08.00 Registration & Coffee
08.30 Chairman’s Opening Address
08.40 Implementing A Successful Re-Engineering Infrastructure To Increase Efficiency
Key success factors to implementing a culture of Re-engineering in a large and complex organisation.
- Establishing a re-engineering team in an organisation with low appetite for investment risk, by demonstrating quick wins and raising awareness
- Understanding core principles for applying Lean/Six Sigma: what works and what doesn’t work
- Training and awareness: how to grow your virtual team
Example: achieving savings with vendors and productivity by consolidating technology delivery across multiple functions; managing the politics and using quick wins to gain buy-in.
Sofie Blakstad
Head of Re-engineering O&T EMEA
Citi
09.20 Transforming Your Organisation And Aligning Processes To Better Serve Your Customers
British Gas has a clear objective not to be beaten for Customer Service and is well underway to achieving its high level goals while delivering increased customer satisfaction, cost optimisation and revenue growth today.
In this session, Cem will talk you through the steps British Gas have taken to reach their goals including:
- How to create a company wide focus on customer driven process re-engineering
- Adjusting KPI’s to reflect customer and commercial imperatives
- Importance of understanding the true end-to-end picture for customer retention
- Process re-engineering using a blank sheet of paper: Ignoring existing processes for a truly innovative transformation
- Active management of stakeholders at all levels to ensure engagement throughout
- Enabling consistency of customer experience through use of innovative technology
Cem Miralay
Head of Customer and Business Process
British Gas
10.00 Aligning Process Excellence With Organisational Strategy For Advanced Success
- Achieving buy in by delivering results without forcing business lines and territories
- Linking short term goals with long term strategies to build awareness and increase productivity
- Moving away from individual project based work in order to align Process Excellence with the overall organisational strategy
- Communicating the strategy to create a common understanding and execution throughout the organisation
Emmanuel Decroix
Corporate Investment Banking (CIB) Global Lean Six Sigma Director
BNP Paribas
and Fernando Navarro
UK CIB Process Excellence Leader
BNP Paribas
10.45 Coffee & Networking In Solutions Hall
CONTENT TRACKS: Remember, you’re free to switch between tracks. There will be a 5 minute break between sessions to give you plenty of time to move rooms.
- Track 1
- Track 2
- Track 3
- Track 4
EARLY DEPLOYMENTS AND PROGRAMMES
11.15 Technology 101
- Where do you start?
- Understanding the must have tools to drive your process excellence programme
- Discover the best ways to prove the
- ROI of you improvement programme
This session is open to sponsorship. To platform your technology solutions please contact Stephen Swarray or Crispin Glover at +44(0)207 368 9500 or sponsorship@iqpc.co.uk
12.00 Panel Discussion: Managing And Planning For The Key Milestones In Your Lean/Six Sigma Journey
- Lessons learnt and hurdles to overcome when rolling out a successful Lean/Six Sigma programme
- Forming a step-by-step guide to managing the key stages of the programme
- Profitability, performance and the customer: Measuring and communicating both the hard and soft benefits of the programme to the business in order to build engagement
- Using customised training for the organization and all project participants to create a sustainable continuous improvement culture across the business
Paul Irish
Operational Excellence Manager
RSA
14.00 Session Open For Sponsorship
If you have a thought leading client case study or think you have the solution the Process Excellence Summit attendees are looking for then limited session sponsorship is still available.
Call Stephen Swarray or Crispin Glover on +44(0207) 368 9500 or email sponsorship@iqpc.co.uk
MID LIFE DEPLOYMENT AND PROGRAMMES
11.15 “If You Always Do What You Always Did, You’ll Always Get What You Always Got” – Breaking The Mould To Tackle Process And Information Quality Improvement Head On
Information is a product of processes, and therefore to achieve total quality it is necessary to tackle both information and process improvement simultaneously. Sharing a case study from their journey to create a 2020 strategy for data management and continuous improvement, RWE npower will share:
- Discover the tools and techniques used to initiate and sustain a strategic focus on data management and continuous improvement
- Enabling total quality though developing an integrated data and process methodology
- How to start a company wide cultural shift to ensure continuous improvement
David Montgomery
Head of Data Management & Continuous Improvement
RWE npower
Gary Adams
Data & CI Capability Manager
RWE npower
12.00 Change In The NHS: Spreading Transformation By Creating A Culture Of Improvement
- The role of the innovation and improvement team in driving change in the NHS
- Increasing capacity by using Lean and Six Sigma
- How to create a culture of change
- Strategies for expanding local programmes nationally
Bernard Crump
CEO
NHS Institute for Innovation and Improvement
14.00 Sustaining Change: The Chicken Or The Egg?
There are many types of continuous improvement adopted by different organisations and industries. Finding the one that will work for you is the version that will compliment with your culture:
- Learn how process shapes behaviour:
- Using this principle to change the way your people think and their approach to achieve sustainable improvements
- Discover how your people will react to new concepts and how they and their managers need your support in adopting a whole new approach to their work
- Gain insight into some tools and techniques used to implement and manage process improvement in the workplace
June Jones
Supply Chain Change Manager
Argos
ESTABLISHED AND ADVANCED PROGRAMMES
11.15 From The Project To The Culture: Small Steps Leading To A Giant Leap
How to get results through Process Focus Management.
