Dear Colleague...                                                                   ...

    Previous Attendees
    A sample of 2009 attendees included representatives from:

Monday 26th April 2010: Summit Day 1

                                      10.00 – 13....

    Monday 26th April 2010: Summit Day 1


Tuesday 27th April 2010: Summit Day 2
7.45 Registration & Coffee
8.35 Chairman’s openin...

    Tuesday 27th April 2010: Summit Day 2 Continued
    EARLY DEPLOYMENTS AND          ...

Tuesday 27th April 2010: Summit Day 2 Continued
15.05 – 15.45                          ...

    Wednesday 28th April 2010: Summit Day 3
    08.00 Registration & Coffee
    08.30 C...

Wednesday 28th April 2010: Summit Day 3 Continued
12.00 – 12.40                        ...

 Wednesday 28th April 2010: Summit Day 3 Continued
 EARLY DEPLOYMENTS AND              ...
Thursday 29th April 2010: Summit Day 4

                                         9.00 – ...
Thursday 29th April 2010: Summit Day 4 Continued
2010 Sponsors, Exhibitors and Partners
Associate Sponsor             Through its Process...
11th Annual Process Excellence Summit Brochure
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11th Annual Process Excellence Summit Brochure


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The completed agenda to the 11th Annual Process Excellence Summit, taking place 26-29th April 2010 at the Chelsea Football Club, London UK.

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11th Annual Process Excellence Summit Brochure

  1. 1. NEW DECADE • NEW ECONOMY • NEW LOOK SUMMIT Register and pay before 29th January 2010 to save up to £1449 “Those that will come out of recession first will be those who act like they can.” Find out what else the 2010 Keynote Speaker has to say: René Carayol, Former Board 26th – 29th April 2010 | Chelsea Football Club, London Member and Senior Executive, Pepsi, IPC Media, M&S, Inland Revenue Leaning and Leading: Driving transformation in a recovering market for enhanced customer experience and rapid growth opportunities Spend up to four intensive days at the most Uncover the secrets for sustainable crucial Process Excellence event of the decade improvement with the insight of the to prepare yourself for the upturn. The time is strong Summit speaker faculty: 42 now for: FEATURED KEYNOTES Inciting quality and operational excellence Paul Coby, CIO & Head of BA Services, improvement projects that preserve and British Airways improve profit margins and aid recovery Sofie Blakstad, Head of Re-engineering O&T Developing internal talent to guarantee EMEA, Citi enhanced performance to your Process Excellence programme from 2010 onwards Bill Black, Group SVP Operational and Quality Excellence, ABB Building a customer focused culture to boost customer confidence and drive your Thom Keehan, Business Transformation and organisation onward and upward Integration Leader, GE Money Bank Delivering substantial improvements using Tony Gattuso, Vice President for LSS Business basic techniques such as Lean for rapid Transformation for Developing Markets, Xerox company-wide buy-in for Process Excellence Cem Miralay, Head of Customer & Business Sustaining and evolving improvement to Process, British Gas enable long-term cost reduction in conjunction with innovation as we move into the upturn Gain the recognition your team deserves: Apply for a Process Excellence Award today (see page 13 for more details) Associate Sponsor Lead Technology Sponsor Track Sponsors Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email:
  2. 2. Dear Colleague... Schedule of Events Welcome to the 11th Annual Process Excellence Summit! Monday 26th April: TRAINING WORKSHOPS, SITE VISIT & FOCUS DAY Is that a light at the end of the tunnel? Well it certainly seems that you’ve almost made it through the worst economic downturn in history. Having spoken to a number of you over the Tuesday 27th April: KEYNOTE PRESENTATIONS AND past 3 months I know how hard you’ve been working over the past 12 months. Just surviving PROGRAMME MATURITY TRACKS the past year is an achievement in itself but we all know the real challenge starts now. INCLUDING 15.00-18.00 DECISION MAKERS EXCHANGE Now is your chance to step into the spotlight and to show your organisation just how influential Process Excellence can be in driving growth and retaining margins. In order to do Wednesday 28th April: KEYNOTE PRESENTATIONS, that you’re going to need the latest tools and techniques, as well as the skills to develop PROGRAMME MATURITY TRACKS internal talent, engage senior managers and develop a culture of continuous improvement. AND INDUSTRY ROUNDTABLES Thursday 29th April: TRAINING WORKSHOPS And this is exactly what this re-invigorated Summit is about… Whether you are the overall budget holder for Process Excellence initiatives looking for strong ROI opportunities in 2010, new to Process Excellence looking for insights into those ‘quick wins’ or a seasoned master black belt looking for the latest innovative techniques, the Summit will provide you with the next steps for success. This brochure is filled with detailed information on the great sessions you can be part of, but before you turn over, I’d like to highlight the top 4 (I couldn’t contain myself to just 3!) reasons 2010 Process Excellence why the Process Excellence Summit is the place for you to be on 26th – 29th April 2010 Awards: Call for Entries Do you have a successful Process Excellence Programme or Project? 1 Brand New Process Improvement Visionary Council: A first for the Process Excellence Summit – Leading visionaries take to the stage together to Do you want industry recognition for the success answer your questions on the future of Process Excellence. Representatives you’ve achieved? from the original Process Excellence organisations will provide insight into the Do you want the world to know about your success? role of Process Excellence in transforming business and excelling in the economic upturn. If you answered YES to any of the above, then entering the Process Excellence Awards is a must! Further Evolved Tailor Made Agendas: With streams dedicated to different 2 evo Visit for full info and maturities of deployment, you can attend sessions that will feature case studies make sure you get your entry in by 19th February 2010. and discussions from organisations facing the same problems you are. And remember there’s nothing stopping you skipping between streams if your remit covers multiple content areas. Get the most up-to-date Summit updates, speaker insights and FurBesr evolved Value for Money: Your work is all about doing more with less, the t Ever discount information through: 3 and I’m giving you the chance to kill two birds with one stone. Not only are you going to spend up to 4 days learning ways to directly cut costs in your business, I’m giving you a huge early bird discount (save up to £1449 when booking before 29th January) to make this as accessible as possible when budgets are tight. Plus, join our social media groups online: Linked In group: IQPC Process Excellence Further ’s Only Process Excellence Awards: I know that you have achieved a Europe