Wednesday, June 18th: Main Conference Day Two

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8:30 AM Check-In

9:00 AM Tips to help tackle linearity: Eliminating the sales hockey stick

Seth Marrs , Vice President of Operations, Carl Zeiss Meditec

Are you willing to do what it takes to better manage – or event eliminate - the sales hockey stick?   Sales linearity is a problem that most manufacturers would like to solve.  However, many don't have the patience or collaboration required to get it done.  This session will offer several steps that can be taken to improve linearity in your business, including:

  • Create a realistic forecast to trending map:
  • Develop standard language between sales and manufacturing
  • Eat the elephant one bite at a time
 Seth Marrs
Seth Marrs
Vice President of Operations
Carl Zeiss Meditec
  • Rethinking the approach
  • Understanding the “Why” and ‘What” to determine the “How”
  • Blending different tools and methodologies for performance improvement
  • Defining the ‘role’ of the CI team – why the business needs to own business excellence
  • Understanding how an integrated business framework can be used as a platform for business improvement
  • Finding the right ‘blend’ for your organization to drive engagement and adoption
  • Integrated Business Excellence Approach: leveraging People, process, innovation, governance and the organisation
  • Creating the framework needed to put the Business Value ‘stake’ in the ground’

Session is available for a leading PEX provider-if you think your service would be of interest to our manufacturing executives, get in touch on +44 (0) 207 368 9300 or sponsorship@iqpc.co.uk

10:30 AM Networking Break

Join one of these interactive roundtable discussions to benchmark, learn and debate with your peers on a topic that is a priority for you. During this interactive session take the opportunity to network and learn from those attendees who share your interests, challenges and expertise to maximise your time.

How does it work? Each table is labelled with a different theme:

Roundtable one:Business Process Management
Roundtable two:Process Transformation
Roundtable three: Process Metrics
Roundtable four:Change management

1:00 PM Cultural transformation: It’s a process!

Rhonda Spencer , Director of Organizational Empowerment, Barry-Wehmiller Companies, Inc.

How do you transform an organization’s culture? Is it possible to awaken the people inside your business and create an environment in which they—and the business—can thrive? How do you bring about the “ultimate differentiator” as Raj Sisodia, author of Firms of Endearment and Conscious Capitalism, described what he saw at manufacturing firm Barry-Wehmiller: “The ultimate differentiator…is the amount of creative human energy that your enterprise is able to elicit and harness and channel. Passion and commitment...autonomy...love and not fear. Creating those conditions is essential for success in today's world.”

In this quick moving session, you will engage in a series of mini case studies to experience Barry-Wehmiller’s process for transforming culture. Spencer shares insights, anecdotes and hands-on tactics learned throughout Barry-Wehmiller’s expansion into a global firm comprised of 60-plus acquired companies--united by a single, vibrant, empowering culture. See how it is possible to unleash the potential within your team members--and ultimately your organization--by creating a culture in which everyone can thrive!
 Rhonda Spencer
Rhonda Spencer
Director of Organizational Empowerment
Barry-Wehmiller Companies, Inc.

1:45 PM Process ownership: Redefining the role of leaders in driving process transformation efforts

Jean Lastowka , Director of Business Process Management, Electrolux

  • Understanding the role of leadership in operational excellence: What makes a leader when it comes to continuous process improvements?
  • How much do leaders have to know about CI to be effective at leading improvements in their businesses?
  • Successfully modelling system wide process governance: How to govern an OE program across multiple internal departments and geographies
  • Building the most compelling case for deeper process focus
  • Getting leadership to focus on process governance
 Jean Lastowka
Jean Lastowka
Director of Business Process Management
Electrolux

2:30 PM Using strategic metrics to align and prioritize process improvements investments and initiatives

Robert G. Herman , Director, Continuous Improvement, Kimberly-Clark International

Time is the currency of the 21st economy and organizations are now competing against it. An organization needs to review its measures, if implementation of lean manufacturing systems as pull, TPS or quick responsiveness have not achieved the anticipated results. The use of lead-time (order to ship time) is a customer oriented measure and does not take into account the other primary stakeholders in the organization. Flow Time is a measurement index for all manufacturing systems since it promotes the elimination of waste in the entire supply chain. An organization must change its measurements to assist in changing ingrained behavior. Driving new behavior with old measurements sends confusing signals to employees, thereby stalling successful implementation of new lean manufacturing concepts.

This session will discuss:

  • The ultimate Lean manufacturing measure: Flow Time
  • Cycle, takt, lead, and flow time
  • The responsiveness age opportunity
  • Measuring flow time – the starting point
  • 5 steps to flow time metric development
 Robert G. Herman
Robert G. Herman
Director, Continuous Improvement
Kimberly-Clark International
  • Successfully modelling system wide process governance: How to govern an OE program across multiple internal departments and geographies
  • Building the most compelling case for deeper process focus
  • Getting leadership to focus on process governance
  • Making decisions: who has decision making rights, responsibility, accountability?
  • Defining the responsibilities of process owners
  • Training your line owners to create the infrastructure to achieve and sustain continuous improvement
  • Integrating knowledge management into the enterprise:  Making knowledge flow through knowledge connections
  • Facilitating knowledge flow obtain the most value from KM programs

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