtain efficient results, process organisation and business skills have to be optimised. In response the Process Management Department are implementing various optimisation techniques including Lean Sigma and BPM.

  • The role of the Process Management Unit in driving change
  • The purpose of business optimisation projects
  • Lean and BPM methodologies and how to get the most from the tools
  • Aligning ongoing projects to strategic objectives

Evin Köse
VP Process Management
Finansbank

2.50 Real Life Change Management: Embedding A Culture Of Excellence Into An Existing Workforce

  • Embedding the culture for continuous improvement
  • Installing due diligence in each department (culture, training, development, attitude and the motivation)
  • How to make the first step in change management
  • Assessing the effects of change management on a workforce
  • Methods for embedding change in the workforce for long-term improvements

Julian Turner
MD
Westfield Sportscars Ltd

2.50 TRIZ Instruments For Systematic Innovation

Even talented people with a deep expertise in their field of activity waste time and money in never-ending trials & errors. TRIZ, the theory for Systematic Innovation, teaches how to make the solution of an inventive problem a “routinary task”.

  • Gain awareness of TRIZ tools and techniques
  • Appreciate strategic and operational applications of TRIZ
  • Be introduced to the way TRIZ is adopted by worldwide companies and SMEs
  • Get references to dramatically improve your inventive skills

Gaetano Cascini
President
ETRIA (European TRIZ Association

4.00 Using A Process Maturity Model To Define And Structure Your Process Excellence Programme

Network Rail is using Process Management as Process Excellence to underpin its strategic plans and build upon its long-term Six Sigma programme through a Process Maturity Model.

  • The Process Maturity Model and its rationale
  • How Process Maturity Models can be used to support and drive real benefits from a Process Excellence programme

Network Rail’s BPM initiative is one of 3 core areas of the company’s world class programme and aims to establish and understand a culture of Process Management and improvement as a core tool to drive significant improvement in the quality and efficiency of services to customers and other stakeholders.

Adam Bennett
Director Business Process Improvement
Network Rail

4.00 Do It Now, Do It Right And Sustain: Process Excellence Through Non-Traditional People Management Practices

Alan will present the Weir approach and the key steps of the improvement journey with a particular focus on how to achieve and sustain changes in thinking and behaviour.

  • Set directions: How to select and prepare improvements that will assure success
  • Deliver improvements: How to make improvements happen fast
  • Sustain: Adapting non-traditional people management practice to make improvements become a way of life
  • Leadership: Practical methods to lead people to own, drive and sustain their improvement journey

Alan Harrison
Director Business Improvement & Global Lean Champion, Weir Clear Liquid Division
The Weir Group Plc

4.00 Six Sigma And The Growth Agenda

In this session Liam will discuss how Royal and Sun Alliance are focusing on the customer and growth.

  • How to align your operational improvement programmes to a profitable growth strategy
  • How Six Sigma can be used at the front end of the business
  • Ensuring your programme is not just about cost cutting but provides for business growth

Liam Mcgrath
Six Sigma Leader
Royal & SunAlliance

4.40 Using Six Sigma And BPM For Strategic Growth

  • Using BPM to link Six Sigma with your business strategy and delivery to the customer
  • Linking different organisational areas and managing their processes to get all operations in line with your business strategy
  • Managing growth within your organisation
  • Focusing on customer centric processes to drive growth
  • Creating the infrastructures to support growth

Roger Cliffe
Quality Director
Vodafone

4.40 Proven Ground Rules For Successful Change

To achieve the overall goal of a change project it has been demonstrated that if you focus specifically well on the following ground rules that the overall success is likely to happen.

  • Securing sponsorship from the top
  • Do the basics first before you strive for the tactical and strategic
  • Communicate, communicate, communicate: The importance of communicating to all stakeholders in numerous ways and several times
  • Be one step ahead of your stakeholders and find mitigation prior to problems happening
  • Have a thorough project corridor available to reflect local/country needs
  • Use symbols to communicate success and be open and honest

Christian Bovenkamp
Director Talent & Organisational Development
Bombardier Transportation

4.40 Making Six Sigma Work For You Through Effective Training And A Structured Deployment Strategy

How can you turn initially doubtful engineers and managers into great advocates of Six Sigma? Learn how an early successful application of Six Sigma on a complex new Product Development project helped convince the most sceptical, and started a long lasting mindset shift. Discover how Whirlpool Europe is deploying and embedding these Six Sigma skills and mindset into its R&D and manufacturing organisations, through its highly effective training Content, DFSS and a structured deployment strategy.

  • An illustration of the application of Six Sigma mindset and databased methods in a product development project
  • Down playing complex statistics: A very practical BB training content based on most needed engineering skills
  • Building in critical thinking and structured data acquisition skills
  • Optimising design through product knowledge and sequential DOE

Pierre Bayle
OPEX Programme Manager & MBB Trainer
Whirlpool

5.20 Bringing Process Excellence Through Planning And Executing A Successful Large Scale Deployment

The Process Excellence programme within A.P. Moller-Maersk’s container business commenced in late 2006. This presentation will focus on the challenges and benefits of Process Excellence, involving:

  • Rolling out large-scale Green and Black Belt training
  • Deploying global improvement charters
  • Selecting and managing business improvement projects across a large scale business
  • Encouraging improvement through mindset change initiatives

Tom Falcon
Director Strategy & Process Excellence
A.P. Moller – Maersk

5.50 Chairmans’ Close & End Of Conference

[ Register Now ] · [ Next: Post Conference Focus Days: 18th April 2008 ]

 

 
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