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Main Conference Day One

7:30 - 8:00 Registration & Networking

8:00 - 8:10 Welcome to Process Excellence Europe

Europe's record breaking PEX event!


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Javier Almagro-Garcia

Head of Quality, Integration & Improvement
Airbus

8:15 - 8:55 How Uber are creating a more centralised global process excellence function and managing the cultural demands in a fast-paced environment

Martin Rowlson, Global Head of Process Excellence, Uber
The CEO Says…
"We have two turbines in our company: One is engineering, and the other is operations. And so our business people are on equal footing with our engineering and technology culture. Cars are moving because of what we do, so there's an imperative to go beyond just the technology." – Travis Kalanick, Chief Executive Officer, Uber

Uber may be an exciting unicorn, but they still value their people
Uber’s core principles include customer obsession, meritocracy and process resource optimisation. Uber has propelled to unprecedented heights in platform excellence yet still appreciate the importance of both internal and external customers. By moving away from a decentralised operational model towards a more standard process consistency approach, Uber are developing the people behind the processes to continue their exponential growth.

  • Move away from decentralisation to create a more standard model with more process consistency
  • Understand your enthusiastic and innovative culture and offer your staff structure and guidance
  • Thought leadership: Apply an agile Lean Six Sigma approach and utilize the common language at Uber
  • Apply the Voice of the Customer and use that information to gather data and insight, which will feed back into products, engineering and upgrades
  • Get products to market faster: Product improvement, manage defects, support efficiency and operational consistency as feeders for your products

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Martin Rowlson

Global Head of Process Excellence
Uber

8:55 - 9:25 Session hosted by UiPath



9:25 - 10:05 Focusing on Lean progression in supply chain operations at Nike in Europe

Stephanie Van Doorn, Global Lean Operations Director, Nike
The CEO Says…
“Sustainability at Nike means being laser-focused on evolving our business model to deliver profitable growth while leveraging the efficiencies of lean manufacturing and using the tools available to us to bring about positive change across our entire supply chain.” – Mark Parker, Chief Executive Officer, Nike

Powerhouse Nike leads the worldwide progression of lean across the supply chain
Over the last 7 years Nike have transformed their global lean practices to develop from ad hoc to supply chain-focused operations through an advanced matrix organisation. Now Nike have a very consumer-centric approach that aligns to a financial ethos of instant return on investment. This has been achieved by showing people how much more valuable their work is and communicating to leadership more consistently by linking process measurements back to their overarching business performance. Through a global proliferation and progression of lean across the supply chain Nike have better insight into sustainable performance.

  • Lean transformation at Nike: Replacing the ad hoc and focusing on manufacturing and supply chain operations
  • Redefining “lean” and creating a new way to measure lean maturity at Nike across the enterprise
  • How Nike is leading the global evolution of lean across the supply chain
  • Support and communication with leaders: Show strategic direction, return on investment and the commitment needed to excel
  • Master the consumer-centric focus by winning with results

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Stephanie Van Doorn

Global Lean Operations Director
Nike

10:05 - NaN:NaN The digital workforce as the future of process excellence

“Things should be made as simple as possible, but not any simpler.” Albert Einstein

  • To what extent can digitalisation transform traditional functions and unleash opportunities for value creation?
  • How digitalisation is changing your employees, their processes and ways of working
  • The key disruptions to look out for and how to manage them
  • How OPEX leaders need to position themselves for the digital future


10:35 - NaN:NaN Networking Break - What do Mr. & Mrs. PEX Look Like to you?

Throughout the day a Graphic Illustrator will create your ideal Mr. and Mrs. PEX that you can size yourself up against!

Each attendee has the opportunity to pre-select two 30 minute IDGs. This gives you the opportunity to sit side-by-side with your peers for intimate discussions on the most pressing of topics to you and your business. Each attendee will be involved in the discussion – from our experience you are sure to benefit most by ensuring you share and interact in this “closed-door” environment.

Interactive Discussion Groups

11:05 - 12:10 IDG A: Agile ways of working: Overcome challenges of introducing or developing the agile approach

Declan O’Keeffe, Head of Operational Excellence, Allianz
  • Make sense of agile as a different approach to working
  • The challenge of removing middle managers to promote autonomy in your organisation
  • Reinvigorate your program by adding new features
  • Technical agility: The need for and how to change from an organizational perspective

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Declan O’Keeffe

Head of Operational Excellence
Allianz

Interactive Discussion Groups

11:05 - 12:10 IDG B: Transform operations to deliver strategic change

Dudley Keiller, Chief Transformation Officer, ACTIAM
  • Define your customer-centric change initiative and ensure process governance
  • How to gather momentum in a process excellence transformation
  • Who needs managing and how to best do this?
  • Condense complexity and synchronise processes

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Dudley Keiller

Chief Transformation Officer
ACTIAM

Interactive Discussion Groups

11:05 - 12:10 IDG C: End-to-end processes that can better enable transformation initiatives

Anne Kristiansson, Director of Process Management, Volvo
  • Major organisational changes needed to reach your transformation goal
  • People, process and technology: Align and optimise
  • What processes need simplifying to create a more seamless customer journey?
  • What are the key tools and processes your staff needs to employ and how can you ensure their maximisation?

