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Conference Programme 2011 - For more information on the 2012 programme, please contact sarah.brzezicki@wtgevents.com or call +44 (0) 20 7202 7727
Programme - Day One12 September 2011
Keynote presentation - Examples and key learning’s from global companies undertaking transformation programmes
- Critical success factors – Examples of projects and behaviours that have led to a massive ROI
- Focusing resources on areas of performance that must improve
- Globally supporting your employees and teams – implementing an approach that delivers multiple benefits for people and organisations
Keynote case study presentation: Measurement at different levels to demonstrate a complete view of business performance for all stakeholders
- Keynote case study presentation: Measurement at different levels to demonstrate a complete view of business performance for all stakeholders
- Setting the measures for different levels of reporting at levels 1, 2, and 3
- Measurement indicators for financial, production, people, quality and supply chain performance levels
- Improving transparency, perceptions of performance, ease of financial reporting and the time to react
- Specific action plans and interactions to improve low performance by delving deeper into the data produced
Delivering a Step Change in Performance in a Challenging Commercial Environment
Led by: McKinney Rogers
The Technology Divisions that had been focused on operational delivery for an extended period. Due to a changing environment, there was a pressing need to galvanise the Divisions’ into action to address the emerging threat from new competitors into the market.
- In particular, a new entrant was looking to provide a more holistic collection of services that would squeeze Astro’s share of market from a dominant position to that of a niche player, while ITV `needed to get into the Pay TV space to compete against the expanding Sky and Cable companies.
- The workshop shall elaborate on: -The Changes Made - What Processes Were Used
- - The Challenges and Successes
- - Business Results and Performance Data
‘Sharing the Experience’ approach: three core elements that guarantee successful lean transformation
Led by: Renault-Nissan Consulting
Driving continuous improvement
- Aligning your improvement activity with your strategic intent to ensure the right focus and results
- Appropriately harnessing the potential of your people to drive empowered continuous improvement
- Creating consistency and sustainability of lean delivery day-to-day
Pulling the team together - Change management
Led by: Agile Birds
Model Driven Business Analysis and People Change Management
- The BNP Parisbas Fortis Case Study: Rapid Prototyping for a better communication between Business and IT. A sandbox clone of a new CRM application for a large scale training of employees.
- The Swift Case Study: Mobile remittance payment specification and marketing with rapid prototyping and storyboarding. Interactive process visualization and documentation
Performance management – implementation and new areas for efficiencies
Case study: Lloyds Pharmacy
Beyond the balanced scorecard
- Meeting aggressive process reduction targets in year 1
- New performance areas for further reductions in year 2
- Linking performance strategies to corporate goals - embedding into the culture
- New services products and managing customer performance costs
Strategic engagement of people to increase performance and profitability
Case study: Belgacom
Investigating the correlation between employee engagement + customer engagement + employee performance for business performance results
- Investigating the correlation between employee engagement + customer engagement + employee performance for business performance results · Formalising the engagement strategy with action plans for each department
- Training senior leaders to embed employee engagement
- Raising the employee brand through internal communication to engage employees (pride in the company)
- Engaging the diversity of employees – gender and older workers
- The changing environment: managing in a turbulent world
- What should you measure in a turbulent world?
- How should you manage performance in a turbulent world?
- Increasing the speed of learning through performance analytics
Prof Andy Neely
Chairman of the Centre for Business Performance
Cambridge University and Cranfield School of Management
Operational performance management made easy for SAP run businesses
Led by: Every Angle
Successful operational performance management is based on three pillars:
1. Measuring
2. Analysing
3. Improving business processes
- Defining and measuring KPI’s requires Rapid Prototyping (very little time between specification and showing the results)
- Improving business processes requires insight in the processes and in the relations between the processes (creating end-to-end supply chain visibility), calling for heavy analysis on highly detailed process information… not an easy task in an SAP environment
- Every Angle delivers these process insights and details fast (and if necessary ad hoc) to business users in SAP run businesses. Every Angle’s Rapid Prototyping and Closed Loop Performance Management makes operational performance management easy, with little need for IT support: 1. From idea to active KPI in minutes 2. From active KPI to improvement action in seconds
Successfully achieving your strategic goals
Case study Led by: Effco
Euromex and EffCo: a journey towards operational excellence. How teaming up with a consultant can lead to reaching your goals faster and better
Euromex and EffCo: a journey towards operational excellence. How teaming up with a consultant can lead to reaching your goals faster and better
- Roadmap: developing a mutual approach on reaching objectives
- Critical success factors: enablers of your success
- Horizon: create sustainable organisation readiness
How to sustain peak performance at both an organisational and individual level
Led by: DPA
Through 30 years of global research and practice with some of the world’s leading brands we know that companies that consistently beat the market excel in two radically different dimensions: capability and capacity.
We call this the Fusion Zone.