evolved 4 huge amount during difficult times, and you deserve recognition. While the Process Excellence Awards may only have one winner announced at the spectacular gala dinner, all the finalists receive feedback from our esteemed judges, and it’s a great boost for team morale. Six Sigma and PE Group: 11th Annual Process Excellence Summit Now have a look through the brochure to see what else the Summit has to offer, and all the way through don’t forget to book early to receive the lowest possible rate. Many of your competitors “Best Process Improvement event I and related companies have already made the most of these so make sure you do too! have attended” Bechtel Co. Ltd As ever, my team and I are always on hand, so please call us today to discuss any questions that you may have and to register your place. Call: +44 (0)207 368 9300 Email: “Good combination of theoretical background and new developments, I look forward to seeing you in April. supplemented with inspirational P.S – To download presentations from the 2009 Summit click here: practical cases” Post Danmark A/S Sarah Johnson, Summit Director downloads.php Six Sigma and Process Excellence IQ 2 Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email:
  3. 3. Previous Attendees A sample of 2009 attendees included representatives from: Allianz Cornhill Insurance Plc. London Borough of Croydon Bacardi & Company London Borough of Hammersmith & Fulham Bank of Scotland Corporate Lonza Biologics Plc. Barclays Bank Lufthansa Bechtel Millipore Betfair Ltd. National Australia Bank Britannia Building Society Network Rail British Telecom NHS London Cable & Wireless Nokia Services Carphone Warehouse Novelis Uk Ltd. Citibank International PLC Oxfordshire County Council Deutsche Bank Reuters Enfield Council RS Components UK GlaxoSmithKline ScottishPower Hampshire Constabulary Sun Chemical HM Prison Service Telefonica Honeywell Telenor ING Direct T-Mobile UK Ltd. Lloyds Banking Group Plc Virgin Media Lloyds Register Vodafone A sample of 2008 attendees included representatives from: ABN AMRO Bank NV F Hoffmann La Roche Ltd. Alpha Bank Finansbank A.S. Alstom Power HSBC Bank Plc American Express Maersk Bentley Motors Ltd. Nationwide Building Society Bristol City Council Norwich Union Life British Energy Group Plc. Pfizer Ireland Pharmaceuticals British Gas Services Qatar Telecom BSkyB Royal Bank of Scotland Capital One Research Shell International ConocoPhillips Norge AS Siemens Industrial Turbomachinery Ltd DnB NOR ASA Starwood Hotels & Resorts Worldwide Inc. DWP Transport for London E.ON UK Plc. Whirlpool Europe 3 Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email:
  4. 4. Monday 26th April 2010: Summit Day 1 10.00 – 13.00 MORNING TRAINING WORKSHOPS – SELECT ONE A) Establishing a Lean Office in your organisation B) Beyond Operational Excellence: Structured Innovation Innovation: The New Burning Platform! In this workshop you will learn Lean principles and how to apply them Understanding the Different Types of Innovation step by step in an office environment. You'll experience first hand how The Kirton Adaptation-Innovation Assessment Lean reduces waste, improves operational efficiency and increases Developing Your Company’s Innovation Roadmap managerial efficiency. Building an Innovation Scorecard The Relationship Between Innovation and Other Initiatives The workshop will cover the entire process of creating a Lean office: Getting Started: Rapid Innovation Projects Initial Engagement and Scoping to ensure focus on Improvement Effective Change Management in order to bring everyone on the journey Greg Kinsey, European Managing Director, BMGI The tools and processes needed for a successful integration How to Sustain the efficiencies after handing the project back to the operational team Aligning the process to organisational strategy to plan for the future Peter Evans, Director of Quality, Virgin Media 13.00 – 14.00 Lunch and Networking 14.00 – 17.00 AFTERNOON TRAINING WORKSHOPS – SELECT ONE C) Steering out of the Recession: Applying Lean & Six Sigma D) Beyond Lean Six Sigma For Everyday Operational Excellence What is best practice and learning as organisations already proficient in In this workshop Catalyst will build on their Kai Sigma approach to Lean evolve to the next stage? Process Excellence, designed to accelerate improvement and results. Kai Sigma provides both a systematic and pragmatic way for people and How can we develop our corporate agenda to move our people and organisations to improve performance, reduce waste and unnecessary processes? costs, increase competitiveness and manage ongoing operations. Where is the best place to begin the journey? Participants will learn: How to use Lean to cut waste and boost efficiency in processes and Who should be the leaders and practitioners? Six Sigma to build better customer service, increase quality and reduce variation. Which techniques and tools are these leading organisations deploying? Practical ways to get Lean and Six Sigma to work together in the same framework Learn the why and how of harnessing the people, processes and Which tools are being used most often in everyday projects technology under a progressive approach going beyond Lean Six Sigma. How to use on-line resources when more advanced tools are needed How to use a workshop based approach to accelerate the different Discover the pragmatic customer centric approaches in use within the stages of the DMAIC process worlds leading 21st century organisations (as featured in Steve Towers’ How to use a change model to overcome resistance and get buy in new book). How to leverage the Define and Control stages of DMAIC for ongoing operational measurement “You will never think of process in the same way again” FREE copy of "Lean Six Sigma for Dummies" for all Steve Towers, CEO and Founder, BP Group attendees! (co-authored by the presenters) John Morgan, Director, Catalyst Consulting Martin Brenig-Jones, Director, Catalyst Consulting “Great guys! I got really inspired!” “I look forward to learning more!” Attendee to Catalyst’s last IQPC workshop, October 2009 Attendee to Steve’s last IQPC workshop, September 2009 Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email: 4