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Anne Kristiansson

Director of Process Management
Volvo

Interactive Discussion Groups

11:05 - 12:10 IDG D: Getting the basics right: Using Lean Sigma and BPM alongside FinTech, Agile and Robotics

Richard Bowden, Head of Process & Change Management, Santander
  • What changes for process improvement as technology leaps forward and system implementation speeds increase?
  • How do front and back office staff react to these changes and how do we keep them engaged/supportive?
  • Where do we organise and rank traditional process improvement techniques against straight-through and robotics?
  • Ideas for how to align lean six sigma, continuous improvement and system development

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Richard Bowden

Head of Process & Change Management
Santander

Interactive Discussion Groups

11:05 - 12:10 IDG E: How to measure the performance of your process excellence practice: Quantification tools and measurements

Emily Viarnaud, Head of Transformation, SSE Telecoms
  • How to quantify cultural development in your organisation to show tangible value of change
  • Tools and technology to measure performance
  • How does your transformation correlate to strategic objectives
  • What is more important, the financial bottom line or the development of your internal customers?

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Emily Viarnaud

Head of Transformation
SSE Telecoms

Interactive Discussion Groups

11:05 - 12:10 IDG F: Collaborate internally to obtain engagement from senior leaders upfront

  • Why collaboration with other business units allows you to engage stakeholders upfront
  • Key pain points and the impact on your change program
  • Address stakeholders with issues that impact other business units as well
  • Get different stakeholders to work together

Interactive Discussion Groups

11:05 - 12:10 IDG G: Employ Business Process Management for process improvement to enhance the customer experience

Markus Hartbauer, Chief Solutions Architect, SER Group
  • Build out work flows across sectors
  • Process improvements with BPM consultants where automation makes sense
  • Quantify functionality and action user takeaway
  • Automation for increased user transparency: Access to workflow and data
  • Ensure processes are consistent and adhere to customer standards

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Markus Hartbauer

Chief Solutions Architect
SER Group

Interactive Discussion Groups

11:05 - 12:10 IDG H: Process and business architecture as a contributor to excellence and growth

Koen De Wulf, Head of Technology Process Architecture, Proximus
  • Translate business targets and objectives into process evolutions and key system requirements
  • Design process architecture for major projects and product launches
  • Initiate and drive business process improvement initiatives
  • Where will the change value come from and how to establish the foundations

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Koen De Wulf

Head of Technology Process Architecture
Proximus

Interactive Discussion Groups

11:05 - 12:10 IDG I: How quality lean management can save resources

Øystein Vie, Head of Lean, Quality & Robotics, DNB
  • Ensure increased productivity and performance through stringent KPIs and management measures from the front office up
  • Cut customer resources and reduce issues for increased customer value and satisfaction
  • Streamline and simplify operations to deliver a better result
  • Train managers to guarantee lean understanding and safeguard continuous improvement

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Øystein Vie

Head of Lean, Quality & Robotics
DNB

Interactive Discussion Groups

11:05 - 12:10 IDG J: The extent to which real-time technology can improve business processes

  • What can you get from your data to improve processes?
  • Enable artificial intelligence in detection process
  • Gather real-time visibility on ongoing processes
  • Visualise process performance and identify inefficiencies

Interactive Discussion Groups

11:05 - 12:10 IDG K: Use digitalisation as a weapon to stay competitive

Virginia Andrade, Associate Director of Organisation Management and Development, EDP Distribution
  • What do you mean by digital? Develop a definition across the organisation
  • Bridge the gap between concept and execution in the digital age
  • Create a dynamic culture based on digital innovation

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Virginia Andrade

Associate Director of Organisation Management and Development
EDP Distribution

Interactive Discussion Groups

11:05 - 12:10 IDG L: RPA in PEX: Bridge the gap between process excellence and digital PEX

David Bennett, Head of Operational Excellence, AXA
  • Look at the process efficiency first
  • Process-IT relationship for agile development
  • Process mapping, technical expertise and people as equal components of the algorithm
  • Is a matrix management system needed?

