Day Two: Main Conference

16th April 2008

8.20 Chair’s Opening Address - Fujitsu

8.30 Achieving Operational Excellence Through Efficient Process Management

• How can Process Management become a visible and important part of the business?
  • How Volvo Cars Corporation started their journey
  • The launch of an Operational Excellence function
• The strategy created leading up to a defined key business issue within the business plan
• How to overcome the challenges and roadblocks in the organisation
• The status of the work today and the plan to move forward

Lena Olving
SVP Process Excellence & Total Quality
Volvo Cars

9.00 Making Business Excellence A Strategic Business Priority

• Securing support from your senior executive as to the real value of Process Excellence and communicating what it can bring the business
• Making Process Excellence strategic: Joining up your business improvement programme with your top level business strategies
• Defining and achieving the business’ key areas of excellence Making sure your short-term goals do not conflict with your long-term strategies
• Moving from Operational Excellence to business transformation

Estelle Clark
Group Business Assurance Director
Lloyds Register

9.30 Delivering Lean IT Services

Fujitsu believes that today’s IT industry is at the point the car industry was 20 years ago and needs the sort of shake-up that Toyota created. The CIO is under siege, the business wants more for less from IT, while on the other hand systems and processes are creaking under a legacy born out of decades of bespoke-ism and re-invention. The result is that over two-thirds of the average IT budget is spent “keeping the lights on”, with every new system putting even more pressure on future spend.

• Move out of the design excellence phase into assembly excellence
• Maximise re-usability of components in new solutions
• Eliminate unnecessary work in service processes
• Build products and services which work first time

Phil Falato
Practice Head, Lean Solutions Group
Fujitsu

10.00 An Interview With Daniel Jones

Daniel Jones is a management thought leader and advisor on applying Lean to every type of business across the world. He is the founding Chairman of the Lean Enterprise Academy in the UK, dedicated to pushing forward the frontiers of Lean thinking and helping others with its implementation. His work has inspired the very successful implementation of Lean by Tesco and many other companies. He is the co-author of the influential, best-selling management books - The Machine that Changed the World, and Lean Thinking: Banish Waste and Create Wealth in Your Organisation - which describe the principles and practice of lean thinking in production.

Roger Camrass, Fujitsu’s Director Business Transformation Practise, discusses critical questions of Process Excellence with the Lean leader in this exclusive interview.

10.45 Morning Tea And Networking

11.15 Making Process Excellence Lean And Effective

The speed and effectiveness with which Process Excellence drives change is key to increasing employee, customer and shareholder value. This presentation will examine the attributes of Process Excellence programmes that contribute to the speed and effectiveness of change at all organisational levels. Monitoring KPIs and identifying improvement opportunities that impact business performance.

• Rapidly gathering all relevant data in the context of an improvement opportunity
• Gaining new process knowledge thorough visual analysis of data
• Communicating new insights into driving change and monitoring impact on KPIs

Dr Ian Cox & Dr Malcolm Moore
Business Process Analysts
SAS Institute & client

12.00 When Lean Six Sigma Isn’t Enough: Making The Most From Lean Six Sigma As A Vehicle For Transformation

A typical outcome of a successful business transformation programme is the creation of a sustainable continuous improvement capability, driven by clear process and business performance metrics.

• However, many organisations fail to effectively link these performance metrics to the “team” and “individual” reward and recognition mechanisms, limiting long-term sustainability.
• Key principles to ensure that metrics, rewards and recognition within an organisation, are aligned to build lasting continuous improvement capability
• How to implement effective employee rewards and recognition for sustainable success

Nico Alonzi
European Director
George Group (now part of Accenture) & client

12.30 Day 1 Keynote Address

Starting out in architecture and then working for 10 years in the music industry, Tim was a recognised entrepreneur form the outset. He went on to restore Britain’s well-loved Lost Gardens of Heligan, now attracting a phenomenal 400,000 visitors a year and voted the nations favourite gardens. Tim is now best known as the CEO and co-founder of The Eden Project, which opened in 2000 and has totalled over 6 million visitors since, pulling together the cultural, education & commercial sector like no other business. Receiving numerous awards, it is recognised as one of the UK’s most innovative commercial projects setting a precedent for any business operating in the 21st Century. Tim will relay his experience of business innovation and leadership.

