Conference Day 3 - Wednesday, January 30th, 2008

7.15 ISSSP MBB Circle (By Invitation Only)

7.15 Registration And Breakfast

8.30 Using Process Excellence To Drive Speed Into Your Value Chains And Significant Improvement In Return On Invested Capital And Asset Productivity

Today's business environment demands speed in all aspects of your business, including fast decisions, fast value chains, and fast learning. Seasoned executives already know that driving speed in service and manufacturing operations with initiatives like Lean Transformation and Lean Six Sigma results in significant improvement in return on your invested capital and asset productivity. But what separates good from great companies is the ability to quickly learn and adjust. Increasingly, great companies must have speed woven into their corporate DNA. Companies that don't will become commoditized or extinct. Smart strategic decisions may, for a time, mask key operational issues, but over time the fast company will win by learning and adjusting to your marketplace quicker than your top competitor. In this session you’ll learn how you can become a fast company:

Understanding why process excellence implementations must increasingly focus on value chain speed
Embracing the importance of speed in quickly driving the creation and implementation of new products and services
Recognising how your organization's execution capabilities shape your strategy
Investigating how the stock market and customers reward companies that can deliver speed

Kevin Simonin
Senior Vice President
George Group

9.10 Using Process Improvement, Modeling And Simulation To Drive Innovation Into Your Product Line

Respected worldwide as leader in the field of innovation, Tom will explain how process improvement, modeling and simulation can greatly accelerate the pace of innovation. He will present case studies of how Procter & Gamble is using process improvement, advanced computing and simulation software to:

Better understand how everyday products function
Make the processes affecting their performance work at maximum efficiency

Tom Lange
Director of Modeling & Simulation in Corporate R&D
Procter & Gamble

9.50 Networking Refreshment Break

10.30 Innovation, Six Sigma And Design For Six Sigma: Establishing How These Can Work Hand-In-Hand

Running better than competitors and responding to rapidly changing market places requires a perfect service and product offering. Dow responds to this by using a systematic blend of Six Sigma, Design for Six Sigma and TRIZ to combine traditional improvement with innovative solutions. Also an advocate of Lean, branded under the Six Sigma heading, Dow has succeeded with integrating Six Sigma and DFSS into the company’s businesses and functions. Karen has headed up this program over the last few years and is growing existing pockets of excellence across the company. She will explain how these three crucial elements can be combined to embrace innovation and breakdown ideas that process improvement and innovation are incompatible.

Identifying with creative functions to gain their trust and belief that your team can assist their function
Filtering innovation and creativity into all projects to establish an innovation-focused mindset
Communicating with accounting functions to justify longer innovation projects over shorter improvement projects
Yielding a higher number of solution ideas through TRIZ to increase support for this methodology

Karen Trzcinksi
Corporate Director of Six Sigma
Dow

11.10 Case Study Of The U.S. Army Business Transformation – ‘Changing The Way We Do Business’

The U.S. Army is an immense organization with more than 1 million employees working in 50+ countries and an annual budget in excess of $100 billion. Army Business Transformation is the governance framework for several initiatives designed to change the way the Army does business. In this session learn about these initiatives – Lean Six Sigma, Organizational Analysis and Design, Business Situational Awareness, Professional Development, and Strategic Alignment – how the U.S. Army is applying them, and successes to date. If it can work so successfully in such a non traditional environment, how can it work harder for you?

Examining the synergistic effects of coordinated parallel initiatives
Using organizational analysis and design principles to increase results
Business Situational Awareness – what is it and why do you need it?

Mike Kirby
Deputy Under Secretary of the Army for Business Transformation
US Army

11.50 Linking KPI Management With Lean And Six Sigma To Achieve Sustainable Process Improvement

In today’s competitive business landscape, it is critical to have transparency across your enterprise as you can only fix the problems that you can see. Continuously linking Key Performance Indictor (KPI) management with your various improvement initiatives (i.e Lean and Six Sigma) drives ongoing process improvement and sustained business excellence. In this session, you will learn 1) how to get started with linking KPI management and Lean and Six Sigma 2) how to get senior executive buy-in and 3) how to overcome the pitfalls and challenges you will face along the way. George will share his experience in this area, including:

Developing shared KPI scorecards and portals across the organization to drive transparency and accountability
Enabling proactive management of process improvement
Focusing your limited resources on the key process areas that turn the strategic dials of the business

