Day Three: Conference

Main Conference Day 2: Wednesday, 29th October, 2008

7.30 – 9.20Workshop H: Green-Lean Breakfast Discussion Seminar

Is Green-Lean the next frontier in Lean Thinking? Find out about the latest research in this area and haveyour input into the way forward:

• Do we need to widen Lean customer value to include societal value?
• What are the 8 green wastes and how do they combine with the 8 Lean wastes?
• How do you go about value steam mapping within
• Green-Lean?
• How do you balance environmental and economic priorities?
• How can we gain market advantage through
• Green-Lean?
• Can you achieve a genuine win-win in Green-Lean?
• Where do you start?

Professor Peter Hines
Chairman, Lean Enterprise Research Centre
Cardiff University

8.30 Chair’s Opening Remarks

Neil R Smith
Managing Director, Unipart Expert Practices, Lean
Unipart

8.40 Managing A Global Enterprise Through A “Lean Sigma” Approach

UniCredit, as the largest bank in Europe, following multiple financial mergers across the world, is concentrating on leveraging Lean and Six Sigma to effectively manage its global services and multiple locations. In this session Fabrizio will share with you how to:

• Control the cycle of Quality using external market metrics and internal process KPIs
• Deploying Lean Sigma across the entire organisation as the final step of the business strategy
• Exchanging and reconciling different data on products, customer, suppliers and employees
• Communicating relevant achievements and breakthroughs to markets and stakeholders
• Co-ordinating and synchronising both local and global operations to provide standard working practices and visibility across the organisation

Fabrizio Majorana
Chief Quality Officer
UniCredit Group

9.20 KEYNOTE: Lean Expert Interview:

Daniel T.Jones
Chairman
Lean Enterprise Academy

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.

PLUS BOOK SIGNING WITH DANIEL T. JONES ‘Lean Thinking: Banish Waste and Create Wealth in Your Organisation’

10.50 Aligning Your Lean Six Sigma Programme To Support Divisional And Organisational Growth Across A Global Corporation

The ING Insurance Central division is one of the fastest growing business divisions within ING. Winning awards in the US for their work in Lean Six Sigma to support this growth (Best Start-Up Programme, IQPC’s Process Excellence Awards 2008), Chris and Joep will present you with both the strategy and deployment model for their Process Improvement strategy across the Central European division of ING. Take away practical advice on how to:

• Restructure your Lean Six Sigma teams from country-based teams to one division unit for standardised deployment across your entire organisation
• Create a scalable model for Lean Six Sigma that grows with your company into 2009 and 2010
• Plan for growth in a time of business cut backs and scarce resources: How to justify expenditure for Process Excellence in line with your business strategy

Chris Flemming COO Central Europe Insurance Division, ING

Joep Beukers Regional Lean Six Sigma Leader Central Europe Insurance Division, ING

11.50 Process And Innovation: The Virtuous Cycle

As globalisation continues to emphasise the need for a deeper understanding of scaleable processes, companies are increasingly recognising the roles that process and innovation play in delivering high performance, strategy execution and essentiall sustainable value creation. In this session Nico will highlight the importance of innovation as well as how to encourage it within your business.

• Using Process Excellence to enable innovation and drive unique market advantage
• Creating innovation growth opportunities and ensuring faster cycles of learning with higher quality and less rework
• Embedding innovation in processes to provide an advantage that few can copy easily or quickly by:
• Enabling higher value through process
• Ensuring better customer understanding against which to align process
• Create higher contribution products and services

Nico Alonzi
European Director
Accenture (George Group)

PLUS PRIVATE LUNCH WITH NIMBUS (by invitation only)

2.00 Creating Drastic Cultural Change Through Executive Six Sigma Leadership

• Turning your company around through organisational and process restructuring
• Communicating the need for change to every operational and business area by leading from the top and educating your business leaders
• Using the stable operations methodology to embed
• Six Sigma as operational law for standardised working practices
• Transition management: Managing and communicating the change process to operational leaders

Andre Severin
MD Operations
AVEBE

2.00 Driving Cross-Functional Process Optimisation In Marketing, Sales & Supply Chain Through A Shared Services Matrix

Learn in this session how to:

• Link business strategy of enterprise and business units with enterprise processes through process governance and transparency in a matrix organisation
• Turn your organisation from silo to process orientation, involving Marketing, Sales and
• Supply Chain, for complete process optimisation
• Implement Performance Management to steer and track results from your process optimisation projects
• Use Lean process improvement techniques in
• ‘low repetitive’ processes for cost savings and operational efficiency

Arjan Gerritsen
Senior Lean Manager NL
Sara Lee

2.00 Enhancing Customer Service Delivery Through Process Improvement

• Driving forward world class customer experiences:
• Promoting and prioritising project activities in line with customer desires
• Creating a company-wide change and facilitating cross departmental cooperation to make a positive change to day-to-day operations
• Providing resource to manage projects and techniques to enhance processes
• Knowing what your customer expects and how your processes effect their notions of value

Rachel Noel
Customer Journey Manager
Carnival Group

2.35 Raising Lean Six Sigma Acceptance: How To Multiply The Value Of Your Process And Quality Initiatives Through Operational Buy-In

• Using the equation Q x A = E to measure and communicate the importance of ‘acceptance’ and buy-in of Lean Six Sigma to your ROI
• How to build acceptance: Securing both top-down and bottom-up support
• Showing the value of Lean & Six Sigma to the day-to-day working of operations for continues support for your programme initiatives

Dick Dam
VP Lean Six Sigma
KLM Royal Dutch Airlines

2.35 Taking Your Global Organisation From Deploying Lean And Six Sigma To Achieving Business Excellence

• Creating a tangible Business Excellence culture in which global operations are aligned with business strategy
• Building a framework to support the roll-out of
• Business Excellence to your global locations
• Forming a Business Excellence programme and support framework that will create a sustainable culture of improvement
• Embedding the soft skills needed to create organisational change

Bas Derkx
Global Head of Business Excellence
Tridonic Atco

2.35 Driving Revenue Growth Through Six Sigma Deployment In A Sales And Marketing Organisation

Learn how to accelerate growth by deploying Six Sigma projects to improve sales and marketing effectiveness in your organisation and optimise customer satisfaction.

• Resource re-balancing: Allowing teams to look at sales effectiveness metrics across regional sales operations with a view to optimising sales staff allocations
• Account prioritisation: Segmenting accounts according to strategic importance and market attractiveness
• Delivering on account growth plans through a structured account planning process, focused on account strategies and resources requirements
• Underscoring the overall sales process by a value-add analysis to ensure you are delivering to the customer

Robert Direnzo
Senior Manager, Strategic Business Development and Six Sigma Black Belt, EMEA
Motorola Home & Networks Mobility Business

3.40 Lean Six Sigma For Sale: Selling Lean Six Sigma Within Your Organisation

This session explains how to implement Lean Six Sigma by applying a sales approach using basic marketing & sales tools.

• What are you actually selling when you are selling
• Lean Six Sigma? What makes your customer ‘tick’?
• Enabling the sale of Lean Six Sigma within your organisation
• Penetrating the marketplace, the Lean Six Sigma
• Sales funnel
• Using Lean Six Sigma promoters to get the message across to operational heads
• Overcoming competitors (other programmes) and getting a fair share of financial resources
• How to get the most in a ‘survival of the fittest’ environment: Being the most adaptive or cooperative to gain support

Arie Kleingeld
Manager Lean Six Sigma programme
KPN

3.40 Integrating Lean Six Sigma Into Your Operations Business Verticals To Ensure Company Wide Commitment To Process Improvement

How can you effectively train and motivate large numbers of people so that, rather than simply understand the principles of continuous improvement, they practice them in their everyday work?

• Going beyond buy-in from your operational directors to taking responsibility for quality and efficiency within their working practices and departments
• Moving Lean Six Sigma from a departmental consulting position to the way the entire company carries out its day job
• Creating the balance between centralised Lean
• Six Sigma teams and Lean Six Sigma project leaders based in the business

David Hampton
VP
Rath & Strong & Pfizer

3.40 Capitalising On Existing Customers: How To Increase Loyalty And Satisfaction In Your Long-Term Client Base

• Prioritising the processes behind your core delivery criteria to maximise customer satisfaction and Lean
• Six Sigma project ROI
• Measuring and accounting for customer satisfaction and how you can improve it
• Increasing customer loyalty and maximising repeat business by ensuring you ‘get it right first time, every time’ with Lean Six Sigma
• Leveraging Lean Six Sigma in your customer services process for a superior level of service

