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Main Conference Day Two

8:30 - 9:00 Registration & Networking


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Javier Almagro-Garcia

Head of Quality, Integration & Improvement
Airbus

9:05 - 9:45 Scaling Tech in Fashion: An online fashion platform that scales rapidly while staying ahead of the game

Gunnar Obst, Delivery Lead Platform Excellence, Zalando
The CEO says…
"If the brands are connected to consumers, if offline and online is connected, an ecosystem can provide better consumer experiences. It just makes sense.” – Robert Gentz, Chief Executive Officer, Zalando

With a market capitalisation of more than €9bn, Zalando is the 10th biggest company on Germany’s Mdax index. Of Zalando’s 11,000+ employees, over 10% currently sit in technology (a growth of almost 150% in two years). Their ethos of “autonomy, mastery and purpose” proposes self-motivation and flexibility in the office. Innovation at Zalando is bred by self-reliant teams, permitting Zalando to move beyond retail towards a one-stop fashion platform connecting designers with customers.

  • Purpose, autonomy and mastery: Change your way of working by offering trust and promoting self-organisation across end-to-end value chains
  • Change technologies and infrastructure in our organisation to build up our fashion platform
  • How we grew from 700 to more than 1,600 technology employees in only 2 years
  • Objectives and Key Results (OKR) as a performance indicator for shared goals on a team and company level

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Gunnar Obst

Delivery Lead Platform Excellence
Zalando

9:45 - 10:25 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

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Paul White

Head of Process Excellence Academy
UBS
What the CEO says…
"We have had by far the highest growth rate in the industry this year, so we are very well positioned to have a very good ride for the long-term." – Kasper Rorsted, Chief Executive Officer, adidas

In a complex environment it is imperative that adidas provide collaboration and transparency to ensure sustainable quality in performance. This does not just sit with the front office and management however; senior executives are encouraged to proactively adopt the methodologies and lead an autonomous culture of continuous improvement that will provide long-term success. From a process standpoint continuous improvement efficiency and productivity are value-adds to the business’ performance.

  • 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
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Maritza Helfferich

Continuous Improvement SBC
adidas Group
We hope that you spent so much time networking on Day One that your head is a little sore this morning… I’m sorry, but it’s for your own good! Make your way to Health Corner to feast on some of the finest power foods and drinks around.

11:05 - NaN:NaN Networking Break & Reinvigoration Session



Each attendee has the opportunity to pre-select one 40 minute IDG. 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.

Interactive Discussion Groups

11:35 - 12:15 IDG M: Ensure process efficiency transcends throughout the organisation to guarantee scalability and competitiveness

Tove Hejbøl Lindquist, Director of Process Excellence, Copenhagen Airport
  • Balance standardisation with local responsibility
  • Continuous improvement training and lean management for leaders
  • Optimise processes to optimise your relationship with your customers
  • Measure the performance of your process success

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Tove Hejbøl Lindquist

Director of Process Excellence
Copenhagen Airport

Interactive Discussion Groups

11:35 - 12:15 IDG N: What metrics should you use to unearth performance levels and the impact of process excellence on the business

Gabor Heiszmann, Director, Business Intelligence, LEGO
  • Use metrics aligned to strategic initiatives to measure performance
  • Employ KPIs and analytics to improve business efficiency
  • How KPIs and management measures can increase performance and productivity

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Gabor Heiszmann

Director, Business Intelligence
LEGO

Interactive Discussion Groups

11:35 - 12:15 IDG O: Business Process Management in the process architecture

Isabella Ekman, Director, Business Process Management, AstraZeneca
  • Are traditional BPM approaches still enough in the extremely fast developing environment?
  • “Modern BPM and the need for speed
  • Set attention-catching objectives in your BPM strategy
  • Why there is a need to be more pragmatic

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Isabella Ekman

Director, Business Process Management
AstraZeneca

Interactive Discussion Groups

11:35 - 12:15 IDG P: Industry 4.0 technology as the ultimate tool for delivering higher quality products

Sebastian Antony, Head of Process Optimisation, Barclaycard
  • Identify the use of RPA alongside your traditional process efficiency techniques
  • Move away from traditional customer service models and towards predictive analytics and machine learning
  • Profile customers and incorporating the data into your processes
  • Behavioural indicators to match customers, which leads to better outcomes for all

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Sebastian Antony

Head of Process Optimisation
Barclaycard

Interactive Discussion Groups

11:35 - 12:15 IDG Q: Manage change in driving your business processes to foster world class innovation

Suranjan Ghosh, Director, Strategy Execution, Johnson Matthey
  • The influence of your customers to your process service and drive
  • Drive a cost conscious behaviour alongside people’s performance management
  • Manage the different angles of change management and implement them into your processes
  • Build a commercial mind-set at your organisation and make it tangible for operations
  • Breed commercial innovation

