Conference Day 2 - Tuesday, January 29th, 2008

7.00 Registration And Networking Breakfast

8.00 Summit Director’s Welcome

Vanessa Lovatt
US & Europe Event Director
IQPC

8.05 Chairman’s Opening Address

8.10 Transforming The Defense Enterprise With Lean Six Sigma: How Leadership Commitment To A Culture Of Change Is Transforming The Business Of Defense

For change to be successful in an organization as large and complex as the Department of Defense, the top leaders of the organization must be completely committed. With the support and continued investment of its top leaders, the Department of Defense is transforming the way it does business through the use of Lean Six Sigma. Elizabeth will discuss the Department's efforts to ingrain continuous process improvement into its corporate culture through:

Explicit stakeholder training and performance objectives
Current enterprise-wide Lean Six Sigma initiatives being undertaken by the Department
The future of continuous process improvement/Lean Six Sigma in the DoD

Additionally, Elizabeth will focus more broadly on the importance to the American people of the Department of Defense becoming a "Lean" organization."

Elizabeth A. McGrath
Principal Deputy Under Secretary of Defense for Business Transformation

8.50 Using ‘Adaptive Deployment’ To Keep Six Sigma Relevant In Your Organization

It has been 9 years since DuPont began its journey to Six Sigma. Don Linsenmann returns to present the twists and turns of DuPont’s experience. He will focus on the concept of an “Adaptive Deployment” and how this has assisted the DuPont story. Along the way, he will point out the possible pitfalls and key moves that need to be made to keep Six Sigma relevant in your organization. The dimensions of when and how to incorporate Lean, Innovation, Top Line Growth and Strategy will be covered – find out from Don what could work for you.

Don Linsenmann
Vice President and Corporate Champion
DuPont

9.30 The C-Level Panel: How Do You Make Lean Six Sigma & Process Improvement An Intrinsic Part Of Your Organization’s Strategy?

Our C-Level sounding board are here to tell us what Lean Six Sigma & Process Improvement means to them. Denise, Geoff, Kevin and Elie will fill us in on what they do and how process improvement is working in their companies before Geoff opens to questions from the floor – ask them what you need to know to get more buy-in from your senior management! Questions to be addressed include:

Using operational excellence to achieve your company’s top priorities
Who should lead operational excellence in your company?
Translating the value of Six Sigma into terms your company leaders can understand and be able to apply themselves

Geoffrey Glass
CIO and SVP
Valeant Pharmaceuticals

Dr. Denise Reading
President
Corporate College

Kevin Kelleher
President and CEO
Cartus

Elie Simon
CEO
TAGSYS RFID

10.15 Coffee & Networking, Book Signing With Jack Welch

10.45Innovation as a Change Management Challenge

This focused session will address how following a simple change model can help you create innovative behaviour in your organization.

Mary Federico
Vice President
Rath & Strong

Jack Welch

11.00 An Audience With Jack Welch

Introduced and moderated by Dan Quinn, President and CEO of Rath & Strong, don’t miss the full one hour interactive session with Jack himself… "Ultimately, [Six Sigma] drives leadership to be better by providing tools to think through tough issues" Jack: Straight From The Gut Engage in a dialogue with Jack Welch, the most admired CEO of modern times. This unique opportunity will give you insight on: Leadership • Management • Execution

"I called Six Sigma the most ambitious undertaking the company had ever taken on. Quality can truly change GE from one of the great companies to absolutely the greatest company in world business.”

Jack: Straight From The Gut

In his 20 years at General Electric, Jack Welch transformed the company from a bureaucratic monster to a dynamic and revered powerhouse.

During his tenure, GE market value grew from $13 billion to $500 billion. In the process, Welch’s management innovations have made him the most influential CEO of his era. Hear what was said when Jack headlined this event before:

“Jack Welch is a legend. Just to be within fifty yards of him and feel his presence – it’ll be a memory of a lifetime for me.”

Susan L. Gillman, Director/Founder Lean Enterprise Group, Seagate – Summit attendee in 2005, the last time Jack Welch headlined at this event

12.00 Innovation Vs. ‘Rigid’ Methodologies: Dispel Theories That Process Improvement Methodologies Are The Enemy Of Creativity And Learn How To Use Them In A Complementary Fashion

In a business world with evolving client needs and dynamic markets, technology and competition, it is no longer sufficient to simply be efficient and solve problems. Process improvement practitioners can add substantially more value by truly embracing creativity when delivering solutions. Creativity is a direct result of determination to learn and use creative thinking strategies. Applying these strategies can lead to innovative solutions on any improvement project, regardless of methodology or approach.