Michael Clare
Lean BB, Customer Care
Rockwell Automation

4.20 Leading And Influencing An Effective Change Programme

• Getting the buy-in from senior management: Proving ROI and business benefits in transactional environments
• Embedding Process Improvement principles that suit your varied organisational cultures
• Retaining the energy and excitement of your core
• Process Improvement team and spreading enthusiasm across to other functions in the organisation
• Creating a change practice framework to initiate and sustain changes in working practices
• Lessons learnt in change management: What not to do when rolling out a change initiative

Ian Furness
Service Transformation
Norwich Union

4.20 Building A Successful, Sustainable Lean Culture In A Global Logistics Organisation

• The challenge of rolling out Lean across more than 1,000 locations in more than 100 countries
• Keeping it going: Ensuring sustainability of a global roll-out
• The relevance of Lean to 3rd party logistics:
• Continuously improving efficiency and service levels
• The future: working closely with customer to connect your operations in the leanest way possible

Jaap Bruining
Director Operations & Standardisation
CEVA Logistics

4.20 Embedding Lean In A Start-Up Company For A Cost Effective And Competitive Operational Model

• Optimising your lead times and service delivery capabilties in a Business-to-Business sector
• Using Lean in both your core and supporting business activities
• Applying value stream mapping to optimise end-to-end process efficiency and dramatically reduce cost of business operations
• Setting a framework for sustainable Lean programmes and knowledge capture: Documenting the process improvement process
• Making the change: Leveraging your position as a start-up company to really embed Lean and Six Sigma from day one

Bert Mertens
Quality Manager
Essent

Track 1 Q&A With Speakers

4.50 Track 2 Q&A With Speakers

4.50 Track 3 Q&A With Speakers

5.25 CLOSING PLENARY SESSION Harmonising And Standardising Your End-To-End Organisational Processes With Lean, Six Sigma And BPM

• Connecting end-to-end processes and moving away from siloed operational thinking
• Creating awareness of a) the importance of BPM and b) how to deploy BPM across the company
• Leveraging the power of process information sharing across your business for more efficient operating processes
• Applying end-to-end (E2E) process management and its impact on business excellence
• Linking people, operations and IT systems to ensure you have a supporting process framework in place to sustain change

Dagma Chlosta
Vice President Global Supply Chain Processes
Adidas Group

6.00 Chairman’s Closing Address And End Of Day 3

Unique interactive discussion & benchmarking sessions designed specifically for companies with a 3 year+ deployment or practitioners with 6 years+ experience in the Lean Six Sigma industry. Entrance with be by prequalification only – make sure you register your interest when booking your place at the conference.

2.00 Keeping Your Lean Six Sigma Programme Rejuvenated After 5 Years Of Lean Six Sigma Roll-Out

Discuss the tricks and techniques for retaining engagement for the long-term. Benchmarking points to include:

• Discuss what causes a reduction in motivation for Lean Six Sigma and share tips for how to engage even the most mature Lean Six Sigma leaders
• Sustainability: How do you avoid diminishing results resulting from fall back of commitment and energy?
• Is there framework for sustainable working practices?

Neil Bannerman
Director Business Transformation
Scottish Power Retail

3.40 Best Practices For Embedding A Lean Culture Across All Facets Of Your Business

Discussion and benchmarking points to include:

• Going beyond improvements in central organisation functions and rolling Lean out to supporting functions and external processes
• To what extent can and should you standardise your Lean Six Sigma programme across different
• European locations and in different organisational functions?
• Best practices in rolling Lean Six Sigma out to new departments – methods for building both central and local responsibility
• Looking at your end-to-end business: How connected is your value stream and what are the sticking blocks?

Leroy Burnett
Manager European Process Improvement Team
Kimberly Clark

Lean, Six Sigma And Process Improvement Integration: Coordinating And Standardising Your Corporate Global Approach To Process Excellence

Discussion and benchmarking points to include:

• Creating a holistic view of Process Improvement and getting your different initiatives lined up with the business
• Seamlessly integrating quality and operations in terms of delivery and business objectives
• Focusing on customer satisfaction: Ensuring you always provide a consistent service and business message to the customer
• Linking Lean and Six Sigma with Performance
• Management

Amanda Odblom
Director Six Sigma Integration, Six Sigma Integration Office
Volvo Cars

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