Tim Smit
CBE, CEO
The Eden Project

STRATEGY 1: Creating an Operational Excellence Programme	PEOPLE 1: Leadership, Development & Talent Management	ROOM FOR IMPROVEMENT 1: Sustaining Process Excellence
2.15 Successfully Transforming The Business With Lean Six Sigma And Operational Excellence ScottishPower Energy Retail’s transformation programme began with Six Sigma, and after 3 years it was enhanced with an Operational Excellence model. Last year the programme was reinvigorated with the introduction of Lean techniques to complement Six Sigma and Operational Excellence. Why significant change was required How to create a vision and change framework The practicalities of designing an Operational Excellence model How to reinvigorate your programme with Lean Neil Bannerman Director Business Transformation ScottishPower Energy Retail	2.15 Certification: A Means To Help The Achievement Of Exceptional Standards In Six Sigma There is no doubt that organisations need to have a clear understanding of individual’s skill levels to ensure that Six Sigma is successful. BSI provide one way to ensure training and skill is up to scratch with a certification process. Meet the exacting standards of certification and become a recognisable industry standard Become available to all potential and current Six Sigma belts Implement a rigorous and exacting process to achieve certification for both individuals and organisations Be managed by highly experienced MBBs Bill McIntyre Six Sigma Manager BSI Management Systems & client	2.15 Meaningful Maps: Do You Understand Your Processes Or Are You On A Journey Without A Map? Defining an effective framework for process documentation, design and ownership to achieve end-to-end visibility and control Utilising business process modelling for successful BPM implementation Increasing customer satisfaction through effective staff training and process ownership Creating a culture of continuous improvement and increasing regulatory compliance through effective communication and documentation Chris Clenton Senior Manager Process Documentation Royal Bank of Scotland
2.55 How A Process Improvement Methodology Can Rapidly Move You Towards Operational Excellence Process Excellence is often described as the Holy Grail of process improvement methodologies but in reality represents a journey (or process) as well as a destination (or output). But how do you begin the process without spending a fortune on Consultants or Training? How to decide what to work on and the potential benefits from these activities (goal focused deployment) Setting up an effective monitoring framework within different levels of management Understand where tactical improvement tools fit into the programme How to use an external benchmark with the programme How to start to integrate leadership & talent management within the deployment Gordon McNeil Head of Capability Improvement, Sellafields BNFL	2.55 Inspiring People To Make The Change: Creating A Mind Shift In Your Organisation Through Process Leadership Ikon Office Solutions, the world’s largest distributor of office equipment throughout the globe, has recently embarked upon a heightened change programme to truly embed a culture of Process Excellence in key areas of their business Carl will share with you the importance of: Understanding your staff motivations to engage and inspire them to demand process change Getting people actively involved and motivated by process improvement Breaking down barriers within teams to realise process and cultural benefits Making continuous improvement more human and accessible Carl Halford Head of Process and European Project Management Ikon Office Solutions	2.55 Sustaining Real Business Change: Maintaining Long-Term Improvements After Project Completion Securing commitment and planning to let go after project completion Building strategies to monitor performance and reinforce changes Managing early abandonment and rewarding success Stabilising and institutionalising change through process, information, culture and behavioural management Mark Johnson Programme Manager, Retail Change J. Sainsburys
3.55 No More Heroes: Reaching Operational Excellence Through The Involvement Of People In this session Mark will take a close look at some of the challenges of implementing a structured process improvement programme. Drawing from his experiences in HR he will share how to: Involve employees most affected by Operational Excellence programmes Balance theoretical vs practical applications Win the battle for hearts and minds Creating acceptance for change Mark Ellis Senior Managing Director, HR Bear Stearns Alan Noble Managing Director Venturehaus	3.55 Developing Core Skills In Your BBs And MBBs In A Way That Makes Them Ready To Take On Key Leadership Roles In The Business Excellent leadership is fundamental to success of any organisation. Companies often create a leadership development process, including Six Sigma to increase data-based decision making and change management as key leadership skills. Selecting the ‘right’ people for Six Sigma roles Developing leadership skills in your BBs and MBBs Preparing your MBBs for future management positions How to use Six Sigma as a formal leadership development programme Using talent development as a retention and motivation tool Brian Monakali Senior Manager Lean Six Sigma MBB, Lonmin Platinum South Africa	3.55 Next Generation Process Improvement: Evolving To The Enterprise Improvement Model Defining and understanding the Enterprise Improvement model Knowing when you are ready to move along the continuum What are the next steps? Overcoming the challenges to executing the Enterprise Improvement Model Ian McMorrough Director Process Improvement EMEA Rockwell Automation Alan Noble Managing Director Venturehaus
4.55 Using Operational & Visual Management To Excel In Operational Excellence True visual management goes far beyond having a clean and well-organised office environment. It provides employees, as well as management, with real-time information and feedback vis-àvis their overall performance. Changing from ‘manager of everything’ to ‘operational manager’ How to facilitate Plan Board, Heartbeat and Kaizen improvement sessions, in addition to using hands-on production and capacity planning techniques How to improve output quality, cycle time and processing capacity with little IT investment Merel Ritsma Managing Director Six Sigma & Lean Merits Andre Julien Manager Competence Center Process Management & Improvement ING Bank	4.55 Creating A Competent Workforce Tailored To Future Demand Training both Six Sigma and process management belts Allowing your workforce to be flexible and responsive to business demands Installing a process orientated outlook in your GBs and BBs How Six Sigma can be measured in the process maturity model to gauge your level of development Juergen Mees Director Six Sigma Programme, Business Excellence Team T-Mobile	4.55 Customising Global Deployment Of Operational Excellence For Sustainable Change Everyone wants to achieve Operational Excellence and we all have access to the same tools. So why do some initiatives succeed while the majority fail? The answer lies in the deployment strategy and its communication to the business. Customising your strategy to your industry and different cultures in a global market Using corporate groups for standards and support Leveraging site resources to achieve local ownership Marketing cost savings while building continuous improvement to build a perception of success Chris Driscoll Associate Director Corporate Quality Assurance Amgen

5.15 Linking Operational Problems With Strategic Frameworks For A Joined Up Approach To Business Excellence

Get full buy-in from your finance department and chief executives for your Process Excellence programme by really delivering on the businesses strategic objectives. In this session Liam will present to you techniques that HSBC have successfully used to drive forward their profitability.

• Starting from the top down by aligning process improvement programmes with the company’s strategic initiatives
• Customising Process Excellence programmes to the business problem
• Changing the way that you think of Process Excellence within the company: Using it as a constant driver for positive change
• Selecting projects that impact on both a strategic and an operational level

Liam Palmer
Senior Manager
HSBC Bermuda

5.45 Chairman’s Close & End Of Day 1

7.30 Process Excellence Awards Ceremony & Dinner (FREE For All Delegates)

Relax after a jam packed day and soak up the atmosphere. With a top-class big band to entertain you whilst you dine, followed by the eagerly awaited awards presentations this is a must-attend for all!

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