Achieving superior results by incorporating innovation into your improvement program
Empowering and growing your practitioners ability to aid creativity
Creating a climate that fosters creativity

Russell Danziger
Director Six Sigma Central Deployment Office
Merrill Lynch

Want your photo taken with Jack Welch? Then you need to either

Be one of this year’s Excellence Awards finalists
Bring a team of twenty of more people

And you may be invited to the private breakout session with Jack Welch. An intimate Q&A forum has been created for those at the top of the tree. Selected participants will be notified of time and location upon invitation. (Strictly by invitation only)

12.45 Lunch And Networking

13.00 By Invitation Only: VIP Lunch With Jack Welch

Sponsored by:

2.15 - 2.55 Intrinsically Secure: Assuring The Longevity Of Process Excellence By Establishing It As An Intrinsic Part Of Your Organization’s Strategy

Southwest Airlines launched their Redefining Excellence (Rx) program to grow their company and keep ahead of their competition. This required the creation of a tailored program that would maintain their core values, enabling passengers to travel as self-sufficiently, and securely as possible, whilst improving operational performance. The Rx program has required extensive change management, but through careful change strategies and commitment from the senior board, a winning program has been created that is firmly embedded in the organization’s strategy. Greg will explain how the ground operations have been completely transformed and how Southwest Airlines aims to work across all 64 locations, with specific reference to:

Change Management: Generating acceptance of change within the wider workforce to ensure faster take up of new processes
Keeping your improvement program integral to your organization’s strategy by regular re-invigoration to meet current business demands

Greg Wells
Senior Vice President Operations
Southwest Airlines

Track A: Strategic Planning And Ongoing Alignment With The Business

Track B: Out With The Old And Innovate With The New

Track C: Winning With Culture Change Management

Track D: Deployment Leader Forums

Track Keynote

3.00 - 3.30 Investigating The Challenges And Benefits Of Deploying Six Sigma On A Global Basis

Gain a first hand insight into the value and issues associated with deploying Lean Six Sigma in a global company and within global supply chains. The advantages of speaking the same language of Six Sigma across the company will be investigated, as well as challenges with translation, delivery and local resource needs. In addition Joe will describe a novel way to determine the Sigma value of your web page by keywords. He will provide a real example of applying the methodology to improve website visibility and some candid perspectives of the difficulties and challenges in doing so for global visibility.

Joe Ficalora
Executive Vice President
Sigma Breakthrough Technologies Inc.

3.00 - 3.30 The Roadmap To Innovation: Explore How You Can Lead Your Team To Innovation

A successful improvement programme needs strong leadership that inspires your people and draws the most out of projects. As European and UK Quality Leader of the Year 2006-7, Estelle will investigate what is necessary for leading innovation and share stories about inspirational leaders from whom we can all learn.

Understanding the role of leadership in process improvement and innovation to hone your leadership style
Identifying the skills of a true leader – do you have them?
Examining leadership of innovation and identifying key differences and difficulties faced
Developing your own leadership style to draw the most from your innovation and improvement program

Estelle Clark
Group Business Assurance Director
Lloyds Register

Top Rated Speaker at IQPC’s European Summit
European and UK Quality Leader of the Year 2006-7

3.00 - 3.30 Driving A Continuous Improvement Culture In A "Non-Mandated" Environment

How do you generate interest, gain buy-in and active leadership support in a continuous improvement program within a company that has multiple lines of business and distinct cultures? This session will share Constellation Energy's approach for developing, deploying, and sustaining a non-mandated continuous improvement model that is relevant and flexible for your enterprise. The continuous improvement program was a component in Constellation Energy’s productivity and growth, making them North America’s largest competitive provider of power, with a $19.3 billion enterprise and international operations. Bruce will guide you through this growth from the perspective of their continuous improvement program.

Understanding Constellation Energy’s vision, strategy and planned approach for business performance improvement and to relate these three aspects to one another
Developing the operating model and service packages that allow continuous improvement to be evolved and developed as different business units mature

Bruce Rideout
Vice President, Business Performance Improvement
Constellation Energy Group

A Specially Created Platform For Deployment Leaders To Network And Share Best Practice, All Facilitated By Speakers. Below Are A List Of Suggested Topics, The Most Popular Will Be Determined Through Discussion Onsite And Then Discussed In Detail. Deployment Maturity

Three forums:

Pre-deployment – 2 years
2 years – 5 years
6 years +

3.35 - 4.05 Long Term Success: Guarantee It For Your Organization By Using Process Excellence As Part Of The Strategic Planning Process

Most process improvement programs are not “top down” implementations. Without leadership engagement whether at the company, division or facility level, a process improvement program is unlikely to grow or in many cases survive. It is the obligation of the deployment and process leaders in these programs to identify key success factors and implement actions to gain leadership support which grows the program using the process tool box. At CSX’s, the intense focus on creating “visible” financial results using the accountability model led to increased leadership engagement and organizational alignment with the corporate mission statement. Once aligned, implementation of a business process management program further integrated the process excellence focus with the long term strategic vision. By concurrently focusing on delivering current year results and continuously refining the long term strategic vision, CSX’s process excellence program is delivering long term success. John will tell you how.

