15th – 18th April, 2008 • Queen Elizabeth II Conference Centre, London

Align Strategy, People and Innovation to unleash the power of Process Excellenceand reach your business objectives

Europe’s leading event for Business Process Excellence leaders...

sum

mitProcess

Excellence9thAnnual

Lean, Six Sigma, BPM and Operational Excellence cometogether in one definitive conference designed to drive forward acomplete Business Excellence strategy.

Formally known as the Six Sigma Summit, IQPC’s industrydefining event now makes the move, along with your business,into Process Excellence.

No other conference this year will bring you everything you needto perfect strategic alignment, people development andsustainable improvements through 3 essential tracks:

Join this year’s senior level selection of leading speakers in Business Process Excellence:

& dinner

Tim Smit CBE, CEO,The Eden ProjectOn how to really

innovate in business

Lord Sebastian Coe KBEChairman, LOCOG On effective planning & leadership

Daniel T. Jones, Chairman,Lean Enterprise AcademyLean Expert Interview & Book Signing

MartinRowlandsGlobal R&DManagerDow Corning

Estelle ClarkGroup BusinessAssuranceDirectorLloydsRegister

Liam PalmerSenior ManagerHSBCBermuda

Evin KoseVP ProcessManagementFinansbank

Chris DriscollAssociateDirectorCorporateQualityAssuranceAmgen

Mark EllisSeniorManagingDirector, HRBear Stearns

BaudouinMicheletVP & Head ofQualityImprovementUCB

Alan HarrisonDirectorBusinessImprovement &Global LeanChampionWeir Group Plc

57 sessions dedicatedto moving your

business to the nextlevel of Process

Excellence

2008 Keynote Speakers

STRATEGY PEOPLE ROOM FOR

IMPROVEMENT

Create a holisticOperationalExcellence

strategy to deliverspecifically on your

business goals

Focus on peopledevelopment and

talent managementto ensure top classmanagement and

leadership skills todrive change

Sustain ProcessExcellence after

initial deploymentsthrough maturity

models and tightercontrol

mechanisms

Use ProcessManagement for

increasedalignment and theultimate in end-to-

end streamlinedoperations

Pick up practicalchange management

techniques to workinto your Process

Excellence programmeand increase internal

support

Make innovationand business

growth integralthrough customercentred, flexible

processes

Tel: +44 (0) 207 368 9300 • Fax: +44 (0) 207 368 9301 • Web: www.iqpc.com/uk/processexcellence

Presented in Association with: Associate Sponsors: Lead Sponsor: Presented by:

Preferred Membership Organization:

15% discount on 1 year iSixSigma magazine

subscription

25% discount on 1 yearISSSP Membership

Book & pay before 18th January to

SAVE up to £300

HolgerWinklbauer MD First ChoiceDeutsche PostWorld Net

Steve TowersCEOBPM Group

Julian TurnerMDWestfieldSportscars Ltd

Lena OlvingSVP ProcessExcellence &Total QualityVolvo Cars

2

More on driving change, more on innovation, more linked to your business...Following the expansion of Lean and Six Sigma from a management methodology to a key enabler for Business strategy,

IQPC’s renowned London Six Sigma Summit now has evolved to the next level of Process Excellence! Now is the time for

you too to combine Lean, Six Sigma, BPM and Operational Excellence into one cohesive framework of BusinessExcellence in order to match long-term strategic goals and exceed expectations in the market place.With inspiring leadership and innovation sessions from world renowned business experts, Tim Smit CBE, CEO of The Eden

Project and Lord Sebastian Coe KBE, Chair of LOCOG, this senior level event will prove that no project or business can

do without a fundamental focus on both people and process. PLUS an exclusive interview with Daniel T. Jones, Chairman,

Lean Enterprise Academy, hosted by Roger Camrass, Director Business Transformation, Fujitsu, to answer all your

burning questions on successful Lean deployment.Dig down deeper into the real how-to’s of successful Process Excellence deployment with this year’s core themes:

Join the leading companies in taking Process Excellence to the next level:• A.P. Moller – Maersk: Newly released information on their global Business Process Excellence deployment• Volvo: Moving from Process to Operational Excellence• Rockwell: Business Excellence as the next generation of Process Excellence• Network Rail: Using CMMI with Six Sigma for process maturity• Alstom Power Service: Aligning projects to business strategy with BPM and systems thinking

• Bombardier Transportation: Successful rules for real change• HSBC: Using process re-engineering to drive profitability and capabilityWhat’s more, if benchmarking is key to your programme, you really cannot afford to miss Europe’s longest runningProcess Excellence Awards. Open for all attendees, finalists will be selected and awarded on site at this year’schampagne cocktail reception, dinner and glittering awards ceremony on the 16th of April – get the recognition you and

your team deserve this year by visiting www.excellenceawards.co.uk to enter or see page 10 for more information about

categories and entry advice.So join us this year in breaking down the best ways to catapult your own Process Excellence programme into the front line

of your business and really drive complete business change. Whether you are an early starter looking to build the right

foundation, or a mature practitioner looking to sustain and grow your programme, there is something here for you toimplement that will really impact your business in 2008 and beyond.Join Europe’s leaders in Process Excellence – just register by visiting www.iqpc.com/uk/processexcellence, emailing enquire@iqpc.co.ukor calling +44(0)207 368 9300.

Look forward to seeing you in April.Yours sincerely,

Megan JamesSummit Director – IQPC

LEAN PRACTICESPROCESS MATURITY

BPMCULTURE CHANGE

SIX SIGMABUSINESS STRATEGY

INNOVATIONOPERATIONAL EXCELLENCE

TRAINING & DEVELOPMENT

Trade top tips with, and draw from the experiences of, the best inthe industry. Included in this year’s prestigious speaker line up are:

Lord Sebastian Coe, KBE, Chairman, LOCOGTim Smit, CBE, CEO, The Eden ProjectDaniel T. Jones, Chairman, Lean Enterprise AcademySteve Towers, CEO, BPM GroupHolger Winklbauer, Managing Director First Choice, Deutsche Post World NetJulian Turner, MD, Westfield Sportscars LtdJustin Chapman, SVP, Northern TrustLena Olving, SVP Process Excellence & Total Quality, Volvo CarsMark Ellis, Senior Managing Director, HR, Bear StearnsBaudouin Michelet, VP & Head of Quality Improvement, UCBEstelle Clark, Group Business Assurance Director, Lloyds RegisterLiam Palmer, Senior Manager, HSBC BermudaEvin Kose, VP Process Management, FinansbankMartin Rowlands, Global R&D Manager, Dow CorningChris Driscoll, Global Director Corporate Quality Assurance, AmgenGaetano Cascini, President, ETRIA (European TRIZ Association)Neil Bannerman, Director Business Transformation, ScottishPower Energy RetailIan McMorrough, Director Process Improvement EMEA, Rockwell AutomationPierre Bayle, Opex Programme Manager & MBB Trainer, WhirlpoolAlan Harrison, Director Business Improvement & Global Lean Champion, Weir Clear Liquid Division, The Weir Group PlcCarl Halford, Head of Process and European Project Management, Ikon Office SolutionsTom Falcon, Director Strategy & Process Excellence, A.P. Moller – MaerskPeter Evans, Director Quality & Operational Excellence, Virgin MediaLuis Relvas, IC&M Deployment Manager Europe, DelphiGordon McNeil, Head of Capability Improvement, Sellafields, BNFLChristian Bovenkamp, Director Talent & Organisational Development, Bombardier TransportationAndre Julien, Manager Competence Center Process Management & Improvement, ING BankMerel Ritsma, Managing Director, Six Sigma & Lean MeritsJuergen Mees, Director Six Sigma Programme, Business Excellence Team, T-MobileMark Johnson, Programme Manager, Retail Change, J. SainsburysStephen Dawes, Head of Quality, GE Commercial FinanceChristian Matei, Business Transformation Champion, Alstom PowerBrian Monakali, Senior Manager: Lean Six Sigma MBB, Lonmin Platinum, South AfricaChris Clenton, Senior Manager Process Documentation, Royal Bank of ScotlandLiam Mcgrath, Six Sigma Leader, Royal & SunAllianceRoger Cliffe, Quality Director, VodafoneAdam Bennett, Director Business Process Improvement, Network RailGeert Devos, MBB & Continuous Improvement Leader Manufacturing Europe, Volvo CarsJean Bernard George-Roux, Senior Performance Manager, Corporate HR, France Telecom Group

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Westfield business card prize draw

Win a once-in-a-lifetime chance to test drive one of Westfield’s prize sports cars by enteringthe London Summit’s exclusive business card draw upon arrival.Packages include a full safety briefing, coned autotest course,autosprint course and professional feedback to help you build agreat lap time - an experience not to be missed!