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Suranjan Ghosh

Director, Strategy Execution
Johnson Matthey

Interactive Discussion Groups

11:35 - 12:15 IDG R: Process Management as an enabler to reduce the number of projects and simplify their complexities

Kai Johansen, Director Operational Excellence, Glencore Nikkelverk
  • Align your operations with your regional strategy
  • Turn concept into practice by involving the necessary technology
  • Corroborate with business managers to gather a holistic view of the topic
  • Radically redesign topics where necessary to reduce the number of projects and enhance customer fulfilment

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Kai Johansen

Director Operational Excellence
Glencore Nikkelverk

Interactive Discussion Groups

11:35 - 12:15 IDG S: Change Management and continuous improvement as simultaneous elements in your equation

Wojtek Gajewski, Continuous Improvement Programme Manager, Refresco
  • Ensure people move through the change curve as quickly as possible
  • What you can learn from Change Management initiatives
  • Examples of when changes have not been adopted and if so were you able to get them back on track
  • How do you communicate CI changes within your organisation and how effective is this?

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Wojtek Gajewski

Continuous Improvement Programme Manager
Refresco

Interactive Discussion Groups

11:35 - 12:15 IDG T: Ensure that you lead a continuous improvement culture

Alina Carticioiu, Deputy Director HR Transformation & Continuous Improvement, Societe Generale
  • Continuous improvement procedures that will improve you as a leader
  • Create autonomous leaders within your own organisation
  • The case for change: Align continuous improvement initiatives with your strategic objectives

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Alina Carticioiu

Deputy Director HR Transformation & Continuous Improvement
Societe Generale

Interactive Discussion Groups

11:35 - 12:15 IDG U: Increased agility to meet user demands

  • How design thinking can be applied to process and system design
  • Take innovative measures to design process solutions that will get used inside the organisation
  • The capabilities needed to create solutions that will engage users

Interactive Discussion Groups

11:35 - 12:15 IDG V: Collaboration between Business Architecture, Operations and IT to align strategy with operational excellence

Wouter Peters, Chief Operating Officer, AEGON Asset Management
  • Substantiate your strategy with value and lay the foundations to deliver
  • Collaboration between architects, operations, data and IT to understand which capabilities to maximise
  • Capabilities needed excel: People, process, systems

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Wouter Peters

Chief Operating Officer
AEGON Asset Management

Interactive Discussion Groups

11:35 - 12:15 IDG W: Going back to basics: Lean Six Sigma in streamlining processes

Christian Vaupell Jensen, Group Director, Process Excellence, Dansk Supermarked Group
  • Ensure you are getting the basics right amidst the desire to play with new tools and technology
  • Keep people communicative in the front and back office
  • How can you get everyone’s buy in to change?
  • Align Lean Six Sigma with continuous improvement

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Christian Vaupell Jensen

Group Director, Process Excellence
Dansk Supermarked Group

Interactive Discussion Groups

11:35 - 12:15 IDG X: Transform data into solutions to improve your processes for that competitive edge

Olga Tchivikova, Director, Operations Strategy, Elsevier
  • Keep focus on the decision-maker in day-to day processes, delivering insights that are actionable
  • What setup is needed to support a data driven mind-set?
  • How do we make our data actionable?
  • How do we ensure actions have positive influence on key metrics?

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Olga Tchivikova

Director, Operations Strategy
Elsevier

12:15 - 12:55 Siemens’ Digital Factory division digitalises the whole value chain to support process flexibility and efficiency

Georg Arnswald, Head of Strategy & Business Excellence, Siemens
What the CEO says…
“Digitalisation is disruptive. Only those will stay competitive who understand its power, leverage its opportunities and become true digital enterprises.” – Jan Mrosik, Chief Executive Officer, Siemens Digital Factory

Digital Factory is a division of global technology powerhouse Siemens AG. The unit offers the market’s most comprehensive portfolio of seamlessly integrated automation hardware, software and technology-based services in order to support manufacturing companies worldwide in enhancing the flexibility and efficiency of their production processes and reducing the time to market of their products – without any compromise in quality and security.

The division’s “Digital Enterprise” portfolio smoothly connects major parts of the product and production lifecycle today, thus allowing manufacturing companies to streamline and digitalize their entire value chain from product and production design to production engineering, to real production and service. With MindSphere, Digital Factory also provides a sophisticated cloud-based, open operating system for the internet of Things, allowing customers to easily and instantly connect machines and physical infrastructure to the digital world. MindSphere allows harnessing big data from billions of intelligent devices, enabling companies to uncover transformational insights across their entire business.