George Patterson
Global Head of IQP (Innovation Quality Productivity)
CIBA Vision Corporation
A Novartis Company

12.30 Lunch And Networking

Track E: Perfecting Project and Tool Selection

Track F: Spreading Lean Six Sigma Though The Value Chain

Track G: Weaving Excellence Into The Fabric Of Your Organization

Track H: Subject Focus Discussion Forums

2.00 - 2.30 High Priority Projects: Select According To Your Organization’s Strategy To Ensure Support For Your Program Develops

Not every project and priority must be addressed through a DMAIC project. BMW Manufacturing has developed a three pronged approach to continuous improvement to take advantage of the best approach to each opportunity. The Performance Improvement Program (PIP) process allows every associate at BMW to have a piece of the continuous improvement potential at BMW. The Continuous Improvement Program (CIP) process allows cross-functional teams to address both production and transactional process issues through facilitated workshops. Both the PIP and CIP system have built in processes to assure velocity of improvement and tracking of improvements. The final approach is DMAIC projects addressing more complex, multivariable opportunities. Mark will explain how these three interrelate leading to a high standard of project selection at BMW Manufacturing.

Examining how BMW’s PIP and CIP processes work
Prioritizing and pulling DMAIC projects
Examining the holistic view of continuous improvement at BMW

Mark Fendley
Lean Six Sigma and Continuous Improvement Manager
BMW Manufacturing

$17,000,000 made from projects suggested by employee workforce
Over 9,000 CIP improvements made
Over $25,000,000 in DMAIC project impact

2.00 - 2.30 Engaging The Value Chain To Embrace Lean Six Sigma To Ensure High ROI On Improvement Effort

Lean Six Sigma efforts usually start from manufacturing area and gradually expands to other functional areas and eventually reaches external customers and suppliers in order to continuously improve. The constraint everyone is facing is that resources are limited. To make sure the resources are spent on key issues, decisions need to be made constantly to prioritize efforts and appropriately allocate resources. Value chain analysis can be used to help make these decisions to ensure improvement efforts are geared towards high ROI opportunities. This presentation will show examples of how it’s handled at several Fortune 100 and 500 companies.

Terminology clarification: Value Chain vs. Supply Chain
Introducing an integrate model between Lean and Six Sigma to provide a tier-based mutually inclusive approach
Leveraging value chain in project selection to ensure resources are spent on issues with high ROI potentials
Using value chain to selectively engage key customers and suppliers to gain high leverage with high ROI potentials

Gary G Jing
PhD, MBB, Sr. Manager of Global Lean Sigma
Entegris

2.00 - 2.30 Talking The Talk: Simply Communicating Your Program’s Benefit To Non-Quality Professionals

The improvement program at Hess has moved from strength to strength as its success is spread throughout the company. What’s the secret? Communicating with non-quality professionals to demonstrate the value and benefit of the program. After winning the ISSSP Corporate Leadership Award in January 2007, John will guide us through the way this has been achieved at Hess.

Delivering high dollar value on all projects to achieve immediate buy in on presentation of results
Using internal modes of communication to spread the word of your programs success
Using external recognition as an internal ‘marketing aid’

John Douglas
VP of Global Business Improvement
Hess

Winner of ISSSP Corporate Leadership Award!

2.00 - 2.30 Advanced Discussion Forum- Integrating Multiple Methodologies To Proliferate ROI And Measurable Productivity Across Service And Transaction Environment

Mike will lead this advanced discussion forum, designed specifically to enable you to get the answers to your problems. With several years of experience in this field, make the most of Mike’s experience and the experiences of your peers with this extended knowledge sharing session. Proposed topics for investigation:

Establishing ROI strategy to optimize the value of your program
Expanding your suite of methodologies for application to create flexibility and responsiveness to your organization
Using project prioritization strategies as you partner with the business “Big Ys”
Orchestrating your suite of methodologies across multiple work streams to deliver real results for maximum value

Discussion facilitated by:

Mike Fisher
Lean Six Sigma Master Black Belt, Sr. Director
Best Buy

2.35 - 3.05 Ensuring You Select Projects That Ensure Support For Your Lean Six Sigma Improvement Program

Lockheed Martin is renowned in the Lean Six Sigma community for the quality of its program. Before the IQPC site visit to their Orlando site on January 31st 2008, Jody will fill you in on how important project selection is to the success of their program. Particularly Jody will emphasize how important it is to select Lean Six Sigma projects that meet business goals and objectives. At Lockheed Martin this has quickly maximized support for the Lean Six Sigma program. In conjunction, the application of standard business metrics to measure the performance of their Lean Six Sigma program - rather than separate metrics - has had a profound effect on buy-in for the Lean Six Sigma program, and Jody will reveal the ins and outs of this project, to enable you to improve project selection and company buy-in in your organization.