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Pre-Conference Workshops: 15th April 2008

Post conference focus days 18th April 2008

Workshop A: Integrating Lean Six Sigma inside your organisation:Delivering improved and accelerated services at lower cost

George Group (now a part of Accenture)

Workshop B: Successful strategy deployment for Leantransformation

Lean Horizons Consulting, LLC

Workshop C: ISSSP Leadership Circle: Performing Six Sigmaon your Six Sigma deployment

ISSSP

Workshop D: Using systems thinking to connect yourorganisational processes

Alstom Power Service

Workshop E: Creating Six Sigma Leaders: How do you movebeyond process improvement to Change Leadership?

Pivotal Resources

Workshop F: The world your way: Conviction management forLean organisations

Fujitsu

09.00 - 6.00

Workshop G: Successful Change Agents make changesucceed!

Miragroup

Workshop J:Effective shop

floor productionmanagement

simulationworkshopWestfield

Sportscars LtdWorkshop H: Integrating Lean and Six Sigma for both

continuous and rapid improvementCatalyst Consulting

Workshop I: Developing your core processes to meet yourbusiness strategy

Oakland Consulting & client

9.00 - 2.00 Workshop K: BPM focus dayBPM Group, HSBC Bermuda & GE Commercial Finance

9.00 - 2.00 Workshop L: Early starters deployment focus dayVolvo cars, Aorist Consulting & France Telecom Group

Main Conference Day One: 16th April 2008

STRATEGY 1:Creating an OperationalExcellence Programme

Certification: A means to help theachievement of exceptional standards in SixSigmaBill McIntyre, Six Sigma Manager, BSIManagement Systems & client

Meaningful maps: Do you understand yourprocesses or are you on a journey withouta map?Chris Clenton, Senior Manager ProcessDocumentation, Royal Bank of Scotland

Sustaining real business change:Maintaining long-term improvements afterproject completionMark Johnson, Programme Manager, RetailChange, J. Sainsburys

Inspiring people to make the change:Creating a mind shift in your organisationthrough process leadershipCarl Halford, Head of Process andEuropean Project Management, Ikon OfficeSolutions

Successfully transforming the businesswith Lean Six Sigma and OperationalExcellenceNeil Bannerman, Director BusinessTransformation, ScottishPower EnergyRetail

How a process improvement methodologycan rapidly move you towards OperationalExcellence Gordon McNeil, Head of CapabilityImprovement, Sellafields, BNFL

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PEOPLE 1:Leadership, Development &

Talent Management

ROOM FOR IMPROVEMENT 1:Sustaining Process

Excellence

7.30 Registration & Coffee

8.20 Chair’s opening address

8.30 Achieving Operational Excellence through efficientProcess ManagementLena Olving, SVP Process Excellence & Total Quality, Volvo Cars

9.00 Making Business Excellence a strategic businesspriorityEstelle Clark, Group Business Assurance Director, Lloyds Register

9.30 Delivering Lean IT ServicePhil Falato, Practice Head, Lean Solutions Group, Fujitsu

10.00 An audience with Dan Jones – Interview facilitated byRoger Camrass, Fujitsu

10.45 Morning tea and networking

11.15 Making Process Excellence Lean and effectiveDr Ian Cox & Dr Malcolm Moore, Business ProcessAnalysts, SAS Institute & client

12.00 When Lean Six Sigma isn’t enough: Making the mostfrom Lean Six Sigma as a vehicle for transformationNico Alonzi, European Director, George Group (now partof Accenture)

12.30 DAY 1 KEYNOTE PRESENTATION Tim Smit, CBE, CEO, The Eden Project

1.15 Lunch & networking

Developing core skills in your BBs andMBBs in a way that makes them ready totake on key leadership roles in the businessBrian Monakali, Senior Manager Lean SixSigma MBB, Lonmin Platinum, South Africa

Next generation process improvementEvolving to the Enterprise ImprovementModelIan McMorrough, Director ProcessImprovement EMEA, Rockwell Automation

Customising global deployment ofOperational Excellence for sustainablechangeChris Driscoll, Associate Director CorporateQuality Assurance, Amgen

Creating a competent workforce tailored tofuture demandJuergen Mees, Director Six SigmaProgramme, Business Excellence Team,T-Mobile

No more heroes: Reaching OperationalExcellence through the involvement ofpeopleMark Ellis, Senior Managing Director, HR, Bear Stearns

Using operational & visual management toexcel in Operational ExcellenceMerel Ritsma, Managing Director, Six Sigma & Lean MeritsAndre Julien, Manager Competence CenterProcess Management & Improvement, ING Bank

3.25 Coffee & networking

3.55

4.35

5.15 Linking operational problems with strategic frameworksfor a joined up approach to Business ExcellenceLiam Palmer, Senior Manager, HSBC Bermuda

5.45 Chairman’s close & end of Day 1

6.30 Pre-awards champagne cocktail reception

7.30 Process Excellence Awards ceremony & dinner (FREE forall delegates)

Main Conference Day Two: 17th April 2008

STRATEGY 2:Strategic Process

Management

Influencing your leadership teamsto understand, support and modelthe change in culture deliveredthrough a Lean or Six SigmaprogrammePeter Evans, Director of Quality &Operational Excellence, Virgin Media

Creating a culture of continuousquality improvementBaudouin Michelet, VP & Head ofQuality Improvement, UCB

Using Process Management & SixSigma in your R&D functions tosupport innovationMartin Rowlands, Global R&DManager, Dow Corning

Creating a process for innovationwithin the Process Excellenceframework Luis Relvas, IC&M DeploymentManager, Europe, Delphi

From functional thinking toprocess thinkingChristian Matei, BusinessTransformation Champion, AlstomPower Service

Creating an operational strategy thatworks across an entire organisation:Implementing a common operationalplatformJustin Chapman, SVP, Northern Trust

Lean and BPM based approach forbusiness optimisationEvin Köse, VP Process Management, Finansbank

TRIZ Instruments for SystematicInnovation Gaetano Cascini, President, ETRIA(European TRIZ Association)

Using a Process Maturity Model todefine and structure your ProcessExcellence programmeAdam Bennett, Director BusinessProcess Improvement, Network Rail

Using Six Sigma and BPM for strategicgrowthRoger Cliffe, Quality Director, Vodafone

Proven ground rules for successfulchangeChristian Bovenkamp, Director Talent &Organisational Development,Bombardier Transportation

Making Six Sigma work for youthrough effective training & astructured deployment strategyPierre Bayle, OPEX ProgrammeManager & MBB Trainer, Whirlpool

Do it now, do it right and sustain:Process Excellence through non-traditional people managementpracticesAlan Harrison, Director BusinessImprovement & Global Lean Champion,Weir Clear Liquid Division, The WeirGroup Plc