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David Bennett

Head of Operational Excellence
AXA

12:10 - NaN:NaN Leaders Lunch



Innovation Management

13:10 - 13:45 Process excellence in innovation management, business opportunity development and commercialisation

Jarkko Pellikka, Head of Operations, Nokia
  • What are the key challenges on business opportunity development and commercialisation
  • How to use process excellence principles to effectively bring new ideas to market
  • Strategic decision-making in business opportunity development and commercialisation in a high-tech industry
  • Case example from the global high-tech industry

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Jarkko Pellikka

Head of Operations
Nokia

Innovation Management

13:45 - 14:20 Customer journey mapping and intrinsic process improvement to increase customer satisfaction and value

Alessandro Laureani, Head of Global Operations Processes & Systems, Google
  • End-to-end process mapping for greater visibility on the customer journey
  • Analyse top 2-3 customer complaint/dissatisfaction areas and minimise their occurrence by looking at the journey from the customer perspective
  • Streamline customer journeys and end-to-end process re-engineering
  • Show your staff how it works from the customer perspective, and ensure your departments are customer-centric and collaborative

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Alessandro Laureani

Head of Global Operations Processes & Systems
Google

Innovation Management

14:20 - NaN:NaN Achieve process improvement through streamlining reporting with the Cloud

  • Get accurate insights from your data anytime, anywhere to accelerate the decision-making process
  • Use a single source of truth in the Cloud to maintain control and good data governance
  • Streamline reporting by real-time collaboration on a single, live version of your document

Innovation Management

14:55 - NaN:NaN Manage change to drive your global business processes and embrace local innovation

Claire Molby, Director, Global Process Management (BU Services), Vestas
  • Harness customer requirements to lead service process innovation
  • Create a cost conscious behaviour with an end-to-end view of process change impact
  • Embrace local differences and break down the “my region is unique” barriers
  • Consciously implement change management through business processes – operationalise strategy
  • Develop a commercially innovative mind-set into the operational side of the business

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Claire Molby

Director, Global Process Management (BU Services)
Vestas

Leadership & Collaboration

13:10 - NaN:NaN Change stakeholder behaviours by ensuring they proactively use the tools you are giving them

Tobias Oden, Vice President of Operational Excellence, E.ON
  • Drive capabilities during major restructures
  • The importance of keeping leaders on board and what kind of support to look for
  • Make it clear what you expect from the stakeholders in terms of engagement and changing behaviours
  • Show business value to your stakeholders
  • Create a powerful joint plan with the stakeholders

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Tobias Oden

Vice President of Operational Excellence
E.ON

Leadership & Collaboration

13:45 - 14:20 GE Brilliant Factories: Drive lean six sigma to the next level of improved business performance

James Horton, Lean Director, GE Healthcare
  • How to move an enterprise to a higher level of performance
  • Building on from a robust foundation of lean six sigma with enhanced technologies
  • Attainment and sustainability of a lean six sigma culture: An impossible dream or reality?

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James Horton

Lean Director
GE Healthcare

Leadership & Collaboration

14:20 - 14:55 Business transformation to offer a smarter way to negotiate the balance between strategy and execution

  • Make transparent management decisions within your business every day to reduce risk
  • Empower your compliance efforts throughout your business
  • Obtain a holistic view of your business’ operations and make real value from the insights gained
  • Transparently document your business processes, identify opportunities for improvement, and implement changes simply, quickly and easily
  • BPM to drive value-based decision management by empowering leaders to implement change and take advantage of transformation opportunities

Leadership & Collaboration

14:55 - NaN:NaN How Veolia and Apa Nova plan to compete with a courageous business process reengineering project encompassing the organisational architecture

Cristian Matei, Global Head for Quality & Continuous Improvement, Veolia Group
  • The burning platform and how to deal with crisis management while transforming problems into opportunities
  • How to reengineer the entire organisational architecture while shaping the leadership needed for 21st century challenges
  • How to design the continuous improvement management process for continuously exceeding all stakeholders’ expectations while creating the self-sharpening organisation

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Cristian Matei

Global Head for Quality & Continuous Improvement
Veolia Group

Lean

13:10 - 13:45 Transition from an early lean, OpEx stage to a version 2.0 by going deeper into your processes

Paul Nestor, Global Head of Continuous Improvement, DAMCO
  • Push training and structural changes into lean thinking
  • Roll-out a more mature strategy deeper into your organisational processes and operating model
  • Drive value in the eyes of the customer through structured investigation that will change the eyes of business rather than just process
  • Overcome end-to-end consequences of your actions: Keep quality high and drive more standardisation and clarity in process design
  • Constantly check your Voice of the Customer and Net Promoter Score and develop bespoke solutions for your customers

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Paul Nestor

Global Head of Continuous Improvement
DAMCO

Lean

13:45 - NaN:NaN How Danske Bank is improving performance and the customer journey through end-to-end process optimisation and lean management

Michael Nicolai Kaae, Head of Process Excellence, Danske Bank
  • Group Process Development at Danske Bank and how we work with processes and customer journeys
  • Why end-to-end lean and customer experience projects are hot in Danske Bank and how we organised ourselves around this
  • Case studies with a focus on challenges, solutions and results
  • What next!