  5. 5. Monday 26th April 2010: Summit Day 1 10.00 – 17.00 SHEPHERD NEAME BREWERY SITE VISIT In mid 2008, Shepherd Neame, Britain’s oldest brewery (est’d 1698), embarked on a transformation program that capped 3 years of plant and systems investment. This program meant Board-level changes in leadership, a roll-out of SAP across the business, installation of a state-of-art bottling line, management re-structuring and new processes, objectives, measures all founded on lean and six sigma principles…and all inside a 12 month period. The results have been striking and this site visit will look at the key elements of this journey. You may also get the opportunity to taste some of their world class beers too! 10.00 – Meet in venue lobby, transport provided to Site 11.30 – Arrive at site 11.45 – Host welcome and Introductions, presentation 13.00 – Networking Lunch 14.00 – Tour of site and opportunity to meet process owners and project leaders with Q&A session 15.30 – Depart site 17.00 – Arrive back at venue 10.00 – 18.00 FOCUS DAY COMMON APPROACH, UNCOMMON RESULTS – LEAN CASE STUDIES ON MAKING CHANGE STICK Presented by: 10.00 – 10.30 13.00 - 14.00 Introduction to the day and “Which hat are you wearing?” Lunch and Networking Richard has advised many companies including Toyota, Sara Lee, Nestlé and 14.00 – 16.00 SAP on their approach to supporting process excellence both from a software Carphone Warehouse – “Making Change stick on the shop floor” and methodology perspective. In his “Which hat are you wearing?” After twenty years of very rapid growth, Carphone Warehouse is now arguably presentation, Richard looks at the expectations and requirements of four faced with a saturated market. They have to transform the business to stay at different process improvement groups; namely business, risk/compliance, IT the top of an extremely competitive market. The challenge they face has been and external consultants/SI’s. Richard will describe the approach being taken described as “helping a teenage company grow up”. Find out how best by leading companies to join-up the endeavours of these different practice business processes and standard operating procedures are being stakeholders in a common approach to process excellence. deployed across 800+stores, how adoption is being ensured, and the role of Richard Parker, EVP Nimbus , Performance Management. “Carphone runs at 100 mph” - hear how they 10.30 – 13.00 achieved a rapid return on investment and their plans for the future. Extreme Lean – A Lean Journey in perspective! Cisco – “Driving Value from Standardisation” This workshop will provide practical insight into the key elements and pitfalls Striving for standardization will always be a journey; this presentation is about: of a Lean Journey in a Sales & Marketing environment. The methods explored The people and places along the road that help make it work are already embedded in Toyota Motor Europe Lean Operations Office. Yr will Choosing the right destinations explain how to: Travel tips to make your journey better, faster and cheaper Focus improvement initiatives where they will have the biggest impact Regula Krueger, Manager Operations, Cisco Systems against key business priorities Achieve greater adoption of Lean thinking through an effective and 16.00 - 17.30 structured approach to Lean - looking at 3 key focus areas Question and Answer Panel 1) Strategic Focus 2) Project Focus and 3) Kaizen Platform Your opportunity to ask questions of the panel which will include the day’s Use Lean methods to achieve strong company commitment to promoting a speakers. culture of continuous process improvement, such as PDCA, A3 thinking, 17.30 – 18.00 Kaizen and Toyota Way Closing remarks Embed sustainable process and performance improvements in all A short summary of the day and details of the following day’s presentations operational areas with a simple software approach Richard Parker, EVP Nimbus , Energise change through continual communication and adoption of Process Improvement “Excellent presentation, solid Yr Gunnarsdottir, VP Lean Operations, Nimbus background and clarity.” Attendee to Nimbus’ last IQPC workshop, October 2009 18.00 EVENING DRINKS RECEPTION AND NETWORKING 5 Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email:
  6. 6. Tuesday 27th April 2010: Summit Day 2 7.45 Registration & Coffee 8.35 Chairman’s opening address 8.45 Quality, Operational Excellence, Customer Confidence and Profit – Can we really have it all? Even during the deepest economic downturn in recent years, it is possible to achieve great things through engaging the hearts and minds of great people. In this session Bill will outline the key measures to drive Quality & Operational Excellence improvement projects to help preserve margins and boost customer confidence. Bill Black, Group Senior Vice President – Quality & Operational Excellence, ABB 9.30 KEYNOTE: Extraordinary times call for extraordinary leadership Lead your organisation into the future! Make no mistake about it, extraordinary times demand extraordinary leadership and we find ourselves in rapidly changing trading conditions. Only leadership can provide the vision and strategy on the frontline to embrace the opportunities that these changes present, whilst simultaneously ensuring that all the available quality process improvement measures are being implemented behind the scenes to guarantee the right things are delivered to exacting plans and exacting budgets. René Carayol specialises in leadership and culture, drawing from his experiences as a senior executive and board member of some of the biggest British and American organisations; from Pepsi (UK) and Marks & Spencer to IPC Media and the Inland Revenue. He is the best selling author of the leadership and culture bible, “Corporate Voodoo”, a regular television and radio broadcaster for the BBC and a Visiting Professor at Cass Business School. His time at Pepsi saw him lead teams which had Six Sigma at the heart of everything they did and René has gone on to advise a number of organisations where Six Sigma has been central to their change programmes, including BP IBM and René has , worked closely with some of the world’s greatest leaders; from Bill Clinton and the last Soviet President Mikhail Gorbachev to the seventh Secretary-General of the United Nations Kofi Annan and former US Secretary of State Colin Powell. Rene Carayol, Senior Executive & former Board Member for Pepsi, Marks & Spencer, IPC Media & The Inland Revenue 10.15 Continually driving cost out and doing more with less: Your guide to effective and sustainable cost cutting in a tightened economy As commercial economies and public sector budgets contract there is increased pressure for organizations to drive efficiencies and lower their overall costs of operation. Whilst there are countless strategies and methods to reduce cost many tend to be knee-jerk reactions to market conditions; lacking in analysis and are often poorly planned and executed. The outcomes can be hit and miss; some may have benefits that are short lived while others may do more harm in eroding market share through lack of customer focus than actually reducing cost. No matter what approach you take, a well developed plan is required for the cost reduction activity to provide significant net gain for the organization. This session will delve deep into the 5 critical elements for truly effective cost reduction strategies: • Aligning reduction efforts to support company strategy and urgency: • Ensuring that cost reduction activity does not adversely affect the overall Strategies for immediate survival, business as usual or establishing business: Avoiding risking negative impact on market share competitive advantage • Executing reduction efforts in a feasible and pragmatic fashion • Identifying the greatest areas of opportunity to reduce cost relative to the • Sustaining the reductions realized post cost reduction initiative effort and investment required Mark George, MD, Process & Innovation Performance Group Accenture & Client 11.15 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. EARLY