Six Sigma and the growth agendaLiam Mcgrath, Six Sigma Leader,Royal & SunAlliance

2.10

2.50

1.30

PEOPLE 2:Culture Change and

Behavioural Management

ROOM FOR IMPROVEMENT 2:Innovation & Growth

8.00 Coffee & registration + MBB Breakfast Circle, ISSSP

8.50 Chair’s welcome to Day 2

9.00 DAY 2 KEYNOTE ADDRESSLord Sebastian Coe, KBE, Chairman, LOCOG

10.00 Unlocking the secrets to a successful LeantransformationMark DeLuzio, President and CEO, Lean HorizonsConsulting, LLC & client

10.45 Morning tea & networking

11.15 Being the first choice for our customers: HowFirst Choice is changing the companyHolger Winklbauer, Managing Director FirstChoice, Deutsche Post World Net

11.45 Implementing training in Lean without specificprojects to increase initial successDavid Hampton, VP, Rath & Strong

12.00 Going from Process Excellence to BusinessExcellenceSteve Towers, CEO, BPM Group

12.30 Lunch & Networking

3.30 Coffee & networking

4.00

4.40

5.20 Bringing Process Excellence through planning and executing a successful large scale deployment Tom Falcon, Director Strategy & Process Excellence, A.P. Moller – Maersk

5.50 Chairman’s close & end of conference

Real life change management:Embedding a culture of excellence intoan existing workforceJulian Turner, MD, Westfield Sportscars Ltd

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Morning Workshops 9.00 – 12.00Pre-Conference Workshops: 15th April

Lunchtime Workshops 12.00 – 3.00

Workshop A:Integrating Lean Six Sigma inside yourorganisation: Delivering improved and

accelerated services at lower costHarness the 4 key benefits of applying Lean Six Sigmainside your organisation.• Specify value in the eyes of your customer: Value as a

function of speed, accuracy and cost• Objectively measure your organisation’s performance:

Drive continuous and breakthrough improvement bybase-lining your critical processes across departments

• Identify, improve and control factors affecting thesuccess of critical process performance measures:Eliminate any waste and variation you discover along theentire value stream

• Sustain your ROI: Building a process flow and controlsystem to imbed the solution into your organisationalculture

• Achieve better services faster, and at lower cost, usingthe Lean Six Sigma DMAIC methodology.

Nico Alonzi, European Director, George Group (now apart of Accenture)

Workshop B:Successful strategy deployment

for Lean transformation This workshop will give participants insights into thetechniques for converting strategic business objectivesinto reality. All Lean transformations need to drive forbreakthrough performance through results-orientedbusiness processes. It will explore the anatomy of a goodstrategy deployment plan, and the relevant ties to aligningLean initiatives, including the use of the Deming cycle, orPlan-Do-Check-Act. Metrics will be discussed as thosetied to strategy deployment as well as those tied to dailymanagement (Key Performance Indicators). StrategyDeployment is essential for every successful Leantransformation.Key learning points will be explored:• Importance of strategic deployment in a Lean

transformation• Elements of strategic deployment including:

o Breakthrough objectiveso Annual improvement prioritieso Breakthrough targetso Use of multi-functional teams

• Benefits of strategic deployment• Examples of strategy deployment

Mark DeLuzio, President and CEO, Lean HorizonsConsulting, LLC

Workshop C:ISSSP Leadership Circle: Performing Six Sigma

on your Six Sigma deploymentIs your Six Sigma deployment in its optimum state? Haveyou measured your Six Sigma deployment lately? Are youready to assess the current state of your deployment anddetermine any gaps and/or opportunities forimprovements? You can start now in this 3-hour workshop by: • Identifying the areas of deployment critical for

assessment • Using an approach of both quantitative and qualitative

techniques • Reviewing Lean and Six Sigma tools for adequate use

during the assessment process • All attendees will leave with an action plan to start or

enhance your current assessment process immediately. Roxanne O’Brasky, President, ISSSP

Roxanne founded ISSSP in 2001 & currently servesas its president. Today, ISSSP is the only professionalmembership society dedicated to the advancement ofeducation, research and implementation of the Six Sigmamethodology. Roxanne was responsible for the design ofseveral widely used tools for the deployment of Six Sigma,which have become the industry standard.

Workshop D:Using systems thinking to connect your

organisational processesSystems thinking is an effective way of deliveringincreased value projects through an awareness of theentire cause and effect relationships within yourorganisation. Change your mindset to deliver morestrategically founded projects.Through a series of practical exercises, re-orientateyourself from a functional to systems approach toorganisational management.• Analyse why businesses often act in a problem-solving

mode• Discover if you can train a marathon body for a sprint

race• Map the organisational journey: A practical exercise in

applying systems thinking to your own organisation• Practical takeaways – what to do when you get back

Christian Matei, Business TransformationChampion, Alstom Power Service

Workshop E:Creating Six Sigma Leaders:

How do you move beyond process improvement to Change Leadership?

Six Sigma will never be a truly integral part of yourorganization until leaders adopt and apply it. Making themGBs is not enough, it requires translating Six Sigmaconcepts into methods that are essential for, and flexible to,the demands of 21st Century leadership. In this session,respected consultant and author Pete Pande provides amodel for "Six Sigma Leadership" that adapts (and evencontradicts) process improvement principles, embracing amore ambitious vision of "Change Leadership." You'll learn:• Why Six Sigma is hard for leaders to apply and how to

make it relevant to their role and challenges • The seven "Powerful Paradoxes" that can turn Six Sigma

into practical leadership methods• How to help leaders look beyond Six Sigma projects to

enhance their strategic "Change ROI"• When and how to move beyond the boundaries of your

Six Sigma programme to engage with businessleadership

• You'll develop a plan to engage your leaders in a morerobust application of Six Sigma. All attendees receive acopy of Pete's newest book The Six Sigma Leader.

Pete Pande, President, Pivotal Resources

Workshop F:The world your way: conviction management for

Lean organisationsMany organisations are looking to adopt Lean, borrowingpractices from the Lean pioneers - but many are notgetting the results they really wanted. It is Fujitsu’s view that the successful adoption of Leanmeans departing from the path of adopting “best practice”and committing to the path of what’s right for yourbusiness. This means defining the essence of Lean andthen building the toolkit to support the organisationsneeds, addressing both the big, obvious issues as well ascreating the environment to drive continuous improvement.Genuine Lean can feel like a leap of faith for managers –moving away from managing symptoms towards investingin the way work gets done. This challenges the commontrait of “hero management” and replaces it with convictionmanagement.This workshop will consider these issues and looks at howto tackle these challenges through:• An architecture for delivering Lean• Leadership and management commitment• Measuring what mattersElla Bennett, HR Director and Programme Director forFujitsu’s Lean programmePhil Falato, Practice Head, Fujitsu’s Lean Solutionsgroup

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Afternoon Workshops 3.00 - 6.00

Full day Master Class 9.00 – 6.00 Post conference focus days: 18th April 2008

Workshop G:Successful Change Agents

make change succeed!The ability to make successful change happen is key tothe success of every organisation, but not every personinvolved in change is a good change agent. This workshopwill work through the attributes that make a good changeagent, and then challenge participants to self assess theirchange capabilities. Sue will help participants to interpretthe results of the self assessment and target areas for self-improvement. Participants will take away:• How to use this approach when assessing their teams

and the organisation• An understanding of what makes a good change agent• Strategic methods to improve change within your

organisationThis workshop is for anyone who is involved in changingtheir organisation, not just change leaders.Sue Tan, CEO & Dave Backholer, MD, Miragroup