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Michael Nicolai Kaae

Head of Process Excellence
Danske Bank

Lean

14:20 - NaN:NaN Use process mining to make your business more efficient

  • Analyse and visualise every process in your company to reveal weaknesses and make processes more transparent, faster, and cost-effective
  • Real-time process mapping and visualisation for enhanced transparency across your value chain
  • Find vulnerabilities in your process flow and create target solutions that will save time and money

Lean

14:55 - NaN:NaN Lean transformation for global change

Søren Domdal Elstrøm, Senior Director, Lean & Efficiency, Arla Foods
  • Embedding Lean best practices within bespoke process excellence methodologies
  • Transformation methodologies; Team by Team and Value Stream Optimisation
  • How to choose the appropriate PEX methodology dependent on the business problem and transformation objective
  • A case study demonstrating significant business results achieved from deployment

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Søren Domdal Elstrøm

Senior Director, Lean & Efficiency
Arla Foods

Robotic Process Automation

13:10 - NaN:NaN Automation and Digitalisation as the fastest route to laying successful foundations for process excellence

Sebastian Antony, Head of Process Optimisation, Barclaycard
  • Embrace process excellence by setting yourself up with automation and digitalisation
  • Automation and digitalisation as a quicker route to establishing the foundation for excellence
  • Digital interfacing with customers and making life simpler for the front office
  • Optimise senior management engagement in your project

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Sebastian Antony

Head of Process Optimisation
Barclaycard

Robotic Process Automation

14:05 - 14:35 Deploying RPA globally to help achieve Generali’s €1.5 Billion savings objectives by 2018

Paul Ruggier, Global Head of OPEX & Automation (RPA, AI), Assicurazioni Generali
  • Generali’s Centre of Excellence to help enable its global business units to operationalise RPA in order to select the right processes, scale programmes, manage partners and establish group principles and methodologies
  • Learn how Generali is integrating and leveraging the same approach as its Lean Six Sigma Program and using its ≈250 ‘Belts’ who have delivered >€60 million cumulative benefits within three years to help ensure RPA is applied to optimised rather than to broken processes
  • Use RPA as a gateway to other advanced automation technologies e.g. AI and cognitive/machine learning
  • Appreciate common mistakes and how to avoid them
  • The next steps in Generali’s global RPA program

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Paul Ruggier

Global Head of OPEX & Automation (RPA, AI)
Assicurazioni Generali

Robotic Process Automation

14:20 - 14:55 How Smart Automation empowers enterprise operations to digitize

  • Why operations teams at data-intensive organizations need to become leaner, more productive and agile
  • How Smart Process Automation (SPA) combined with robotic process automation (RPA), AI powered cognitive automation and workforce analytics can automate high volume business processes
  • Ensure Chat Bots respond to customer queries and execute tasks by integrating with SPA
  • Automate workforce orchestration and crowd sourced worker sourcing

Robotic Process Automation

14:55 - NaN:NaN ENGIE’s award-winning RPA programme: Innovation and early success in applying RPA across business units

Martin Ruane, Programme and IT Director, Engie
  • Reach programme maturity and move towards the development of a robotics centre of excellence
  • Designing standard processes that can be industrialised across the organisation
  • Identify RPA business cases and build an opportunity pipeline
  • Educate key stakeholders across departments to gain RPA acceptance
  • Combat the challenges of systems selection, process redesign and re-organisation

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Martin Ruane

Programme and IT Director
Engie

15:25 - 15:55 Power Insight Session

Don’t miss this engaging session where participants have 5 minutes each to share insight, ideas and pitches on a new OPEX technology, way of working or innovative idea to the entire delegation, using the most imaginative means possible – video, audio, technology, audience participation and props.