Jody Parker
Director, Lean Initiatives & Six Sigma
Lockheed Martin Missiles and Fire Control

Don’t miss this precursor session to the Site Tour to the Lockheed Martin Orlando site on January 31st, see p6 for more details.

2.35 - 3.05 Insuring You’re Hearing Your Customers Correctly

Collecting and correctly analyzing Voice of the Customer (VOC) data is critical to the success of Six Sigma and Design for Six Sigma projects. Unfortunately, many Six Sigma practitioners receive only a cursory education in how to create questionnaires and interpret the data collected from them. Lori will guide you through how you can do this in this session.

Using results of a Six Sigma project correctly by understanding the validity and reliability of questionnaires
Examining the evidence of validity through representation of differerent groups of people
Determining reliability by using statistical measures of internal consistency

In this presentation, Lori will use the analysis of responses to a short questionnaire to give examples of evidence for validity and reliability.

Lori Rothenburg
Higher Education Consultant

2.35 - 3.05 Performing Continuous Improvement On Your Continuous Improvement Process

With Global Lean Six Sigma initiatives in 13 deployment locations, Valspar’s challenge was to deploy a system that provided a common, structured work environment while offering the flexibility required for global deployment.

John worked to develop a solution that allowed Valspar to easily populate project information from multiple sources into the central repository without requiring practitioners to re-enter their project data. By having project tools integrated with the portfolio reporting, practitioners, champions and managers are able to perform at a significantly higher level. At the same time, the executives are able to generate timely and meaningful analysis from our detailed project data. John will explain the route that Valspar took to arrive end result for Valspar: Shorter project cycle times, higher quality and improved standardization.

John Klein
Corporate Deployment Executive
The Valspar Corporation

3.05 - 3.45 Networking Refreshment Break

3.45 - 4.15 Six Sigma Project Selection – Keep the Politics in the Voting Booth!

Elect to attend this session and find out how you can democratize project identification, solicit ideas from your executive branch and your constituents, and eliminate special interest groups resulting in more strategic, valuable and bi-partisan project portfolio.

Democratize the process and let everyone cast a vote
Poll your entire company for project ideas
Remove politics from the equation
Encourage productive debate of project ideas
Evaluate projects using a consistent methodology
Institute rigorous business case requirements
Increase portfolio value by 20% or more
Incorporate continuous feedback loops

David Boghossian
PowerSteering Software Founder

3.45 - 4.15 Using Key Performance Indicators And Explicit Data Collection To Improve Your Supplier Relationship

Acushnet Company has spent several years developing and improving their supplier relationship through clear communication of performance levels. Data collection has been paramount in the success of this program and Ken will guide you through the specific software tools that enhanced this process at Acushnet Company. The performance data is passed on to suppliers in Supplier Rating reports on a quarterly basis, known as the Acushnet Supplier Improvement Plan (ASIP). Ken will explain to you how this program has enhanced both supplier performance and also supplier relationships at Acushnet Company.

Using specific software that enables you to collect supplier data and rate their performance
Communicating quality expectations to your suppliers, for clear visibility on standards and KPIs
Learn how Acushnet Company interacts with suppliers to improve their performance within the ASIP system

Kenneth A. Welchman
Director of Quality, Golfball Operations
Acushnet Company – Titleist, Cobra, & Footjoy

3.45 - 4.15 Creating A Bespoke, Results Driven Lean Six Sigma Program To Generate Maximum Results In Every Corner Of Your Business

The Nielsen Company is a global information and media company with a leading market position and recognized brands in marketing information. The privately held company is active in 100 countries. In 2006, new CEO, David Calhoun launched an ambitious global business transformation for an industry not typically associated with process improvement transformation. A cornerstone of this initiative is process improvement. Nielsen is using, Lean, Lean Six Sigma and process management methodologies to identify, simplify and significantly improve key client and service operating process. Carolyn will guide us through this transformation initiative to-date including how to:

Create a dynamic new organization and culture
Align process improvement activities with business strategy
Identify and improve key client and operating processes
Develop leadership, management and employee buy-in and support

Carolyn Rostetter
Vice President of Productivity & Quality
Nielsen Company

New Deployment Case Study!