Workshop J:Effective shop floor production

management simulation workshop

In this workshop Julian will first giveattendees an insight into Westfieldoperations, followed by a practicalapplication to their own workingenvironment.Part 1: Introduction to Westfield culture &lessons learnt• The Westfield production environment in

December 2006• Running Westfield with no changes• Running Westfield and introducing

changes to smaller batches, stockcontrol, stock turnover, quality control,self certification and master scheduling

Part 2: Increasing efficiency in yourcompany• Comparison against your company:

Discussion of the challenges, the lessonslearnt and key take-aways

• Reviewing the production process andcreating a model for top performingefficiency

• The importance of continual monitoringof cash, stock, delivery and customersatisfaction through each stage

Julian Turner, MD, WestfieldSportscars Ltd

Workshop K: BPM focus day9.00 -11.00: From process improvement toprocess management• Using BPM to progress your process

improvement programme • How to re-orientate your focus from

functional to process orientated • Embedding accountability across each

department to increase impact on crossorganisational processes

• BPM & SOA: Supporting businessperformance management through anexceptional IT infrastructure

Steve Towers, CEO,BPM Group

11.00 – 12.00: Case study: Linking Lean, SixSigma & BPM for a more strategic approachto Six Sigma• How BPM and Six Sigma go hand in hand in

the GE improvement culture• Using Business Process Improvement to

build a more efficient and streamlinedorganizational process

Stephen Dawes, Head of Quality,GE Commercial Finance

12.00 – 2.00: Using process engineering totake the business to a new understandingof profitability and capability managementThis interactive workshop will walk you through

innovative uses of Process Excellence acrossthe company that will help to really driveforward business growth and profitability.• Focusing on finance and profitability:

Working in partnership with your financeteam

• Planning for future business growth:Increasing the capacity of your business

• Using process re-engineering to driveinnovation and achieve increased profitability

• Understanding the different ways to increaseprofitability for your business

Liam Palmer, Senior Manager, HSBCBermuda

9.00 – 10.00: Intergating Lean and Six Sigma intoyour Process Excellence programmes• Running Lean Six Sigma Kaizen events: Running a

Black Belt mega project in one week (4-6 weekspre-work)

• Making Six Sigma part of the daily businessGeert Devos, MBB & Continuous ImprovementLeader Manufacturing Europe, Volvo

10.00 – 1.30: Sustaining long-term processimprovement in your business • Compare and contrast a ‘typical’ and an ‘atypical’

implementation, the results and sustainabilityachieved in the short and longer term

• Compare and contrast cultural differencesbetween the two (‘typical’ and ‘atypical’)

• Compare and contrast industry differencesbetween the two

• Compare and contrast management behavioursand actions

• Identify key criteria and actions for success basedon the above

• Assess your own programmes against the keycriteria and actions

Rod Thorogood, CEO, Aorist Consulting

1.30 – 2.00: Initiating and developing a culture ofprocess performance: A case study from HR

Based in the HR department, Jean-Bernard willshare with you his experience of starting a Six Sigmaprogramme in an environment new to the concept.• Deploying Six Sigma in new business areas: Thechallenges and opportunities • Getting buy-in and acceptance from non-process

orientated HR teams (employees and operationalmanagers)

• Enabling a customer driven culture and gettingpeople to think differently about value

Jean-Bernard George-Roux, SeniorPerformance Manager, Corporate HR, FranceTelecom Group

Workshop L: Early starters’ focus day

Workshop H:Integrating Lean and Six Sigma for both

continuous and rapid improvementIn this workshop Catalyst will introduce their Kai Sigmaapproach to Process Excellence, designed to accelerateimprovement and drive business results. Kai Sigma providesboth a systematic and pragmatic way for people andorganisations to improve performance. Its key concepts andprinciples are supported by a comprehensive tool-kit enablingpeople to use the appropriate tools and techniques to solve theproblems they are tackling. Participants will learn: • How to bring out the best of both worlds: Using Six Sigma to

increase quality and reduce variation, and Lean to cut wasteand boost efficiency in processes

• Practical ways to get Lean and Six Sigma to work together inthe same framework

• How to use a workshop based approach to accelerate thedifferent stages of the DMAIC process

• How to leverage the Define and Control stages of DMAIC tobetter define and sustain Lean Six Sigma results

John Morgan, Director, Catalyst Consulting (Author of ‘TheLean Six Sigma Improvement Journey’) & Martin Brenig-Jones,Director, Catalyst Consulting

Workshop I:Developing your core processes to meet your

business strategyThis practical workshop will introduce you to the essentialskills needed to deploy industry best practices in thedevelopment of a strategic approach to processimprovement and management. During this session you will explore and take away tools to:• Take an organisational strategy and translate it into

operational strategy• Develop a clear understanding of what needs to be

done to deliver on this strategy• Create clear action plans for departments and

individuals to deliver improvements • Unlock the value in your Process Excellence projects by

ensuring the results really do meet the top prioritybusiness objectives

John Forrester, Executive Director, Oakland Consulting &client

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STRATEGY 1:Creating an Operational Excellence Programme

Certification: A means to help the achievement of exceptionalstandards in Six SigmaThere is no doubt that organisations need to have a clearunderstanding of individual’s skill levels to ensure that Six Sigmais successful. BSI provide one way to ensure training and skill isup to scratch with a certification process. • Meet the exacting standards of certification and become a

recognisable industry standard• Become available to all potential and current Six Sigma belts• Implement a rigorous and exacting process to achieve

certification for both individuals and organisations• Be managed by highly experienced MBBsBill McIntyre, Six Sigma Manager, BSI Management Systems &client

Meaningful maps: Do you understand your processes or areyou on a journey without a map?• Defining an effective framework for process documentation,

design and ownership to achieve end-to-end visibility andcontrol

• Utilising business process modelling for successful BPMimplementation

• Increasing customer satisfaction through effective staff trainingand process ownership

• Creating a culture of continuous improvement and increasingregulatory compliance through effective communication anddocumentation

Chris Clenton, Senior Manager Process Documentation,Royal Bank of Scotland

Sustaining real business change: Maintaining long-termimprovements after project completion• Securing commitment and planning to let go after project

completion• Building strategies to monitor performance and reinforce

Inspiring people to make the change: Creating a mind shift inyour organisation through process leadershipIkon Office Solutions, the world’s largest distributor of officeequipment throughout the globe, has recently embarked upon a

Successfully transforming the business with Lean Six Sigmaand Operational ExcellenceScottishPower Energy Retail’s transformation programme beganwith Six Sigma, and after 3 years it was enhanced with anOperational Excellence model. Last year the programme was re-invigorated with the introduction of Lean techniques tocomplement Six Sigma and Operational Excellence. • Why significant change was required• How to create a vision and change framework• The practicalities of designing an Operational Excellence model• How to reinvigorate your programme with Lean

Neil Bannerman, Director Business Transformation,ScottishPower Energy Retail

How a process improvement methodology can rapidly moveyou towards Operational Excellence Process Excellence is often described as the Holy Grail of processimprovement methodologies but in reality represents a journey (or2.

552.