When it comes to shaping the future of the industry, the Digital Factory division is a driving and trendsetting force, which joins with its partners worldwide in proven leading-edge technologies to increase productivity and protect a competitive edge.

Siemens’ Digital Factory division digitalises the whole value chain to support process flexibility and efficiency:

  • The continuous optimization of products and processes is crucial to secure competitiveness in the long term – digital enabled feedback loops significantly speed of optimization
  • Digitalisation is a unique opportunity to drive business performance and master the way towards Industrie 4.0 – digital twins of product and production are key enabler for increasing efficiency
  • Not only huge enterprises can benefit from digitalization but also small and medium companies
  • Digitalisation can be achieved step-by-step, depending on a company’s individual needs

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Georg Arnswald

Head of Strategy & Business Excellence
Siemens

12:55 - 14:00 Networking Lunch

Industry 4.0

A panel of exceptional speakers answer your questions on transformational pieces that are driving their business forward.

14:00 - NaN:NaN Panel Discussion: Past Attendees Only and YOU ASK THE QUESTIONS

Robert Viegers, Country Director UK, Amazon Martin Rowlson, Global Head of Process Excellence, Uber Gabor Heiszmann, Director, Business Intelligence, LEGO Gabor Heiszmann, Director, Business Intelligence, LEGO
  • What has been your greatest success or failure over the last 12 months?
  • What is the one thing that will drive your business to where it wants to be over the next 12 months?
  • What's your top tip for obtaining stakeholder buy-in?
  • How do you measure the performance of your process excellence strategy and garner a return on investment?

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Robert Viegers

Country Director UK
Amazon
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Martin Rowlson

Global Head of Process Excellence
Uber
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Gabor Heiszmann

Director, Business Intelligence
LEGO
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Gabor Heiszmann

Director, Business Intelligence
LEGO

Industry 4.0

14:35 - NaN:NaN Robotic Automation and outsourcing BPO to drive the digital agenda and standardise cross-geo processes

Pawel Wydrych, Operational Excellence Director, Carlsberg Group
  • Align global cultures and migrate processes through standardisation
  • Apply ways of working with BPO and ensure performance levels remain high
  • Master digitalisation and deployment plans in change management
  • Leverage RPA to improve customer satisfaction in a hyper-competitive industry

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Pawel Wydrych

Operational Excellence Director
Carlsberg Group

Industry 4.0

15:10 - NaN:NaN A strategy to activate a large operational community to take control in defining standards how to execute

Jan-Harmen Hietbrink, Head of Process Excellence Operations, TNT
  • Enterprise-wide communication to drive change: Setting the strategy and ensuring all levels adhere to your customer culture
  • Ensure employees understand their operational role to deliver a customer service aligned to your business strategy
  • Understanding your customers: The use of surveys, NPS and other tools that will provide you with the voice of the customer that you can apply to your services
  • Improve customer experience in practice

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Jan-Harmen Hietbrink

Head of Process Excellence Operations
TNT

Continuous Improvement

14:00 - NaN:NaN Driving and sustaining Sonae’s continuous improvement by developing staff and process while engaging leadership

Rui Mota, Head of Continuous Improvement, Sonae
  • Develop, coach and certify staff to promote the value of continuous improvement
  • People on the ground: Utilise Kaizen and the 5Ss to drive activity awareness and gather honest feedback from staff
  • The X-Matrix as the most successful tool for recognising leaders
  • Cascade the strategy throughout the organisation and ensure you follow it up to drive initiatives and select the projects with most opportunity
  • Breakthrough initiatives: Sustain the projects with the most value

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Rui Mota

Head of Continuous Improvement
Sonae

Continuous Improvement

14:35 - 15:10 Connect continuous improvement with innovation management by giving your employees a voice

Marc Rechsteiner, Senior Director Corporate Operational Excellence, Octapharma
  • Introduce a global innovation system to allow employees to bring forward ideas to improve the organisation
  • Utilise know-how from sites and process experts
  • Innovation management on daily practices and push forward ideas for products
  • Use internal forums, improvement boards and an IT system to gather ideas
  • Drive transparency, create awareness and give your employees a voice

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Marc Rechsteiner

Senior Director Corporate Operational Excellence
Octapharma

Continuous Improvement

15:10 - NaN:NaN Bringing continuous improvement and a lean culture into Global operations

Conor Kane, Head of Process Data Integration, Janssen R&D
  • Leadership training and follow-up: Don’t stop until you are asked for the right support
  • Empowerment to your internal customer: Ensure people realise they are in control
  • Tie leadership practices to continuous improvement: Use your people management as a concept to remove waste
  • Overcome internal regional differences by removing your one-size-fits all approach
  • Find areas of engagementy from your cultural change through scoring, customer surveys and NPS