DEPLOYMENTS AND MID LIFE DEPLOYMENT AND ESTABLISHED AND ADVANCED TECHNOLOGY & IMPROVEMENT PROGRAMMES PROGRAMMES PROGRAMMES TOOL RAPID DEVELOPMENT SPONSORED BY: SPONSORED BY: INSIGHTS 11.45 – 12.25 11.45 – 12.25 11.45 – 12.25 11.45 – 12.25 Driving business improvement at Lean Plus: Moving from tactical Progressive Transformation; We are currently sourcing Shepherd Neame - Britain’s Lean events to Sustainable Everywhere, everyday, everyone. solution providers to Oldest Brewery Process Improvement Programmes based upon improvement demonstrate the following In mid 2008, Shepherd Neame Your first lean improvement events will projects usually generate significant solutions in these 40 minutes embarked on a transformation. This have provided quick wins. The next ROI, but this has never been enough logical step for ensuring long-term on its own to transform the long-term showcase opportunities programme meant board-level changes, a roll-out of SAP and , continuous improvement is to embed the performance of an organisation. In this BPM & Re- Engineering installation of a state-of-art bottling principles in all parts of your enterprise. session Jan and Jane will outline their BI line. New processes, objectives and The methodology to revolutionise how approach for going far beyond problem Simulation Tools measures, all founded on Lean and Six you can sustain your gains and achieve a solving programmes towards Project Tracking Sigma principles, were also introduced. paradigm shift to move exponential continually optimising the whole Lean Workflow Management The results have been striking and in through your Lean/continuous organisation, from everyday processes Training & Blended Learning Solutions this session, Tom will look at the key improvement implementation will be to strategic projects and innovation. PLM elements of this journey, focusing in presented and will include: Drawing on their insights from over 25 the operational areas of production, Extending Lean principles across years experience, and the latest Please contact Stephen Swarray packaging and distribution. the entire value stream to increase knowledge of natural systems for more information. Leading business improvement in a efficiency and drive growth principles, to vastly increase the impact +44 207 368 9500 traditional company How to keep the Continuous of effective methods and tools, taking Developing a learning culture to Improvement culture thriving when them far beyond short-term financial support improvement initiatives bringing in new businesses payback into enduring personal and Rolling out new measures and Involving the customer and organisational transformation. The objectives suppliers directly with the planning session will be illustrated by examples Using Six Sigma to drive plant and implementing of the your from different kinds of organisations, performance projects to increase velocity and and supported by their newly- Deploying Lean and Six Sigma engagement published book, “Working with the methods without confusing your Embedding Strategic outlook into Grain” which will be available at the workforce Process Improvement projects in conference. Tom Falcon, Director of order to successfully plan for the future Jan Gillett, Deputy Chairman and Production and Distribution, Karen E. Darrow, UK TLCS Jane Seddon, Chairman, PMI, and Shepherd Neame Brewery Operations & Lean+ Manager, client Boeing Defence UK Limited. Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email: 6
  7. 7. Tuesday 27th April 2010: Summit Day 2 Continued EARLY DEPLOYMENTS AND MID LIFE DEPLOYMENT AND ESTABLISHED AND ADVANCED TECHNOLOGY & IMPROVEMENT PROGRAMMES PROGRAMMES PROGRAMMES TOOL RAPID DEVELOPMENT SPONSORED BY: SPONSORED BY: INSIGHTS 12.30 – 13.10 12.30 – 13.10 12.30 – 13.10 12.30 – 13.10 Process Change - big bang or “Learning to See” - Applying 12 years of Six Sigma and still “Operational Excellence – step-by-step? Lean thinking to administrative getting results – how to ensure signalsfromnoise – get the plane Recognising the best ways to map process improvement longevity of Six Sigma benefits facts” processes, the tools and This manufacturing company Using statistics to diagnose problems How process, not necessarily methodologies completed a very successful lean and identify savings for advanced documentation or people, and Maintaining traction and momentum programme across manufacturing and processes signalsfromnoise® can contribute in order to deliver real value, sound supply chain. The results were Overcoming the obstacles to sustainable achievement in ROI and improved client service astounding – tripling of UK associated with the evolution of Operational Excellence Ensuring the right people own the manufacture capacity, major client Lean Six Sigma over the past decade The benefits of providing categorical processes stock replenishment cycle reduced Using statistics in chemical and evidence of where an initiative/ Leveraging the knowledge across from 110 days to 5 days. So they commercial areas to diagnose project/programme/ investment is the business were surprised and disappointed when problems delivering sustainable improvement Peter Kirby, Head of their efforts to “Lean the office” Marcel Kranenburg, Business How capturing this evidence can Solutions Development floundered. In this presentation you’ll Process Improvement Leader, SABIC enable organisations to share best Transformation and System hear how they eventually overcame Innovative Plastics practice Services, Kleinwort Benson the process improvement adoption How responding to key issues is challenge and the administrative crucial in terms of reduced cycle times processes improvements they have The benefits of engaging everyone now achieved. involved in the operation, Eddie McDermott, Operations managers, operational staff and Director, New Balance analysts in making improvements. Richard Parker, EVP Nimbus , How to divert staff from mundane report generation and sifting to investigating improvement actions Lightfoot Solutions 13.10 LUNCH & NETWORKING IN SOLUTIONS HALL 14.20 – 15.00 14.20 – 15.00 14.20 – 15.00 14.20 – 15.00 Ensuring your change sticks Creating a customer-focused Avoiding the 7 year Itch – How to We are currently sourcing through effective knowledge culture keep Process Excellence flowing solution providers to management Culture plays an important role in the across a global organisation demonstrate the following This session is a small organisation’s success or failure of any customer after 7 years solutions in these 40 minutes guide to undertaking continuous experience initiative. With individual Starwood Hotels & Resorts is one of showcase opportunities companies having completely different the leading hospitality companies in the improvement and ensuring the changes BPM & Re- Engineering corporate culture, there is not one simple world, and has used Six Sigma for you implement are sustained through BI answer to success within the realm of more than 7 years. Their Europe, Africa effective knowledge management. & Middle East Division (EAME) has Simulation Tools customer experience. There are several Creating a team