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PEOPLE 1:Leadership, Development & Talent Management

ROOM FOR IMPROVEMENT 1:Sustaining Process Excellence

7.30 Registration & Coffee

8.20 Chair’s opening address - Fujitsu

8.30 Achieving Operational Excellence through efficient ProcessManagement• How can Process Management become a visible and

important part of the business?- How Volvo Cars Corporation started their journey- The launch of an Operational Excellence function

• The strategy created leading up to a defined key businessissue within the business plan

• How to overcome the challenges and roadblocks in theorganisation

• The status of the work today and the plan to move forwardLena Olving, SVP Process Excellence & Total Quality,Volvo Cars

9.00 Making Business Excellence a strategic business priority• Securing support from your senior executive as to the real

value of Process Excellence and communicating what it canbring the business

• Making Process Excellence strategic: Joining up yourbusiness improvement programme with your top levelbusiness strategies

• Defining and achieving the business’ key areas of excellenceMaking sure your short-term goals do not conflict with yourlong-term strategies

• Moving from Operational Excellence to businesstransformation

Estelle Clark, Group Business Assurance Director,Lloyds Register

9.30 Delivering Lean IT services Fujitsu believes that today’s IT industry is at the point the carindustry was 20 years ago and needs the sort of shake-up thatToyota created. The CIO is under siege, the business wants morefor less from IT, while on the other hand systems and processesare creaking under a legacy born out of decades of bespoke-ismand re-invention. The result is that over two-thirds of the averageIT budget is spent “keeping the lights on”, with every new

system putting even more pressure on future spend. • Move out of the design excellence phase into assembly

excellence • Maximise re-usability of components in new solutions• Eliminate unnecessary work in service processes• Build products and services which work first timePhil Falato, Practice Head, Lean Solutions Group, Fujitsu

10.00 AN INTERVIEW WITH DANIEL JONESDaniel Jones is a management thought leader andadvisor on applying Lean to every type of businessacross the world. He is the founding Chairman of the

Lean Enterprise Academy in the UK, dedicated to pushingforward the frontiers of Lean thinking and helping others withits implementation. His work has inspired the very successfulimplementation of Lean by Tesco and many other companies.He is the co-author of the influential, best-selling managementbooks - The Machine that Changed the World, and LeanThinking: Banish Waste and Create Wealth in YourOrganisation - which describe the principles and practice oflean thinking in production.

Roger Camrass, Fujitsu’s Director BusinessTransformation Practise, discusses critical questions ofProcess Excellence with the Lean leader in thisexclusive interview.

10.45 Morning tea and networking

11.15 Making Process Excellence Lean and effectiveThe speed and effectiveness with which Process Excellencedrives change is key to increasing employee, customer andshareholder value. This presentation will examine the attributesof Process Excellence programmes that contribute to thespeed and effectiveness of change at all organisational levels.Monitoring KPIs and identifying improvement opportunitiesthat impact business performance. • Rapidly gathering all relevant data in the context of an

improvement opportunity • Gaining new process knowledge thorough visual analysis of

data• Communicating new insights into driving change and

monitoring impact on KPIsDr Ian Cox & Dr Malcolm Moore, Business Process Analysts,SAS Institute & client

12.00 When Lean Six Sigma isn’t enough: Making the most fromLean Six Sigma as a vehicle for transformationA typical outcome of a successful business transformationprogramme is the creation of a sustainable continuousimprovement capability, driven by clear process and businessperformance metrics. • However, many organisations fail to effectively link these

performance metrics to the “team” and “individual” rewardand recognition mechanisms, limiting long-termsustainability.

• Key principles to ensure that metrics, rewards andrecognition within an organisation, are aligned to buildlasting continuous improvement capability

• How to implement effective employee rewards andrecognition for sustainable success

Nico Alonzi, European Director, George Group (now part ofAccenture) & client

12.30 DAY 1 KEYNOTE ADDRESSTim Smit, CBE, CEO, The Eden Project

Starting out in architecture and then working for 10 years inthe music industry, Tim was a recognised entrepreneur formthe outset. He went on to restore Britain’s well-loved LostGardens of Heligan, now attracting a phenomenal 400,000visitors a year and voted the nations favourite gardens. Tim isnow best known as the CEO and co-founder of The EdenProject, which opened in 2000 and has totalled over 6 millionvisitors since, pulling together the cultural, education &commercial sector like no other business. Receiving numerousawards, it is recognised as one of the UK’s most innovativecommercial projects setting a precedent for any businessoperating in the 21st Century. Tim will relay his experience ofbusiness innovation and leadership.

1.15 Lunch & networking

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5.15 Linking operational problems with strategic frameworks for a joined up approach toBusiness ExcellenceGet full buy-in from your finance department and chief executives for your Process Excellenceprogramme by really delivering on the businesses strategic objectives. In this session Liam willpresent to you techniques that HSBC have successfully used to drive forward their profitability.• Starting from the top down by aligning process improvement programmes with the company’s

strategic initiatives• Customising Process Excellence programmes to the business problem• Changing the way that you think of Process Excellence within the company: Using it as a

constant driver for positive change• Selecting projects that impact on both a strategic and an operational level

Liam Palmer, Senior Manager, HSBC Bermuda

5.45 Chairman’s close & end of Day 1

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process) as well as a destination (or output). But how do you beginthe process without spending a fortune on Consultants or Training? • How to decide what to work on and the potential benefits from

these activities (goal focused deployment) • Setting up an effective monitoring framework within different levels

of management• Understand where tactical improvement tools fit into the

programme • How to use an external benchmark with the programme • How to start to integrate leadership & talent management within

the deployment Gordon McNeil, Head of Capability Improvement, Sellafields, BNFL

heightened change programme to truly embed a culture ofProcess Excellence in key areas of their business Carl will sharewith you the importance of:• Understanding your staff motivations to engage and inspire

them to demand process change• Getting people actively involved and motivated by process

improvement• Breaking down barriers within teams to realise process and

cultural benefits• Making continuous improvement more human and accessibleCarl Halford, Head of Process and European ProjectManagement, Ikon Office Solutions

Developing core skills in your BBs and MBBs in a way thatmakes them ready to take on key leadership roles in the businessExcellent leadership is fundamental to success of any organisation.Companies often create a leadership development process, includingSix Sigma to increase data-based decision making and changemanagement as key leadership skills. Selecting the ‘right’ people forSix Sigma roles• Developing leadership skills in your BBs and MBBs • Preparing your MBBs for future management positions • How to use Six Sigma as a formal leadership development

programme• Using talent development as a retention and motivation toolBrian Monakali, Senior Manager Lean Six Sigma MBB, LonminPlatinum, South Africa

Next generation process improvement: Evolving to theEnterprise Improvement Model• Defining and understanding the Enterprise Improvement model• Knowing when you are ready to move along the continuum• What are the next steps?• Overcoming the challenges to executing the Enterprise

Improvement ModelIan McMorrough, Director Process Improvement EMEA,Rockwell Automation

Customising global deployment of Operational Excellence forsustainable changeEveryone wants to achieve Operational Excellence and we allhave access to the same tools. So why do some initiativessucceed while the majority fail? The answer lies in thedeployment strategy and its communication to the business.• Customising your strategy to your industry and different

cultures in a global market• Using corporate groups for standards and support• Leveraging site resources to achieve local ownership• Marketing cost savings while building continuous improvement

to build a perception of success Chris Driscoll, Associate Director Corporate QualityAssurance, Amgen

Creating a competent workforce tailored to future demandTraining both Six Sigma and process management beltsAllowing your workforce to be flexible and responsive to businessdemands• Installing a process orientated outlook in your GBs and BBs• How Six Sigma can be measured in the process maturity

model to gauge your level of developmentJuergen Mees, Director Six Sigma Programme, BusinessExcellence Team, T-Mobile

No more Heroes: Reaching Operational Excellence throughthe involvement of peopleIn this session Mark will take a close look at some of thechallenges of implementing a structured process improvementprogramme. Drawing from his experiences in HR he will sharehow to:• Involve employees most affected by Operational Excellence

programmes• Balance theoretical vs practical applications • Win the battle for hearts and minds Creating acceptance for

change Mark Ellis, Senior Managing Director, HR, Bear Stearns

Using operational & visual management to excel inOperational ExcellenceTrue visual management goes far beyond having a clean andwell-organised office environment. It provides employees, as wellas management, with real-time information and feedback vis-à-vis their overall performance.• Changing from ‘manager of everything’ to ‘operational

manager’• How to facilitate Plan Board, Heartbeat and Kaizen

improvement sessions, in addition to using hands-onproduction and capacity planning techniques

• How to improve output quality, cycle time and processingcapacity with little IT investment

Merel Ritsma, Managing Director, Six Sigma & LeanMerits & Andre Julien, Manager Competence CenterProcess Management & Improvement, ING Bank

3.25 Coffee & networking

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7.30 Process Excellence Awards ceremony & dinner (FREE for all delegates)

Relax after a jam packed day and soak up the atmosphere.With a top-class big band to entertain you whilst you dine,followed by the eagerly awaited awards presentations this is amust-attend for all!