- Why Fusion thinking can help you achieve consistent breakthroughs in performance
- Why capability (process, systems, technical skill, analysis, logic) and capacity (purpose, leadership culture, ideas, energy) together are greater than the sum of the parts
- What you can do to sustain peak performance at an organizational and individual level
- How new levels of business performance can only be achieved by transcending the traditional silos of strategy, leadership, innovation and engagement
Case study: Essent
Embedding company wide change and transformation
- Context of company-wide transformation programme at Essent
- Change, lean methodologies and tools used to refocus performance
- Requirements and ways to shift the business culture – performance, leadership, middle managers, change agents
- Culture, performance results and key learning's from rapid company transformation
- Next steps to achieving critical mass
Programme - Day Two13 September 2011
Keynote case study
Creating a new corporate and performance strategy
- Mutual company vision – to be the best company our customers do business with
- Organisational strategy – agreeing the one page strategy ‘building blocks’
- Performance tools and application – assessing the flexibility and resilience of the company strategy
- Bringing the new strategy and performance to life - through employee engagement and open communication
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- Data measurement and management techniques?
- People performance and employee motivation?
- Operational excellence and lean sigma tools?
- What would an ideal performance model look like?
Ensuring quality improvement project success by using quality companion by Minitab®
Led by: Minitab
Discover how Quality Companion by Minitab® can guide you through the necessary stages of your improvement projects, and find out how to choose the right soft tools to avoid the common pitfalls which lead to project failure. Our team will also demonstrate how the new, interactive Assistant Menu in Minitab 16 Statistical Software®, makes choosing analysis and interpreting results easier.
- Use the Roadmap to structure and execute a course of action
- Select from 100 customizable soft tools
- Introduction to Minitab 16’s new Assistant Menu
Lean Six Sigma – Providing just in time training through on line video - Introducing Catalyst’s Business Improvement Zone
Led by: Catalyst Consulting
Catalyst has been developing a web based resource for 3 years. Unlike traditional CBT packages the BIZ uses high definition video and now covers :
- Green Belt – over 140 ‘bite sized’ video modules have now been developed covering the entire Green Belt curriculum
- Black Belt – Video interviews with MBBs, recorded Minitab sessions covering Black Belt statistical tools
- DFSS – Full description and modules including Kano, House of Quality, VOC
- Until now this resource has been provided as a catch-up/ refresher for delegates attending class-room based training but recently Catalyst has expanded this to provide a leading edge training capability on a Global basis. This provides the delegate with the next best thing to a real class room training session through the use of video streaming.
- This session will introduce you to the “BIZ” and provide an insight into how the approach is now being used to revolutionise training across a wide geographical area.
Transformation journey and redesigning MTS Group with business performance techniques to aid competitiveness
- Redesigning and rightsizing the organisation to be fit for purpose in the dynamic Indian telecom industry
- Use of business intelligence, PM software and balanced scorecards to focus on the strategic initiatives that matter the most
- New business landscape in India – understanding competitors and changing market prices
- Frameworks and market dynamics required for future business success
Lean Session - Bringing together Lean and a living Kaizen / Process Excellence platform in the spirit of Yokoten
This session will provide practical insight into how to approach a Lean initiative and how a living Kaizen / Process Excellence platform can provide the process management framework to underpin Lean success:
- Focus improvement initiatives where they will have the biggest impact against key business priorities
- Achieve greater adoption of Lean thinking through an effective and structured approach to Lean (Top-down and Bottom-up)
- Align and integrate Lean methods (such as PDCA, Kaizen, Problem solving and A3 thinking) with a living Kaizen / Process Excellence platform to achieve strong company commitment to promoting a culture of continuous process improvement
- Yokoten - Embed sustainable process and performance improvements in all operational areas to leverage their effect
- Energise change through continual communication, application and adoption of Process Improvement
Beyond Budgeting at Statoil - the journey continues
From calendar driven to event driven performance management
- Taking business realities seriously - dynamic target setting and resource allocation (and no budgets)
- From rolling forecasting to dynamic forecasting
- A holistic performance evaluation - not everything that counts can be counted
- Practical implementation experiences from Statoil and other companies
People management: Total transparency with performance systems
- Breaking down the barriers to allow a performance approach – aligning people to focus on better performance
- Open and clear communication to allow buy-in to analytic projects
- Enabling any employee to make performance decisions through relevant tools
- Managing people resistance to changes in performance strategies – challenges and pitfalls
- Achieving competitive advantage through employees accessing the correct information to create value
- Recognition and reward linked to overall corporate results – working to one goal
Keynote case study
- Future performance processes required - as the business grows organically, what methodologies are now imperative?
- Lean and six sigma implementation projects and challenges – process management and improvements
- Metrics and measurement to understand successes and failings
- Managing global processes in local environments
- Training and development required for process owners and managers
Keynote case study presentation: EFQM model adoption and quality management implementation
- Introduction into the principals of the EFQM model
- Ensuring quality management standards are met - data checking tools and processes
- Filtering the quality management directives down from leaders to all staff and customers
- Focusing on people management and people productivity levels to deliver value
- Meeting the challenge to provide sustainable double digit growth
- Creating an e-centric organisation delivering increased sales, added value and customer loyalty
- Refining processes and business performance strategies to further penetrate key customer segments
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