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!


Javier Almagro-Garcia

Head of Quality, Integration & Improvement

8:20 - 9:05 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


Martin Rowlson

Global Head of Process Excellence

9:05 - 9:35 Session hosted by UiPath

9:35 - 10:15 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


Stephanie Van Doorn

Global Lean Operations Director

10:15 - NaN:NaN The digital workforce as the future of process excellence

Rob Hughes, Senior Director, Automation Anywhere
“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


Rob Hughes

Senior Director
Automation Anywhere

10:45 - 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

11:15 - 12:30 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


Declan O’Keeffe

Head of Operational Excellence

Interactive Discussion Groups

11:15 - 12:30 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


Dudley Keiller

Chief Transformation Officer

Interactive Discussion Groups

11:15 - 12:30 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?


Anne Kristiansson

Director of Process Management

Interactive Discussion Groups

11:15 - 12:30 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


Richard Bowden

Head of Process & Change Management

Interactive Discussion Groups

11:15 - 12:30 IDG E: How to measure the performance of your process excellence practice: Quantification tools and measurements

  • 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?

Interactive Discussion Groups

11:15 - 12:30 IDG F: Collaborate internally to connect people, data and processes

Constantine Kokolis, Director, Strategic Customer Initiatives, Workiva An Lommers, Director, External Reporting & Compliance, ASML
  • 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


Constantine Kokolis

Director, Strategic Customer Initiatives

An Lommers

Director, External Reporting & Compliance

Interactive Discussion Groups

11:15 - 12:30 IDG G: Employ Business Process Management for process improvement to enhance the customer experience

Markus Hartbauer, Chief Solutions Architect, SER Group
  • Instantly bring your process models to life in your daily business
  • How agile BPM allows for spontaneous refinements without lengthy exception modeling
  • Connect internal and external staff with the same platform to benefit the business
  • How a scalable, content-enabled platform boosts digital workplaces


Markus Hartbauer

Chief Solutions Architect
SER Group

Interactive Discussion Groups

11:15 - 12:30 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


Koen De Wulf

Head of Technology Process Architecture

Interactive Discussion Groups

11:15 - 12:30 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


Øystein Vie

Head of Lean, Quality & Robotics

Interactive Discussion Groups

11:15 - 12:30 IDG J: The extent to which real-time technology can improve business processes

Gunnar Obst, Delivery Lead Platform Excellence, Zalando
  • 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


Gunnar Obst

Delivery Lead Platform Excellence

Interactive Discussion Groups

11:15 - 12:30 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


Virginia Andrade

Associate Director of Organisation Management and Development
EDP Distribution

Interactive Discussion Groups

11:15 - 12:30 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?


David Bennett

Head of Operational Excellence

12:30 - 13:30 Leaders Lunch

Innovation Management

13:30 - 14:05 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


Jarkko Pellikka

Head of Operations

Innovation Management

14:05 - 14:40 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


Alessandro Laureani

Head of Global Operations Processes & Systems

Innovation Management

14:40 - NaN:NaN Achieve process improvement through streamlining reporting with the Cloud

An Lommers, Director, External Reporting & Compliance, ASML
  • 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


An Lommers

Director, External Reporting & Compliance

Innovation Management

15:15 - 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


Claire Molby

Director, Global Process Management (BU Services)

Leadership & Collaboration

13:30 - 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


Tobias Oden

Vice President of Operational Excellence

Leadership & Collaboration

14:05 - 14:40 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?


James Horton

Lean Director
GE Healthcare

Leadership & Collaboration

14:40 - 15:15 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

15:15 - NaN:NaN Align processes with digital automation to truly achieve digital transformation and drive faster results

Luke Temple, Service Architect, Enterprise Collaboration Tools, AstraZeneca
  • Modern methods of process automation that can be applied across different business units
  • Empower teams to take control of processes relevant to them
  • Applicability and simplicity of tools to deliver faster results
  • Provide staff with low-code tools and let them build the processes
  • Demystify who can build and publish the processes


Luke Temple

Service Architect, Enterprise Collaboration Tools


13:30 - 14:05 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


Paul Nestor

Global Head of Continuous Improvement


14:05 - 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!


Michael Nicolai Kaae

Head of Process Excellence
Danske Bank


14:40 - 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


15:15 - 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


Søren Domdal Elstrøm

Senior Director, Lean & Efficiency
Arla Foods

Robotic Process Automation

13:30 - 14:05 Combine PEX and RPA to deliver game-changing transformation performance

Paul White, Head of Process Excellence Academy, UBS
  • Process excellence service catalogue and assessment criteria to uncover what you are looking out for in your processes
  • How to embed in front to back office process transformation to create digital process excellence opportunities
  • Process redesign in combination with robotics
  • Confluence of process excellence and robotics


Paul White

Head of Process Excellence Academy

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


Paul Ruggier

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

Robotic Process Automation

14:40 - 15:15 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

15:15 - 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


Martin Ruane

Programme and IT Director

15:45 - 16:15 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.

16:15 - 16:55 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


Petra de Ruiter

Head of Operations

Mattijs ten Brink

Chief Executive Officer

16:55 - 17:15 Networking Break

17:15 - 17:35 The role of continuous improvement and lean in the digital age: Adding business value to Toyota, Zara, Porsche and Danaher

Antonio Costa, Senior Partner, Kaizen Institute
  • Connect lean and Industry 4.0 to enrich end-to-end process improvement
  • How to develop a culture of lean transformation that will drive innovation
  • How to improve productivity by two digits year on year with a gemba approach

Antonio Costa

Senior Partner
Kaizen Institute

17:35 - 18:15 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


Robert Viegers

Country Director UK

18:15 - 18:20 Chair's Closing Remarks & Champagne Served

Javier Almagro-Garcia, Head of Quality, Integration & Improvement, Airbus


Javier Almagro-Garcia

Head of Quality, Integration & Improvement

18:20 - 18:30 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.

18:30 - 20:00 Ain't No Party Like a PEX Network Party

Grab a beer and unwind. You deserve it.