(For more information please see page 10)

changes• Managing early abandonment and rewarding success• Stabilising and institutionalising change through process,

information, culture and behavioural managementMark Johnson, Programme Manager, Retail Change, J.Sainsburys

Achieved $103million within 3 years of deployment

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STRATEGY 2:Strategic Process Management

Influencing your leadership teams to understand,support and model the change in culture deliveredthrough a Lean or Six Sigma programme• Building leadership support and sponsorship for a quality

transformation programme• Building in the change facilitation necessary for a

sustained approach to quality transformation- Building a successful Lean pilot- Process Management & ownership

Peter Evans, Director of Quality & OperationalExcellence, Virgin Media

Creating a process for innovation within the ProcessExcellence framework • What is the need for innovation?• Defining the process for innovation within your business• How to utilise the power of your organisation to drive

forward innovation • Is there any limit for innovation within the Process

Excellence frameworkLuis Relvas, IC&M Deployment Manager, Europe, Delphi

Creating a culture of continuous quality improvementThe pharmaceutical industry is subject to strict regulationsto protect public health and safety. As regulatory pressureincreases, UCB need to rethink their approach to qualityand re-awaken the organisation’s passion for quality. Buthow do you change a culture? • Launching a best-in-class education approach to ignite

passion for quality and excellence, and increase the willand skill to act

• Implementing a new process to stimulate continuousquality improvement

• Putting in place a networked organisation to support thisprocess

• Anchoring the changes by moving from a quality initiativeto a global quality improvement team

Baudouin Michelet, VP & Head of QualityImprovement, UCB

Using Process Management & Six Sigma in your R&Dfunctions to support innovationProcess Management and Six Sigma are often perceived asbeing barriers to innovation; stifling creativity and restrictingfreedom to explore. Appropriately applied however they canbe leveraged to support the innovation process throughstrategic alignment, idea generation and project execution. Inthis session Martin will share his experience of applying theseprinciples in an R&D environment to:• Align R&D programmes to business strategies• Develop leading indicators to predict innovation

performance• Facilitate progress across the innovation process interfaces• Improve project execution and delivery of results

Martin Rowlands, Global R&D Manager, Dow Corning

From functional thinking to process thinking• Why companies often never achieve the real synergy between

people, processes and technologies• Using BPM to translate and align customers, business and

employees needs into management and measurement systems• Achieve vertical and horizontal alignment in the process

architecture and the supporting organisational structure• Creating a new organisational culture to support process

orientationChristian Matei, Business Transformation Champion,Alstom Power Service

Creating an operational strategy that works across anentire organisation: Implementing a commonoperational platformThe ability to capture, analyse and communicate acommon set of business processes is a pre-requisite formanaging and transforming your business. BPM is key todelivering high performance, compliance and robustoperations.• The business challenges faced when deploying an

operational strategy• The need for a governed approach to business process

capture and communication• How this has been leveraged to improve process

efficiency and standards globally• The benefits for on-going operations and improved

business agility Justin Chapman, SVP, Northern Trust

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PEOPLE 2:Culture change and Behavioural Management

ROOM FOR IMPROVEMENT 2:Innovation & Growth

Award Winners 2007

On course to double return on R&D investment

8.00 Coffee & registration + MBB Breakfast Circle, ISSSP

8.50 Chair’s welcome to Day 2

9.00 DAY 2 KEYNOTE ADDRESSLord Sebastian Coe, KBE ChairmanLOCOG

One of the greatest athletes in British history with fourOlympic medals, Lord Sebastian Coe has been no lesssuccessful in the commercial world. As head of theLondon bid to host the 2012 Summer Olympics and,after winning that bid, he became the Chairman of theLondon Organising Committee for the Olympic Games(LOCOG). Lord Coe will use his own experiences toillustrate the link between leadership and performanceexcellence.

10.00 Unlocking the secrets to a successful LeantransformationIn this session, Mr. DeLuzio will speak from hisexperiences in working globally with hundreds ofcompanies and their Lean transformations, and havingarchitected the famed Danaher Business System (DBS)for the Danaher Corporation. • The characteristics to a successful Lean

transformation• The common pitfalls that companies encounter in the

Lean journey

• Creating Lean leadership and the required behavioursof leaders

• The importance of a good strategy and strategicdeployment

• Why applying Lean thinking on an enterprise-widebasis is essential, including supply chain andadministration

Mark DeLuzio, President and CEO, LeanHorizons Consulting, LLC & client

10.45 Morning tea & networking

11.15 Being the first choice for our customers: How FirstChoice is changing the companyFirst Choice is the service initiative launched byDeutsche Post World Net. The goal is ambitious, by2012, with its brands DHL, Deutsche Post andPostbank, the company aims to be the loyalty leader inits core markets. Achieving this goal requires each andevery employee in 220 countries worldwide to focusrigorously on customer loyalty. In this session Holger Winklbauer will share with youhow under the roof of First Choice, more than 1,000individual projects will be launched worldwide using theSix Sigma based Methodology.

Holger Winklbauer, Managing Director FirstChoice, Deutsche Post World Net

11.45 Implementing training in Lean without specificprojects to increase initial successWhen you want to get people into Lean then you oftenneed to start without knowing what you want to achieve.Rath & Strong will present their approach to gettingpeople on board for Lean implementation with-out theneed for specific projects at the outset:• Why is this the right way? • How does it work? • What does it achieve? David Hampton, VP, Rath & Strong

12.00 Going from Process Excellence to Business ExcellenceCreating the direct linkages with these performance objectivesis now a major strategic goal in order to better align people,processes, systems and strategy to achieve successfulcustomer outcomes.• Evolving and building Six Sigma & Lean approaches to

Outside-In thinking• Building the framework to support excellence• Creating the linkage between process change and

corporate performance improvement• Leading your people beyond techniques and tools into

successful customer outcomes • Delivering a comprehensive and sustainable strategic

approach to process and performance transformationSteve Towers, CEO, BPM Group

12.30 Lunch & networking

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Real life change management: Embedding a culture ofexcellence into an existing workforce• Embedding the culture for continuous improvement• Installing due diligence in each department (culture, training,development, attitude and the motivation)• How to make the first step in change management• Assessing the effects of change management on a

workforce• Methods for embedding change in the workforce for

long-term improvementsJulian Turner, MD, Westfield Sportscars Ltd

Do it now, do it right and sustain: Process Excellencethrough non-traditional people management practicesAlan will present the Weir approach and the key steps ofthe improvement journey with a particular focus on how toachieve and sustain changes in thinking and behaviour.• Set directions: How to select and prepare improvements

that will assure success• Deliver improvements: How to make improvements

happen fast• Sustain: Adapting non-traditional people management

practice to make improvements become a way of life • Leadership: Practical methods to lead people to own,

drive and sustain their improvement journeyAlan Harrison, Director Business Improvement &Global Lean Champion, Weir Clear Liquid Division,The Weir Group Plc