15:55 - 16:15 Networking Break

16:15 - 16:55 Establish and drive your business process vision while improving the quality and maturity of your process framework – standardisation and lean management

David Sebel, Head of Process Management, Philips Lighting
The CEO Says…
“I strongly believe that processes are the key to sustainable performance... and will move us towards excellence.” – Eric Rondolat, Chief Executive Officer, Philips Lighting

Philips Lighting understands that Process standardization and IT rationalization are key enablers to achieve sustainable excellence and drive customer satisfaction. So when they became a stand-alone company in early 2016, they set up a BPM practice with a small core team of business process owners as governance board, to drive the BPM vision, strategy and global deployment of the Process Framework and Quality System.

In the following year they changed their BPM tooling to (QPR), reduced the number and complexity of existing diagrams by 70%, globally published 75% of the process framework, and register about 70,000 page visits on their quality system portal per month. With the Quality System now as a single source of reference, and the Process Framework as a basis for continuous improvement, real benefits are achieved, driving customer satisfaction and improving overall performance.

The journey towards a process thinking organization!
  • The importance of your leadership and vision
  • Embed process management with your quality system and drive your quality system as the single source of reference
  • Be greater together; the interaction between Business Process owners, BPM specialists, Quality Managers, Lean Experts and IT Business Analysts
  • Combine Process standardization with IT rationalization: Mapping IT architecture with Processes in the same tool

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David Sebel

Head of Process Management
Philips Lighting

16:55 - 17:40 What makes Amazon.com so special?

Robert Viegers, Country Director UK, Amazon
The CEO says…
“The great thing about fact-based decisions is that they overrule the hierarchy.” – Jeff Bezos, Chief Executive Officer, Amazon

By innovating on behalf of their customers, Amazon.com has become one of the most customer centric companies in the world, offering a wealth of services. All these businesses have added strong revenue growth over the last couple of years. Amazon is driving an unprecedented customer-centricity across the world through all parts of the business. Reasons for this include its monumental targets for growth and its ability to meet that through an innovative culture that features only the best of the best employees.

Amazon’s 14 Leadership Principles
Customer Obsession, Ownership, Invent and Simplify, Be Right A Lot, Learn and Be Curious, Hire and Develop the Best, Insist on the Highest Standards, Think Big, Bias for Action, Frugality, Earn Trust, Dive Deep, Have Backbone; Disagree and Commit, Deliver Results.

  • Amazon’s strategy to become the world´s most customer centric company
  • The fact that all Amazonians are a tad peculiar… and are the best of the best in what they do
  • Amazonians are truly customer obsessed: They think long term and innovate on behalf of customers; and with a high bias for action, they implement incredibly fast
  • Amazon’s decision-making process is data driven, document based and unique
  • An Amazonian lives and breathes the 14 Leadership principles and Amazon’s recruitment is based on these principles to raise the bar to continuously improve the quality of leadership
  • The 14 Leadership principles ensure that Amazon’s management culture stays the same, despite enormous growth

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Robert Viegers

Country Director UK
Amazon

17:40 - 18:20 How Transavia make low cost feel good through data, lean efficiency and leadership that encourages employee empowerment

Petra de Ruiter, Head of Operations, Transavia Mattijs ten Brink, Chief Executive Officer, Transavia
The CEO Says…
“We are working on our change story every single day. We are developing a customer-focused culture and utilising the ability to quickly and successfully implement customer oriented change. Within operations, continuous improvement will reduce cost and deliver greater customer value.” Mattijs ten Brink, Chief Executive Officer, Transavia

About Transavia’s way of working
Transavia’s way of working they have the needed capabilities to evaluate and reflect, but also predict disruptions and prepare scenarios accordingly. By continuously assessing risks we can use this knowledge in our decision-making, which are predominantly made on the work floor by employees, who are feeling empowered and participate in working groups if fundamental changes need to be made. Transavia is one of the few who have turned themselves from a traditional airline into a low cost airline, but with one caveat... an airline that make low cost feel good.

  • How data is used as a game changer at Transavia: Ensure everyone has access to the information and data needed to make decisions on a daily basis
  • Ensure that when a structural problem is detected, a lean team will analyse it and implement solutions almost immediately
  • How a facilitating style of leadership minimises the formal hierarchy and increases employee participation and empowerment
  • Become a very attractive employer in a competitive market
  • Formulate the direction and express the vision while ensuring your road to get there is just as important as the final destination

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Petra de Ruiter

Head of Operations
Transavia
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Mattijs ten Brink

Chief Executive Officer
Transavia

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Javier Almagro-Garcia

Head of Quality, Integration & Improvement
Airbus

18:30 - 18:40 PEX Awards Shortlist Announcement

The coveted and esteemed Global PEX Awards’ are in Europe for the first time ever! In 2017 the PEX Network will announce the finalists for January’s award show in Orlando.

18:40 - 20:40 Ain't No Party Like a PEX Network Party

Grab a beer and unwind. You deserve it.