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Business Excellence Focus Day

8:00 - NaN:NaN Registration & Networking

Workshop A

8:30 - 10:15 Spark: A tailored lean program transforming the BBC culture through innovation and efficiency

Adrian Ruth, Director, Lean Transformation & Sustainability, BBC Gemma Tomkinson, Manager Business Transformation, BBC
The BBC was given a tough saving target of 26%, which made it critical to increase efficiency. Spark – formerly known as the Efficiency Services Team – was initiated as one of the contributors to prepare the BBC for a digital future. A lean approach was implemented to boost the efficiency of a creative media environment:

  • Engage the younger generation amidst standout competition by offering new product features
  • Deliver value in a innovative environment: Adapt to change and give local teams the initiative to drive it forward
  • Running a pilot initiative – Lean for Leaders – to identify and tackle the gaps in employee knowledge of lean
  • Spark for Sponsors: Create a common language with business leaders and ensure they understand the change
  • Consultants and internal staff: The need to understand the BBC culture and experience running programs to drive change and maturity

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Adrian Ruth

Director, Lean Transformation & Sustainability
BBC
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Gemma Tomkinson

Manager Business Transformation
BBC

Workshop B

8:30 - 10:15 Drive a collaborative operational excellence programme with a case study from a rapidly-growing e-commerce giant

Matthias Schrepfer, Senior IT Process and Project Manager - Continuous Improvement, Zalando
In a world that is increasingly dictated by digital developments and consumer progression, it is obviously imperative to collaborate. Often operations and IT have the same strategic goal – product delivery, product quality, time-to-market, innovation or platform excellence for example – yet completely different worlds of process:

  • Drive your OpEx program through effective continuous improvement
  • Grow your team by focusing only on methodology and leading the project itself by allowing business teams to run smaller projects themselves
  • Manage tensions in the business in a fast-changing environment
  • Overcome complexities to streamline end-to-end processes
  • The benefits of breaking huge projects down into bite-size pieces

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Matthias Schrepfer

Senior IT Process and Project Manager - Continuous Improvement
Zalando
  • The benefit of a bottom-up approach to building capabilities to manage processes rather than a centralised initiative
  • Sustainability: Apply behavioural and process management without central support at every level in the organisation
  • Engage business leaders and prove your projects worth to win over business champions who will become major advocates of the project
  • How we moved process NPS from -11 to +77, dropped attrition rates by more than 50% and reduced cycle time on processes for the benefit of both internal and external customers

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Richard Forster

Head of Operational Excellence
Yorkshire Building Society
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Ruth Harvey

Lead Operational Excellence Consultant
Yorkshire Building Society
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Nicola Ashton

Director of Business Improvement
Neon Partnerships

10:15 - 10:35 Networking Break

Workshop D

10:35 - 12:20 Drive people not process to institutionalise lean

Brent Wong, Corporate Director, Lean Enterprise, Belden Brent Wong, Corporate Director, Lean Enterprise, Belden
  • The Operations guy should be the Lean guy. It’s what we do.
  • Input – Transformation – Output: The high-level view
  • Creatures of habit: People as the unquantifiable denominator to process execution and showing your staff how change is good for them
  • Institutionalisation of lean: Drive a continuous improvement mind-set and get your people to be better regardless of individual drivers
  • Operational process improvement: Process mapping and driving collaboration

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Brent Wong

Corporate Director, Lean Enterprise
Belden
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Brent Wong

Corporate Director, Lean Enterprise
Belden

Workshop E

10:35 - 12:20 Driving Continuous Improvement at adidas for sustainable growth

Jithesh Ramachandran, Continuous Improvement SBC, adidas Group – Reebok Maritza Helfferich, Continuous Improvement SBC, adidas Group
  • Enable the organisation to reengineer core processes by identifying, exposing and addressing the wastes in these processes
  • Manage scalability and simplify complexities to ensure continuous quality in performance
  • Cross-function collaboration: Set platforms and facilitate workshops for improving role clarity and transparency, thus improving effectiveness of cross functional interactions
  • Ensure senior executives are proactively adopting continuous improvement methodologies themselves
  • Lead an autonomous continuous improvement culture that will provide long-term success

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Jithesh Ramachandran

Continuous Improvement SBC
adidas Group – Reebok

Maritza Helfferich

Continuous Improvement SBC
adidas Group

Workshop F

10:35 - 12:20 Develop a culture of continuous improvement in a global company

Ian Bergman, Head of Global Process Improvement, Zehnder Group
  • Cultural differences across Europe, Turkey, North America and China
  • Getting things done: Support from Senior Management vs. Local Management
  • “Smile”: Our lean approach for continuous improvement: Moving away from Kaizen to allow more agility and quick response manufacturing
  • Lean vs. Automation: Automation as a hindrance to flexibility and change

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Ian Bergman

Head of Global Process Improvement
Zehnder Group

12:20 - 13:05 Networking Lunch

Workshop G

13:05 - 14:50 Develop a culture of technology excellence and process improvement to reduce waste and ensure consistent product quality

Paul Rudd, Director Global Operational Excellence, Catalent
  • Technology culture as a tool to introduce new products, reduce waste and cut costs, before reinvesting your resources
  • Ensure your lean culture and way of working transcends from the shop floor to senior leaders
  • Change the leadership culture and ensure all business units, including supply chain and quality collaborate effectively
  • Measure your performance through standard quality metrics on the shop floor
  • Catalent’s 2020 Performance Strategy: Improve your customer experience, quality of products and increase your capacity to see what the customer needs are

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Paul Rudd

Director Global Operational Excellence
Catalent

Workshop H

13:05 - 14:50 The process digital transformation journey: A case study of Order to Cash from a multinational company

Massimiliano Delsante, Chief Executive Officer, myInvenio - a Cognitive company
  • Automated Process Discovery: Monitoring and continuous improvement
  • Identify the automation level and compliance
  • Analyse process performance and costs by identifying areas for improvement

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Massimiliano Delsante

Chief Executive Officer
myInvenio - a Cognitive company

Workshop I

15:50 - 17:35 Optimise Lean Six Sigma while embracing new technologies for business improvement

  • Why you should be prepared to deploy Lean Six Sigma in the near future in varying regions
  • Challenge the status quo and overcome resistance to change in order to drive performance improvement
  • The need to align Lean Six Sigma with your continuous improvement program

14:50 - 17:15 Site Visit - Shell or Johnson & Johnson

Delegates have the choice to visit either the Shell Technology Centre Amsterdam or the J&J, Janssen Biologics Leiden

Each site tour includes a presentation, carousel of hands-on technologies and Q&A led by site managers and policy deployment experts.