Proven ground rules for successful changeTo achieve the overall goal of a change project it has beendemonstrated that if you focus specifically well on thefollowing ground rules that the overall success is likely tohappen. • Securing sponsorship from the top• Do the basics first before you strive for the tactical and

strategic• Communicate, communicate, communicate: The

importance of communicating to all stakeholders innumerous ways and several times

• Be one step ahead of your stakeholders and findmitigation prior to problems happening

• Have a thorough project corridor available to reflectlocal/country needs

• Use symbols to communicate success and be open andhonest

Christian Bovenkamp, Director Talent & OrganisationalDevelopment, Bombardier Transportation

TRIZ Instruments for Systematic Innovation Even talented people with a deep expertise in their field ofactivity waste time and money in never-ending trials &errors. TRIZ, the theory for Systematic Innovation, teacheshow to make the solution of an inventive problem a“routinary task”.• Gain awareness of TRIZ tools and techniques• Appreciate strategic and operational applications of TRIZ• Be introduced to the way TRIZ is adopted by worldwide

companies and SMEs• Get references to dramatically improve your inventive

skillsGaetano Cascini, President, ETRIA (EuropeanTRIZ Association

Six Sigma and the growth agendaIn this session Liam will discuss how Royal and SunAlliance are focusing on the customer and growth.• How to align your operational improvement programmes

to a profitable growth strategy• How Six Sigma can be used at the front end of the

business• Ensuring your programme is not just about cost cutting

but provides for business growthLiam Mcgrath, Six Sigma Leader, Royal &SunAlliance

Making Six Sigma work for you through effective training anda structured deployment strategyHow can you turn initially doubtful engineers and managers intogreat advocates of Six Sigma? Learn how an early successfulapplication of Six Sigma on a complex new Product Developmentproject helped convince the most sceptical, and started a longlasting mindset shift. Discover how Whirlpool Europe is deployingand embedding these Six Sigma skills and mindset into its R&Dand manufacturing organisations, through its highly effectivetraining Content, DFSS and a structured deployment strategy.• An illustration of the application of Six Sigma mindset and data-

based methods in a product development project • Down playing complex statistics: A very practical BB training

content based on most needed engineering skills• Building in critical thinking and structured data acquisition skills • Optimising design through product knowledge and sequential

DOEPierre Bayle, OPEX Programme Manager & MBB Trainer,Whirlpool

Lean and BPM based approach for businessoptimisationFinansbank has seen a rapid growth trend in line with theTurkish banking sector. In order to manage their growtheffectively and obtain efficient results, processorganisation and business skills have to be optimised. Inresponse the Process Management Department areimplementing various optimisation techniques includingLean Sigma and BPM.• The role of the Process Management Unit in driving

change• The purpose of business optimisation projects• Lean and BPM methodologies and how to get the most

from the tools • Aligning ongoing projects to strategic objectives

Evin Köse, VP Process Management, Finansbank

Using a Process Maturity Model to define and structureyour Process Excellence programmeNetwork Rail is using Process Management as ProcessExcellence to underpin its strategic plans and build uponits long-term Six Sigma programme through a ProcessMaturity Model. • The Process Maturity Model and its rationale• How Process Maturity Models can be used to support

and drive real benefits from a Process Excellenceprogramme

Network Rail’s BPM initiative is one of 3 core areas of thecompany’s world class programme and aims to establishand understand a culture of Process Management andimprovement as a core tool to drive significantimprovement in the quality and efficiency of services tocustomers and other stakeholders.

Adam Bennett, Director Business ProcessImprovement, Network Rail

Using Six Sigma and BPM for strategic growth• Using BPM to link Six Sigma with your business strategy

and delivery to the customer• Linking different organisational areas and managing their

processes to get all operations in line with your businessstrategy

• Managing growth within your organisation • Focusing on customer centric processes to drive growth• Creating the infrastructures to support growthRoger Cliffe, Quality Director, Vodafone

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5.20 Bringing Process Excellence through planning and executing a successful largescale deployment The Process Excellence programme within A.P. Moller-Maersk’s container businesscommenced in late 2006. This presentation will focus on the challenges and benefits ofProcess Excellence, involving:• Rolling out large-scale Green and Black Belt training• Deploying global improvement charters

• Selecting and managing business improvement projects across a large scale business• Encouraging improvement through mindset change initiatives

Tom Falcon, Director Strategy & Process Excellence, A.P. Moller – Maersk

5.50 Chairmans’ close & end of conference

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sProcessExcellence9thAnnual Have you submitted your entry for a 2008 Process Excellence Award?

If not, then it’s not too late!. Now is your chance to make sure your team gets all the recognition itdeserves. The Process Excellence Awards this year now include Lean, Six Sigma and wider BusinessExcellence projects – making them the definitive awards programme for any Process Improvementprofessional.

With 10 to choose from, pick the perfect Award to match your expertise and stageof deployment. Whether an SME or a multi-national, all entries will be judged incontext making it possible for everyone to win.

IInnddiivviidduuaall AAwwaarrddss� MBB of the Year � Deployment Leader of the Year

PPrrooggrraammmmee AAwwaarrddss� Best Improvement Programme � Best Start-up Programme

PPrroojjeecctt AAwwaarrddss� Best Process Improvement Project in Service & Transactions

� Best Process Improvement Project in Manufacturing

� Best Operational Excellence Project in Financial Services

� Best Project Contributing to Innovation

� Best DFSS Project

� Best Fast Track Project

CategoriesMeet our esteemed judging panel of industry experts and former prize-winningcompanies! Assembled specifically for their industry knowledge, judges will beresponsible for selecting 6 finalists per category to meet with face-to-face on 15thApril.

• Pankaj Agrawal, Global I&CIM Director, Delphi• Louis Relvas, IC&M Deployment Manager Europe, Delphi• Jeff Ayland, Director Business Excellence, Novellis• Howard Miller, Lean Six Sigma Deployment leader, HSBC• Neil Bannerman, Director Business Transformation, Scottish Power• Sarah Tognarelli, Director Six Sigma, Credit Suisse• Adrian Dunn, Global Work-Out Manager, BP• Peter Evans, Director Quality & Operational Excellence, Virgin Media• Graham Lewis, Lean Manufacturing Manager, Tenneco Automotive• Peter Cullen, Area programme Manager, Europe, Starwood Hotels• James Lawther, Head of Process Excellence & Infrastructure, Capital One• Brian Monakali, Senior Manager: Lean Six Sigma MBB, Lonmin Platinum• Liz Taylor, Senior MBB, Ingram Micro• Melinda Filton, MBB for Design Operations, Sun Chemical• Paolo Soncini, MBB Europe, Sun Chemicals• Ravindra Rao, EMEA Project & Process Excellence Leader, Honeywell• Paul Donstschuk, Quality Director, GE Money Home Lending

Judges

This year the judging criteria has been updated to reflect the direction of programmes within 2008. To make sure you tick all the boxes, visit www.excellenceawards.co.uk tosee the key success indicators highlighted with the help of our esteemed panel of experts. Entries will be judged fairly and in-depth, in line with thesecriteria to select the 2008 winners.

Criteria

Awards CeremonyAwards will be announced and presented at the 9th Annual Process Excellence Summit in the evening of 16th April 2008, at the QEII Centre, London, free of charge for allSummit delegates. Even if you have not entered for an award, it promises to be a night of celebration and entertainment in style. Relax after an intense day’s learning by sippinga glass of champagne and mingling with your peers over an exquisite 3 course meal. Then enjoy a world class big band extravaganza, guaranteed to get you all in the mood forthe evening celebrations and award finalist presentations. There’s no need to come alone – bring your friends, family or team members for an extra £150 each and treat them toa night of extravagance as well and toast to your success.