- Making the transition from a project to a culture of continuous improvement and the positives that has on your organisation
- How to ensure your process improvement project gets results
- Creating visibility and engagement by communicating process ownership
Sebastian Fleisman
Quality and Process Improvement Leader
Repsol YPF
12.00 Business Process Management: A key enabler for sustaining the 21st century headwinds
This session will concentrate on the most productive ways of modelling for success by integrating your BPM efforts with Lean and Six Sigma techniques. Learn how end-to-end process management can be harnessed for business benefits. This experiential case study focuses on how a Utilities Major enhances BPM to identify levers for continuous improvements, streamline processes and address growing service expectations.
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Steve Nunnington Manager, Customer Operations XOSERVE |
Nikhil Daxini BPM Practice Partner Wipro Consulting Services |
14.00 Business Improvement And BPM - The Right To Co-Exist
What should Business Improvement really do for you?.
- How to design and implement the integration between BPM and Lean
- Six Sigma in order to achieve faster and cheaper improvement projects
- Leading by example - the design of business improvement processes to successfully overcome challenges such as building and managing the right project portfolio
- Unlocking the human potential by delivering world class Business
- Improvement training
- Looking forward to the next steps of integration, the challenges that will arise and how to overcome them
Cristian Matei
MBB
Alstom Power
14.45 Engagement: It’s All About “What’s In It For ME”
It is imperative that you engage with all levels of the organisation to anchor an improvement culture and mindset. But how is this achieved when different levels of the workforce have different motivational levers?
In this session, learn the methods employed by Maersk Line to successfully generate engagement at all levels.
- Quick wins – Whetting the appetite for further projects
- Training requirements at all levels to create an environment for change
- Benefit realisation – how does it vary at different levels
- Fine tuning and taking engagement to the next level to sustain the results
Peter Ryan Fernandes
Process Improvement Manager
Maersk Line
TECHNOLOGY & IMPROVEMENT TOOL RAPID DEVELOPMENT INSIGHTS
11.15 Manage Your Improvement Projects With Quality Companion By Minitab®
Discover how you can organise your improvement projects, monitor the progress of team efforts, track your entire Lean Six Sigma program, and report on your success using Quality Companion - Now featuring Value Stream Mapping.
The best thing since Minitab® just got leaner – Quality Companion by Minitab
Isaac Newton
Technical Training Specialist
Minitab Ltd
DUPLICATE!
11.15 Manage Your Improvement Projects With Quality Companion By Minitab®
Discover how you can organise your improvement projects, monitor the progress of team efforts, track your entire Lean Six Sigma program, and report on your success using Quality Companion - Now featuring Value Stream Mapping.
The best thing since Minitab® just got leaner – Quality Companion by Minitab
Isaac Newton
Technical Training Specialist
Minitab Ltd
14.00 We Are Currently Sourcing Solution Providers To Demonstrate The Following Solutions In These 40 Minutes Showcase Opportunities
- BPM & Re- Engineering
- BI
- Simulation Tools
- Project Tracking
- Lean Workflow Management
- Training & Blended Learning Solutions
- PLM
Please contact Stephen Swarray for more information. +44 207 368 9500
14.00 We Are Currently Sourcing Solution Providers To Demonstrate The Following Solutions In These 40 Minutes Showcase Opportunities
- BPM & Re- Engineering
- BI
- Simulation Tools
- Project Tracking
- Lean Workflow Management
- Training & Blended Learning Solutions
- PLM
Please contact Stephen Swarray for more information. +44 207 368 9500
15.30 Coffee & Networking In Solutions Hall
16.00 Business Transformation Roundtable Discussions
This is your chance to delve deeper into the practicalities of organisation deployment. How do I lay the foundations? How does Process Excellence work in practice? How do I transfer improvement knowledge into other organisational departments? What are the business specifics I need to take into account to deliver a successful improvement programme.
- Financial Services
- Public Sector
- Pharma
- Utilities
- Manufacturing
- Oil and Gas
- Retail
- Transport
17.00 Chairman’s Close Of Day Address And Summit Prize Draws
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"The energy level here has been absolutely fantastic, the quality of conversation I've been having, both at workshop, on stage, has been terrific, it's been a real pleasure to be a part of it." - Jim Lawless, Taming Tigers
"Always valuable to attend, I always learn something" - Adrian Dunn, BP
"Best Process Improvement event I have attended so far" - Ammar Mohammed, Bechtel Co. Ltd
"Overall very knowledgeable. Very valuable, good high level summary of real life process excellence" - Niall Dunne, Schering Plough
"Has given quality input & allowed for practice sharing in a very good way, Triggers ideas to test out when coming back to the office" - Jon Kummen, Telenor
"Good combination of theoretical background and new developments, supplemented with inspirational practical cases" - Lars Bryldt Christensen, Post Danmark A/S