and infrastructure key areas which must be taken into delivered thousands of projects to date Project Tracking to deliver and support sustainable consideration before an organisation can and transferred over 2000 best Lean Workflow Management change even begin to think about changing one’s practices. Not only on cost reductions, Training & Blended Learning Solutions Enabling quick impact assessment culture and building a more customer Starwood prides itself on its Customer PLM of change initiatives, effective focused organisation. This session will Excellence programme and revenue discuss key areas to consider when generating projects. Six Sigma has Please contact Stephen Swarray deployment and involvement and deciding whether to adopt a true become the way they do business. In for more information. engagement of all stakeholders customer focused culture, and the this Session discover the keys to +44 207 368 9500 Instilling a methodology for supporting engagement and results that this can bring. Starwood’s success. involvement of your most valuable How do you know if you have a How Lean can work alongside Six customer-focused culture? Sigma to improve efficiency resource What level of customer focus is Using customer metrics to build a Adopting an approach to continuous appropriate? successful customer loyalty improvement that has been How do you build a customer- programme effectively deployed in the public focused organisation? Training senior managers the basic sector What is the leader’s role in a culture methodologies to gain their Phillip Roberts, Head of transformation? sponsorship of improvement Business Improvement, What are the key steps in changing to programmes General Medical Council a more customer-focused culture? Taking local best practice global to Considerations for change – strategy, ensure standardised improvements structure, process, metrics, and people Looking to the future – what’s next Measuring loyalty – What happens for Starwood? beyond NPS? Nina Oakes, Regional Director Scott Hermanson, of Six Sigma & Operational Commercial Innovation, Starwood Hotels Excellence Leader, Corning and Resorts 7 Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email:
  8. 8. Tuesday 27th April 2010: Summit Day 2 Continued 15.05 – 15.45 15.05 – 15.45 15.05 – 15.45 15.00 – 18.15 What a difference a year makes Tailoring a customer dialogue as Whistleblower: The Truth about Decision Makers Exchange – using Process Excellence to an essential way to improve Outsourcing Exclusively for the primary budget move from potential losses to customer service processes Evaluate the pros and cons of holders or member of decision profitability Applying various types of customer outsourcing in the current making units. Pre-qualification ‘In the business, by the business, feedback to identify key deficits and environment necessary, including confirmation of for the business’ – how to ensure their root causes Assess the benefits of higher ROI decision making power from C-Suite engagement throughout Establishing a hierarchical process but at what cost? management. Enabling quick decisions and quick of creating and applying customer Debate what the future holds for 15.00 turnarounds needed to ensure feedback to the stakeholders outsourcing Welcome and Presentation: success How to use the communication of Session Facilitator to be Process Excellence for Gaining CEO support in order to individual process insights to announced Decision Makers implement large scale customers for reducing Where is the ROI for Process improvements uncertainties, eliminating errors and Excellence now? Using Process Excellence results as avoiding failures. Are quick wins really possible? a KPI to increase performance from Joachim Majus, Head What investments are essential? the workforce Professional Project What is a realistic budget for your Gerard Poolman, Head of Management and Business organisation size? Process Excellence, APM Design, Deutsche Telecom Terminals 15.45 Speed Networking and 15.45 COFFEE & NETWORKING IN SOLUTIONS HALL informal Networking 16.15 – 17.15 16.15 Process Improvement Visionary Council: The leading visionaries in Process Excellence answer your Process Improvement questions Visionary Council In an original format this European first PI Visionary Council provides reflection on the role of Process Excellence in See session information in main transforming business and moving into the economic upturn: programme How can Process Excellence evolve to meet the challenges of tomorrow? How can Process Excellence be used to drive growth and customer experience in addition to cost cutting? 17.15 What does the recent recession mean for the future of Process Excellence? Coffee and Relocation Interview hosted by 17.30 Rene Carayol, Senior Executive & former Board Member for Pepsi, Marks & Spencer, IPC Media & The Private audience with Rene Inland Revenue Carayol Exclusive access to this leading Confirmed Panellists: visionary Thom Keehan, Business Transformation and Integration Leader, GE Money Bank Tony Gatusso, Vice President for LSS Business Transformation for our Developing Markets, Xerox 18.15 Champagne reception 17.20 Aligning business process and technology in the new BA organisation Achieving over 50% reduction in the cost of BA's IT operations How the Web is revolutionising customer and employee enabled systems How to ensure improvements during a time of recession Paul Coby, CIO and Head of BA Services, British Airways 18.00 Chairman’s close of day address 18.15 – 18.45 DRINKS RECEPTION 20.00 11TH ANNUAL PROCESS EXCELLENCE AWARDS AND GALA DINNER Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email: 8
  9. 9. Wednesday 28th April 2010: Summit Day 3 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, Global CIB Process Excellence Leader, 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. EARLY DEPLOYMENTS AND MID LIFE DEPLOYMENT AND ESTABLISHED AND ADVANCED TECHNOLOGY & IMPROVEMENT PROGRAMMES PROGRAMMES PROGRAMMES TOOL RAPID DEVELOPMENT INSIGHTS 11.15 – 11.55 11.15 – 11.55 11.15 – 11.55 11.15 – 12.40 Technology 101 “if you always do what you From the project to the culture: Manage your Improvement Where do you start? always did, you’ll always get small steps leading to a giant projects with Quality Companion Understanding the must have tools what you always got” – Breaking leap by Minitab® to drive your process excellence the mould to tackle process and How to get results through Process Discover how you can organise your programme information quality improvement Focus Management improvement projects, monitor the head on Discover the best ways to prove the Information is a product of processes, Making the transition from a project progress of team efforts, track your ROI of you improvement and therefore to achieve total quality it is to a culture of continuous entire Lean Six Sigma program, and programme necessary to tackle both information and improvement and the positives that report on your success using Quality This session is open to sponsorship. process improvement simultaneously. has on your organisation Companion - Now featuring Value To platform your technology solutions Sharing a case study from their journey How to ensure your process Stream Mapping please contact Stephen Swarray or to create a 2020 strategy for data improvement project gets results The best thing since Minitab® just Crispin Glover at +44(0)207 368 management and continuous Creating visibility and engagement got leaner – Quality Companion by improvement, RWE npower will share: 9500 or by communicating process Minitab Discover the tools and techniques ownership used to initiate and sustain a strategic Isaac Newton, Technical Training focus on data management and Sebastian Fleisman, Quality and Specialist, Minitab Ltd Technology 101 continuous improvement Process Improvement Leader, Repsol Enabling total quality though YPF 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 and Gary Adams, Data & CI Capability Manager, RWE npower 9 Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email:
  10. 10. Wednesday 28th April 2010: Summit Day 3 Continued 12.00 – 12.40 12.00 – 12.40 12.00 – 12.40 11.15 – 12.40 Panel Discussion: Managing and Change in the NHS: Spreading This session is reserved for Manage your Improvement planning for the key milestones transformation by creating a Wipro projects with Quality Companion in your Lean/Six Sigma journey culture of improvement by Minitab® Lessons learnt and hurdles to The role of the innovation and Discover how you can organise your overcome when rolling out a improvement team in driving change improvement projects, monitor the successful Lean/Six Sigma in the NHS progress of team efforts, track your programme Increasing capacity by using Lean entire Lean Six Sigma program, and Forming a step-by-step guide to and Six Sigma report on your success using Quality managing the key stages of the How to create a culture of change Companion - Now featuring Value programme Strategies for expanding local Stream Mapping Profitability, performance and the programmes nationally The best thing since Minitab® just customer: Measuring and Bernard Crump, CEO, NHS got leaner – Quality Companion by communicating both the hard and Institute for Innovation and Minitab soft benefits of the programme to Improvement the business in order to build Isaac Newton, Technical Training engagement Specialist, Minitab Ltd 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 – 14.40 14.00 – 14.40 14.00 – 14.40 14.00 – 14.40 SESSION OPEN FOR Sustaining change: The chicken Business Improvement and BPM We are currently sourcing SPONSORSHIP or the egg? - the right to co-exist solution providers to If you have a thought leading client There are many types of continuous What should Business Improvement demonstrate the following case study or think you have the improvement adopted by different really do for you? solutions in these 40 minutes solution the Process Excellence organisations and industries. Finding the How to design and implement the showcase opportunities Summit attendees are looking for then one that will work for you is the version BPM & Re- Engineering integration between BPM and Lean limited session sponsorship is still that will compliment with your culture: BI Six Sigma in order to achieve faster available. Learn how process shapes behaviour: Simulation Tools and cheaper improvement projects Call Stephen Swarray or Crispin Using this principle to change the way Project Tracking Leading by example - the design of Glover on +44(0207) 368 9500 or your people think and their approach Lean Workflow Management business improvement processes to email to achieve sustainable improvements Training & Blended Learning Solutions successfully overcome challenges Discover how your people will react to PLM such as building and managing the new concepts and how they and their right project portfolio Please contact Stephen Swarray managers need your support in Unlocking the human potential by for more information. adopting a whole new approach to delivering world class Business +44 207 368 9500 their work Improvement training Gain insight into some tools and Looking forward to the next steps of techniques used to implement and integration, the challenges that will manage process improvement in the arise and how to overcome them workplace Cristian Matei, MBB, Alstom June Jones, Supply Chain Change Power Manager, Argos Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email: 10
  11. 11. Wednesday 28th April 2010: Summit Day 3 Continued EARLY DEPLOYMENTS AND MID LIFE DEPLOYMENT AND ESTABLISHED AND ADVANCED TECHNOLOGY & IMPROVEMENT PROGRAMMES PROGRAMMES PROGRAMMES TOOL RAPID DEVELOPMENT INSIGHTS 14.45 – 15.25 14.45 – 15.25 14.45 – 15.25 14.45 – 15.25 No need for Statistics: Ensuring sustainability through a Engagement: It’s all about We are currently sourcing Delivering substantial Lean Academy “What’s in it for ME” solution providers to improvements using basic What are the critical success factors It is imperative that you engage with all demonstrate the following techniques for becoming a Lean organisation? levels of the organisation to anchor an solutions in these 40 minutes Using simple Process Improvement How do you ensure these factors are improvement culture and mindset. But showcase opportunities tools to reduce process turnaround part of your Lean programme? how is this achieved when different levels BPM & Re- Engineering by 90% Rhian Hamer, Head of Lean Academy, of the workforce have different BI Looking beyond the machines: Ministry of Justice motivational levers? Simulation Tools ensuring efficiency from people to In this session, learn the methods Project Tracking reduce waste employed by Maersk Line to successfully Lean Workflow Management Toby Winchester, Senior generate engagement at all levels. Training & Blended Learning Solutions Principle Scientist, Pfizer Quick wins – Whetting the appetite for PLM further projects Please contact Stephen Swarray Training requirements at all levels to for more information. create an environment for change +44 207 368 9500 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 15.30 COFFEE & NETWORKING IN SOLUTIONS HALL 16.00 – 16.55 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 Pharma Manufacturing Retail Public Sector Utilities Oil and Gas Transport 17.00 CHAIRMAN’S CLOSE OF DAY ADDRESS AND SUMMIT PRIZE DRAWS “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” BP “Overall very knowledgeable. Very valuable, good high level summary of real life process excellence” Schering Plough 11 Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email:
  12. 12. Thursday 29th April 2010: Summit Day 4 9.00 – 12.00 MORNING TRAINING WORKSHOPS – SELECT ONE E) Making Innovation work – creating F) Looking back from the future: G) Integrating the Supply Chain new products and services that Putting Right to Left thinking into Reference Model (SCOR) with Lean for customers really want action a strategic implementation framework So many organisations say innovation is Can you imagine turning your customer’s This workshop will guide participants in the critical to the future of their business in these needs into a proposition that is simply use of the SCOR framework and SCOR recession-hit times, and one of the few ways irresistible? project roadmap, together with the power of to protect and grow margins. But how to Can you imagine leveraging your Lean techniques, for supply chain innovate successfully is a key question organisations end to end capability and optimisation. facing businesses. IFSSTM (Innovation For future proofing your business? This workshop will include: Six Sigma) is an answer to that question, Can you imagine enabling value to flow Using SCOR as a diagnostic tool for making innovation a predictable, repeatable without obstruction, deviation, delay or supply-chain management and Lean process that produces winning products and defect? implementation services. In this session, you will explore Can you imagine pursuing innovation How SCOR enables you to address, what IFSSTM is, how it works, how it through every part of your value chain? improve, and communicate supply chain integrates with other quality tools and Can you imagine inspiring and energising management practices within and methods, and how it can help your business every person in your organisation to between all interested parties innovate successfully. become remarkable? How SCOR can create a strategic In this session you will learn: Within 3 hours totalflow are going to: framework for Lean implementation and How to innovate to produce new products Listen to your stories. significantly increase the business and services that delight customers and Select one story to work on. benefits and ROI attract premium prices Imagine and then design an irresistible Douglas Kent, SCOR, Lean & Six Sigma Practical strategies to integrate IFSSTM Knowledge Expert, Supply Chain Council proposition. with other product and process design Design a waste free, end to end value tools to round out a successful product chain, the envy of your market. design approach Wouldn’t that be remarkable? Where this approach to innovation will work, and where it won’t 12 places only. Don’t be disappointed. Barriers to successful adoption the The last time totalflow ran this workshop 84 pitfalls, and how to avoid them people tried to cram into a room designed Rod Thorogood, Director of Consulting, for 20. One lucky attendee will leave with aorist consulting ltd. more value than they bargained for. and Frances Eames, Senior Consultant, “The best new idea in improvement aorist consulting ltd. consulting I have seen in many, “One client, using IFSSTM, many years.” produced 13 innovations in a Sometimes the very best things are saved mature product” until last. Chris Ellins, Group managing Director, Total Flow Cindi Wilson, Director of Supply Innovation and Customer Satisfaction, Total Flow Please see overleaf for afternoon workshops 12.00 – 13.00 LUNCH & NETWORKING “Process Excellence is the differentiator between businesses that grow in challenging times and those that merely survive” Director Business Excellence, Telefonica Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email: 12
  13. 13. Thursday 29th April 2010: Summit Day 4 Continued 13.00 – 16.00 AFTERNOON TRAINING WORKSHOPS – SELECT ONE H) Creative Thinking for Real Business Results I) Creating a culture of continuous improvement through Employee Involvement outside the factory WARNING! This workshop is not about Lean or Six Sigma! As the oldest engineering company in the UK, GKN embarked on its lean journey some 7 years ago. GKN started Lean within its manufacturing Whilst we recognise the value of process excellence we also know that, environment. It progressed into applying Lean into its non-manufacturing whatever your approach, it’s easy to get stuck looking for new ideas. areas, Business Processes some 4 years ago. It now has an extensive So, if you’ve ever… structure and management system to support the ongoing deployment of Lean and continuous improvement throughout its business. Wondered how some people find it easy to come up with new ideas? Tried all the usual stuff, but still can’t find a way forward? Lean implementation often starts with a project based approach to Arrived at a point in the process where you are stuck? deployment. Organisations continue with this theme creating large central teams to implement Lean “to others”. This may well lead to Don’t panic! The Creativity Cooker specialises in helping individuals and widespread use of the Lean tools but the real question is “how can you organisations get unstuck by finding new approaches, developing fresh truly create a culture of continuous improvement throughout your ideas or just by looking at things in a different way. Our Point C creative organisation involving everyone?” thinking techniques will help you develop your own creativity and In this session you will learn about GKN’s approach to Employee unleash the creativity of your colleagues Involvement in Business Process and how to take the first steps towards creating and sustaining the culture of continuous improvement outside In this interactive workshop you will: the factory Discover how to be more creative by exploring possibilities at Point C Sample and try a range of high-impact creativity techniques How to successfully deploy Continuous improvement in the office See how we help our clients tackle real business problems environment Have a go at generating ideas for your own issues How to introduce a Lean management system to sustain and grow your Lean deployment If you’re looking for something different, this session is the place to be! How to engage Leaders to lead lean effectively Neil Trivedi, Global Business Process Excellence Director, GKN PLC Dave Goldberg, Director, The Creativity Cooker Mike Oliver, Director, People Change Matters Achieved a 7x increase in ROI in just 3 years Call For Entries Closing Date for entries: February 19th, 2010 Awards Ceremony: April 27th, 2010, London Does your company stand up to the competition? There’s only one way to find out….. PROGRAMME AWARDS For the community, judged by the community. Best Process Improvement Programme Meet our 2010 Award Judges: Best Start Up Process Improvement Programme Brenton Harder, MD COO Division, Credit Suisse Ravi Rao, Director Operational Excellence, Honeywell PROJECT AWARDS Paul Irish, Operational Excellence Manager, RSA Best Process Improvement Project in Manufacturing Peter Evans, Director of Quality, Virgin Media Best Process Improvement Project in Service and Transaction Howard Miller, Lean Six Sigma Deployment Leader, HSBC Best Project Contributing to Innovation Caroline Hollyhead, VP Bank of New York Mellon , Best Process Improvement Project Under 90 days Ian Furness, VP Service Deliver, Aviva Best Green Process Improvement Project Adrian Dunn, Global Workout Programme Manager, BP To find out more, and submit your entry visit: Jeff Ayland, MBB Customer Excellence, Novelis Roger Cliffe, Director Quality, Vodafone Evin Kose, VP Process Management, Finansbank Emmanuel DeCroix, Global Deployment Leader, CIB Jay Banerjee, Head of Process Excellence & Innovation, Deutsche bank “To have won gives me an enormous sense of pride in what we achieved, “When you are professionally judged by senior leaders in Six Sigma, you and validates that both the results we achieved and the new approaches that can take home credibility that really cannot be bought anywhere else” we have taken are world class” 2009 Award Entrant 2009 Award Winner 13 Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email:
  14. 14. 2010 Sponsors, Exhibitors and Partners Associate Sponsor Through its Process & Innovation Performance service line, Accenture helps clients achieve measurable, lasting improvements in operational performance and growth. Accenture enhanced its long-standing operational strategy expertise with the 2007 acquisition of George Group a recognized market leader in process, operational and business transformation, whose capabilities and offerings form the foundation of this new practice. The Accenture Process & Innovation Performance Service Line takes a process-based approach to address key business challenges such as complexity, innovation and strategic cost reduction, in order to create a performance advantage for clients globally. Track Sponsors Nimbus is a global software company that provides business process management (BPM) applications to help organizations improve performance, efficiency and compliance. Headquartered in the UK, Nimbus has offices in 13 countries and has helped over 700 organizations drive business excellence. Clients include AstraZeneca, Barclays, Chevron, HSBC, JP Morgan, Nestlé, Philips, Shell, Toyota and Unilever. The Nimbus Control software application allows clients to capture, improve, manage and deploy their processes and supporting information to all employees across the web or via a mobile device. Nimbus Control is available either installed or as a software as a service (SaaS) solution. Process Management International (PMI); a provider of business improvement and process excellence consultancy and training. Headquartered in the UK with global delivery capability, we have been helping clients improve their processes for 25 years. During that time we've worked with thousands of people through in-house and public training and consultancy. As the Lean and Six Sigma partners of the Chartered Quality Institute we combine our experience and expertise to offer services and support that achieve rapid, effective and permanent results. Session Sponsor Wipro Consulting Services (WCS) partners with you to transform your business through a combination of business insights, technology innovation and deep industry knowledge. Wipro Consulting offers Business Advisory, IT consulting and Program Management services designed to improve business performance, drive operational efficiency and maximize ROI. With experts based in Western Europe, North America, India, Asia Pacific and the Middle East, our integrated Consulting, IT, BPO and Product Engineering services combine the benefits of expert proximity with global leverage to provide the technology edge and speed to your strategic programs. Wipro Consulting Services is a division of the Wipro Ltd (NYSE: WIT), a $5bn enterprise that employs over 90,000 employees across the globe. Workshop Sponsors aorist consulting is a process improvement and innovation consulting and training organisation, working across a wide range of industry sectors throughout the world. We help our clients significantly increase output and reduce costs, and in doing so seek to: • do what is right for our clients • do our best • treat others as we ourselves would like to be treated Founded in 1994, Catalyst specialises in Lean, Six Sigma, Business Process Improvement, People Skills Development and Managing Change. We are customer focused, take a flexible approach and act as real catalysts to enable results in your business by accelerating the rate of change. Our people, based in the UK and internationally, come from a diverse range of sectors and are experts in their subjects. Our materials are highly acclaimed, are easy to follow and are available in several languages. We are always happy to develop or tailor programmes to meet your specific requirements. Covering both the Public and Private Sectors, Service and Manufacturing, we have over 70 ‘blue chip’ and international clients including BT, AstraZeneca, Sun Microsystems, Siemens, Saint-Gobain, Airbus, Lloyds TSB, O2, Yell, Volvo and several Public Sector organisations. The majority of our work comes as a direct result of recommendation from client to client. BMGI is a leading global provider of results driven performance excellence and innovation solutions. Specialising in strategic problem solving, BMGI works with leading companies around the globe to help “in-source” new capability and develop new core competencies. Working in partnership with clients across industries as diverse as health care, finance, telecommunications, retail, manufacturing and energy, we deliver integrated methodologies to achieve breakthrough results in operational excellence and innovation. BMGI has offices in 12 countries and has more than 150 employees worldwide. Improvement Tool and Technology Sponsors Minitab is the leading provider of quality improvement software. Minitab® Statistical Software - our flagship product – has been used to implement virtually every major Six Sigma initiative around the world. Quality Companion by Minitab® supports and guides Six Sigma teams through projects from start to finish, enhancing quality analysis and reporting. Quality Trainer by Minitab® is a web-based training service that provides interactive, easy-to-understand guidance on how to use Minitab to analyse quality improvement statistics. Distinguished financial sector companies that rely on Minitab software, training and services to help them achieve world-class quality include Deutsch Bank AG, Standard Life Group as well as leading Six Sigma consultants. Lightfoot offers organisations better insight by helping them manage and monitor performance dynamically, online 24 hours a day, seven days a week. Lightfoot’s unique signalsfromnoise® toolset has been specifically engineered to alert all staff to any significant events and changes in the data. The system uses dashboards and charts to explore root causes of events enabling immediate and sustainable action to be taken. Featured Exhibitor Award Sponsors Media Partners Sponsorship and Exhibition Opportunities Do you have a valuable service or product to profile in front of both new and well established Process Excellence practitioners? Please contact Stephen Swarray or Crispin Glover at +44(0)207 368 9500 or They are responsible for arranging all sponsorship partnerships and will work with you to tailor a package suited to your individual business needs and drivers. Stephen and Crispin understand how unique each companies objectives and goals can be. As such they are highly skilled in identifying the best investment opportunities for your business. Alternatively download the Business Development Pack from What our past sponsors have to say: “It was a good opportunity to meet different people who have been implementing Six Sigma and other concepts that are under evaluation, a good business opportunity. I am going to be coming here very often.” Wipro Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email: 14