Sponsored by

Sponsored by

Sponsored by

Entry Deadline: February 1st 2008 Visit: www.excellenceawards.co.uk

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Associate Sponsors:George Group has broad and deep expertise acrossa multitude of industries. We draw on this experienceto help our clients achieve their operations perform-ance targets and deliver exceptional financial returns.

Since 1986, we have created an unsurpassed record of successful partnerships withGlobal 2000 companies. We have built thought-leading practices in the critical areasof value creation:• Fast Innovation: The only true approach for creating innovation that is fast, differ-

entiated and disruptive and delivers market-leading growth. • Operations Strategy: Unique, patented methods to eliminate the complexity in

your offering that your customer will not pay for. • Lean Six Sigma: We are the global leader in creating Lean Six Sigma operations

for service and product companies.We deliver the strategic insight and operational execution required for our consultingclients to surpass their growth, speed and cost goals. Further, we create the essen-tial capability and cultural transformation for our clients to achieve and sustain supe-rior results. www.georgegroup.com

JMP is a software product from SAS, the worlds largest privately heldsoftware company. Through visual analytics, JMP enables a greaterproportion of users to quickly and effectively solve problems based ondata. Visual Analytics simplifies data analysis processes, is easy to

learn and use, and enables a broader spectrum of technical and business users togain insight into their processes. Contact: Adrian Turner, JMP Division, SAS Institute,Wittington House, Henley Road, Medmenham, Marlow, SL7 2EB, UK. www.jmp.com

Bound by the guiding principles of the Toyota Production Systemand hoshin kanri (strategic deployment), Lean HorizonsConsulting’s unique Lean business system solutions provide animprovement platform that drives profitable growth by eliminatinginstitutionalized waste across the enterprise. Visit www.leanhori-

zons.com, call +44 (0) 1623 414 344, or e-mail getlean@leanhorizons.com for moreinformation.

Now celebrating more than 70 years of pioneeringprocess improvement innovations, today Rath & Strongis the leading global provider of Lean and Lean SixSigma solutions. Rath & Strong’s clients include compa-nies such as: Johnson & Johnson, Wyeth, Nortel, DHL,

US Postal Services, UBS, and Schneider. Rath & Strong pioneered Lean methodolo-gy by helping bring this powerful concept to the West in the 1970’s. Rath & Strongwas also a pioneer in Six Sigma when at Motorola, Rath & Strong consultants likeDorian Shainan helped clients Bill Smith and Bob Galvin develop what is now calledSix Sigma. Today, Rath & Strong does leading work in Lean Six Sigma for compa-nies worldwide. Rath & Strong’s full solutions approach offering consulting, coaching,and training creates change that sticks and achieves significant quantifiable resultsand sustainable competitive advantage. www.rathstrong.com

Lead Sponsor:Fujitsu has over 30 years experience in providing consultancyand project services, helping organisations design, deploy andmanage advanced IT infrastructures and maximise the valuefrom investment in business services and technologies with fullalignment to their business objectives. Lean principles form an

integral part of the way Fujitsu works in partnership with its customers, to deliver ITservices that are continually improved and delivered effectively and economically.Over the past decade Fujitsu has taken the principles of Lean manufacturing andapplied them to the IT services environment, initially in Service Desks and more lat-terly across the whole value chain of Designing, Building and Operating IT services.Its approach, Sense and Respond, has won many national and international awardsfor the impact it has had on the way Fujitsu deliver services and create a culture ofcontinuous improvement with its staff. Website: uk.fujitsu.com

Session sponsors:Miragroup are a small team ofProgramme and Change Managementspecialists. We provide custom servicesto assist organisations to make integrat-

ed changes to processes, systems, organisation and people. Ourclient list includes College of Law, Cadbury, ISG, Covent GardenMarket Authority, Hansons, Imperial College, Royal & Sun Alliance,Scottish Power, BT, Abbey and Watson Wyatt. Our Programmeand Change Management methods are used by a number oforganisations and are available on our public access website,www.imct.managechange.co.uk.

Oakland Consulting is an award winningmanagement consultancy specialising inStrategic & Operations Management.The company has been established for

over 20 years and has a successful track record in helping manylarge and complex organisations, in both the private and publicsectors, across the UK, Europe, Asia and North America, toachieve lasting improvement. Oakland also has an internationallyrecognised research & education division, the European Centre forBusiness Excellence (ECforBE) which operates in alliance withleading European universities and business schools. Oaklandbrings together a strong academic & commercial profile, leadingedge thinking and successful, experienced consulants to enableclient success. www.oaklandconsulting.com

From Strategy to Reality Since its inceptionin 1997, Nimbus has helped over 700organizations drive transformational changethrough process management. Nimbus

delivers software and service solutions that enable the consistentadoption of strategic initiatives from the CEO to the shop floor,making strategy reality at blue-chip clients in 15 countries, acrossall industry sectors. Website: www.nimbuspartners.com

BSI Business Improvement provide trainingand support in a range of business improvementmethodologies. All of our team are drawn fromindustry and have hands on experience in theapplication of their specialist subjects. Our

approach is to work closely with our clients during improvementinitiatives. This can be achieved through classroom education,facilitation of chosen development activities, or a combination ofboth. Whether you are wanting to simply create awareness in theneed for continuous improvement or implement a full global cor-porate Six Sigma initiative we would be pleased to discuss withyou how we can help. BSI will be launching a certification servicefor Six Sigma professionals which will involve attending training,taking an examination and submitting a project for review.www.bsi-uk.com/Training/Business_Improvement

Awards Sponsors:Minitab is the leading provider of quality improve-ment software. Minitab® Statistical Software - ourflagship product – has been used to implement vir-tually every major Six Sigma initiative around the

world. Quality Companion by Minitab™ supports and guides Six Sigma teamsthrough projects from start to finish, enhancing quality analysis and reporting.Quality Trainer by Minitab™ is a web-based training service that provides inter-active, easy-to-understand guidance on how to use Minitab to analyse qualityimprovement statistics. Distinguished companies that rely on Minitab software,training and services to help them achieve world-class quality includeSiemens, Nokia and Lloyds TSB, and the leading Six Sigma consultants. Tolearn more, visit www.minitab.co.uk

Venturehaus assists Financial Institutions inachieving Operational Excellence in their busi-nesses. Venturehaus is a specialist manage-

ment consultancy which assists companies in Financial Services in achievingOperational Excellence across their businesses. We do this through applying acombination of Lean and Six Sigma, within our Design for OperationalExcellenceTM framework, supplemented by our own deep operational experi-ence in the Financial Services industry. In addition to our consulting expertise,we are the market’s leading provider of Lean and Six Sigma training.Venturehaus delivers Value through the achievement of Operating Leverageacross the business, and in transferring knowledge and skills to staff within ourclient companies. www.venturehaus.com

Featured Exhibitors:

www.catalystconsulting.co.uk

http://pivotalresources.com

www.bmgi.com

www.qsbc.co.uk

www.i-solutionsglobal.com

www.qualica.com

www.aorist-consulting.com

Sponsorship & Exhibition OpportunitiesIf you want to position your company’s solutions and expertisein front of the most senior decision makers in ProcessExcellence then call Stephen Swarray on +44(0)207 368 9337to discuss a tailored package to your business goals. Based onthe needs of the delegate audience, the 9th Annual ProcessExcellence Summit is accepting limited sponsorship in eachof the following categories:

■ Six Sigma & Lean consultants■ Lean, Six Sigma and BPM software providers■ Business Process Improvement consultants■ Innovation consultants■ Lean & Six Sigma training companies■ Change Management consultants■ e-learning solution providers■ Lean & Six Sigma recruitment companies

Call today to reserve the best package

Media Partners:

Presented in association withiSixSigma.com is the world's leading online content provider forthe Six Sigma community. It provides the most comprehensiveand essential resources to hundreds of thousands of qualityprofessionals each month.

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