3.45 - 4.15 Session Break

Want to see your client showcased here?
Contact Stephen Swarray, Sponsorship Director, IQPC now, on +44 (0) 207 368 9337 or Stephen.swarray@iqpc.co.uk

4.20 - 4.50 Using The Baldrige Criteria At Management Level To Identify The Best Lean Six Sigma Projects

Highly valuable as a resource to Lean Six Sigma is the Baldrige Criteria for Performance Excellence. The Baldrige Criteria can provide a comprehensive and systematic approach to quality management, performance and accountability, specifically in the public sector. Robert will explore the big picture of the Baldrige Criteria and how the criteria can be applied for use in Lean and Six Sigma projects to produce overall results in your program, including:

Adapting use of the Baldrige Criteria specifically to your organization to gain quick wins and so engage the senior management
Analyzing advantage and limitation of this approach to maximize the wins, and minimize potential pitfalls

Robert Crowe
Senior Vice President of Operations & North America
Hollister

4.20 - 4.50 Establishing A Collaborative Approach To Project Scope Development To Decrease Project Costs And Maximize Benefits

Starbucks’ growth over the last decade has resulted in an increase in renovations to company owned stores. In order to achieve the maximum results from these renovations, Starbucks needed to establish a standardized process for executing these projects. Most importantly, they needed a methodology that ensured a scope of work that was in line with their current strategy and focus of the business. Andy will discuss how Starbucks developed a process that was both flexible enough to react to their growing business and structured enough to enable the maximum benefits. He’ll provide best practices on how to achieve agreement on scope and limit scope change.

Empower field management to drive alignment of scope of work
Create clear roles and responsibilities to enable effective decision making
Standardize a predictable process for project selection and definition to reduce scope creep

Andy Woo
Process Manager, Store Development
Starbucks Coffee Company

Reduced project costs by 48%

4.20 - 4.50 Results, Rewards, Returns: Communicating And Rewarding Strong Results Within Your Organization To Create Visibility On How Your Program Is Supporting The Business

Chandeep heads the worldwide Quality function at Firstsource Solutions Limited which is among India's top 3 pure-play BPO companies. Understand how 'hype' can boost engagement levels of your initiatives during this session and why ‘Rewards & Recognition’ play an important and active role in overall deployment health. It drives the motivation and improves the engagement levels from the target audience. Awareness of the initiative nurtures visibility and participation, which help achieve the end objective and expected results.

Chandeep will provide insight into how 'Rewards & Recognition' can provide an amazing platform for spreading enthusiasm and highlighting the aspects of your initiative that connect to the overall vision of your organization. During his speech, Chandeep will also focus on the role of communication and administration of such events.

Chandeep Singh
Vice President Process Excellence
Firstsource Solutions Ltd.

4.55 Achieve Significant Improvement In Spend Effectiveness, Portfolio Management, Process Efficiency And Performance Accountability By Implementing A Superior Investment Review And Governance Process

Corporations are spending billions of dollars annually to implement programs that increase revenue, reduce expense and increase customer satisfaction. Often these programs and initiatives are not effectively prioritized nor linked to the company’s strategic vision and result in significant expense to the company’s bottom line. Through design and implementation of a superior investment review and governance process, business leaders and process improvement professionals can improve spend effectiveness, portfolio management, process efficiency and performance accountability. Having moved from process excellence to a more strategy focused role, Tonja will round up the presentation days, with first hand insight into how important strategic alignment is, including:

Spend Effectiveness:

Reducing Capital commitment while substantially improving returns on deployed capital
Improving alignment of investments

Process Efficiency

Reducing complexity
Increasing appropriate rigor
Improving decision cycle times
Driving consistency

Portfolio Management

Balancing execution capacity and risk
Reducing execution delays
Improving flexibility
Matching skills with project requirements

Performance Accountability

Improving quality of investment decisions
Reducing exposure
Developing talent and leadership skills

Tonja Summitt, MBA, OD, MBB, PMP
Senior Vice President, Enterprise Planning and Strategic Initiatives
Wachovia Corporation

5.30 Chairman’s Close Of Day Three

[ Register Now ] · [ Next: Conference Day 4 - Thursday, January 31st, 2008 ]