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Conor Kane

Head of Process Data Integration
Janssen R&D

Change Management

14:00 - NaN:NaN Develop and maintain change management strategies through structure, process and culture

Daniel Abrantes, Head of Change Management Matrix, IKEA
  • Shift from a tool-driven culture to drive change to focusing on ROI change management
  • Change management architecture and integrating it into your activities, processes and ways of working rather than separately
  • Scalability and organizational complexities at IKEA: Incorporate work into larger, ongoing business development activities
  • Have group of change managers in processes to guarantee change management is installed
  • Battle decentralisation to ensure you can run central initiatives

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Daniel Abrantes

Head of Change Management Matrix
IKEA

Change Management

14:35 - NaN:NaN Deliver a management system to enhance performance for your commercial organisation in Europe

Xavier Fenard, Chief Process Officer, ArcelorMittal
  • Manage the group initiatives of driving the business through process management and change
  • Deliver as much transparency as possible to improve operations and performance
  • Drive a system for all processes that are customer-oriented in the core of the system
  • Drive the business and working habits thanks to the process approach and ensure pilots are driving no matter the silos
  • Obtain more involvement from management and push people to be more open to change and process minded

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Xavier Fenard

Chief Process Officer
ArcelorMittal

Change Management

15:10 - NaN:NaN Lead large-scale process excellence change in manufacturing

Paolo Fornaciari, Executive Director, Supply Chain & Operations, Ernst & Young
  • Align skillset, language and understanding of change management depending on the business unit you are working with
  • Utilise process design to make your business more efficient with digitalisation
  • The role of manufacturing in a broader supply chain excellence journey
  • The challenges faced in change management as you increase your maturity

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Paolo Fornaciari

Executive Director, Supply Chain & Operations
Ernst & Young
The attendees with the most frequent app engagement will win a major brand prize!

15:40 - NaN:NaN Networking Break



16:00 - 16:40 “Accelerating Think Forward”: How ING link customer journeys to internal processes across the global end-to-end value chain

Iassen Deenitchin, Head of Global Process Management, ING Group
What the CEO says…
“Since launching Think Forward in 2014, we have attracted over three million new customers, grown lending by around €56 billion and strengthened our capital. We did that by focusing on being clear and easy, anytime, anywhere, and empowering customers to stay a step ahead in life and in business.” – Ralph Hamers, Chief Executive Officer, ING Group

ING have started a path of convergence towards one digital banking platform. From 2016 to 2021 ING intend invest €800 million in their digital transformation, building a scalable platform to cater for continued commercial growth, an improved customer experience and a quicker delivery of new products. This would allow ING to continue their success in growing their client franchise and diversify their income. Through improved efficiency, the Accelerating Think Forward programme is expected to deliver approximately €900 million of annual cost savings by 2021.

  • Understand processes as end-to-end customer journeys and install this is a lean way of working to meet financial strategic demands
  • Process architecture and structures: How to make sure these are used homogeneously
  • Make sure your process framework cascades down to all people in the process
  • Measure your performance with internal and external customers: customer ease, end-to-end KPIs, customer touch points and global process dashboards
  • Deliver end-to-end processes and put the results into dashboards to ensure KPIs are captured correctly and used efficiently

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Iassen Deenitchin

Head of Global Process Management
ING Group

16:40 - 17:20 The role of people in the Business Management System: Deployment and how we need to adapt

Javier Almagro-Garcia, Head of Quality, Integration & Improvement, Airbus
What the CEO says…
“Even more disruptive for our industry is the advent of new business models enabled by digitalization.” – Dirk Hoke, Chief Executive Officer, Airbus Defence & Space

Airbus Defence & Space follow a consolidated, normative approach. Collaborative requirements and a process management approach incorporates employee feedback directly in their platform. They leverage corporate processes to the Group level to consolidate most of their processes, which enables them to avoid duplication. This strategic approach allows Airbus to concentrate on core processes – Manage Programmes, Develop, Fulfil and Support – in order to further align them with external requirements while keeping the required flexibility to tailor them to our diverse product portfolio.

  • Integrate departments to promote synergy and business processes to improve operations quality
  • Integrate while also managing what’s on top: The need for sustainability alongside continuous improvement
  • Provide employees a common base and use a common platform for process KPIs and dashboards
  • Working with customers who are not very modern: Create the right base line approach to be able to simplify and change
  • Digitalisation and digital platforms to provide additional customer service

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Javier Almagro-Garcia

Head of Quality, Integration & Improvement
Airbus

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Javier Almagro-Garcia

Head of Quality, Integration & Improvement
Airbus