Focusing and delivering visible results to culturally transform and obtainleadership engagement and organizational support
Using financial and effectiveness results to evolve your program and become aligned with your mission statement
Implementing Business Process Management (BPM) to enable your process excellence program to become a critical part of the long-term strategic vision

John R. Murphy
Assistant Vice President, Operations Process Excellence
CSX

$500M+ in bottom line financial benefits
Critical role in strategic planning vision of company
Bronze winner 2007 ASQ International Quality award

3.35 - 4.05 Developing An Innovation Experience Model Using Six Sigma-Based Methodology To Yield A Customer-Focused, Branded Experience To Address Strategic And Tactical Concerns

Unisys Corporation has developed a state-of-the-art model for conducting an Innovation Experience for client and client-vendor teams. Innovation Experiences include discovery and discussion of technological and strategic solutions to client business issues, deployment and enhancement of current offerings, and tactical overviews. Experiences range from specific problem definitions and solutions to blue-sky, out-of-the-box brainstorming. In this session, learn their methodology for developing the model using Six Sigma techniques and how that methodology yielded the model and deployment.

Using Six Sigma methodology, specifically QFD, to translate customer needs into a working model
Developing an Innovation Experience model around process, personnel, and space to ensure a successful, well-rounded client experience
Integrating technology into standard operating procedures to ensure a seamless execution of the innovation experience

Sam Racine
PhD, Six Sigma Black Belt
Unisys Corporation

Achieve a client-based experience to enhance your unique brand of Innovation

3.35 - 4.05 Are You Six Sigma Or Just Doing It?

Does your company view Six Sigma as the foundation for cultural transformation or as a program for process improvement? Your approach to ten critical success factors may ultimately determine whether you become a Six Sigma company or if you end up “just doing it”. Join Gianna as she discusses these critical success factors and provides some insight into how you can steer your company’s Six Sigma approach to fundamentally change the way your company thinks, acts and works.

Gianna Clark
Managing Director Six Sigma
Dominion

Don’t miss Gianna’s related article, available online: www.iqpc.com/us/jackwelch2008

4.05 - 4.45 Networking Refreshment Break

4.45 - 5.15 Completing The Circle: Aligning People To Projects, Projects To Process, Process To Strategy And Strategy To Pay-Off

What do you do when your front-line workforce is aligned with the mission but not with the strategies chosen to achieve the mission? JEA faced exactly this problem and developed an easy to understand Circle of Excellence to easily communicate their desired end state and chosen strategies. Using this communication tool, they aligned an environment of 8 bargaining units and 4 levels of management to focus their energy around the strategies. When processes weren’t aligned with the strategies, projects were born to achieve alignment of processes. Aligned processes create the platform for success that encourages people to thrive. Accountabilities throughout the organization align with our chosen strategies at every level. Find out you can do this with first hand insight from Rod.

Rod Hill
Master Black Belt
JEA

4.45 - 5.15 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 A

4.45- 5.15 A Way Of Life: Instilling Enthusiasm And Motivation Throughout Your Workforce To Generate Acceptance And Support

Increasing employee acceptance of the changes that come not just from initial deployment, but also from changes that you will encounter as your program becomes more advanced is a constant challenge for every progressing Lean Six Sigma program. At Rohm and Haas an unusual method of changing the way people think has been introduced that actually gets company employees pushing forward for Lean Six Sigma and thinking in a more process orientated mentality. A pipeline of projects has been created by encouraging employees to suggest potential projects themselves and the process excellence team then support and carrying out these projects, provided they provide a 3:1 ROI or that they fulfil a senior management priority. Janet will explain how this has created enthusiasm and acceptance amongst the general workforce, plus a steady supply of projects.

Using a rigorous process to clarify the business potential and financial return of what are initially just pain points
Ensuring strategic and agile success within one year to continue the enthusiasm and acceptance for Lean Six Sigma

Janet Hammill
Business Process Excellence Lead
Rohm and Haas Company

4.45- 5.15 Organization Size

Three forums:

Up to 5,000 employees
5,000-15,000 employees
15,000+ employees

Suggested topics for discussion:

Communicating program development and success across the business
Engaging the senior management
DfSS – improve its delivery for you
Investigating excellence in your value chain

5.20 - 5.55 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

5.20 - 5.55 Using Lean Six Sigma For Innovation And Growth

Lean Six Sigma has been used both separately and together for many years. Typically the application has distracted from the fundamental benefit of allowing more time for value added activities such as innovation and generating growth. Even if you are deeply immersed in your program it is valuable to step back and make sure the fundamentals are being followed. Thom will guide you through steps for using Lean Six Sigma for innovation and growth so that you can apply the principles in your work.

Identifying the strategy and goals of your Lean Six Sigma initiative
Clearly understanding and removing the obstacles in your path which prevent true innovation
Making sure that all of your efforts are customer facing and allow more opportunity for growth

Thom Keehan
Quality & Operational Excellence Leader
GE Money – Turkey

5.20 - 5.55 The ConAgra Performance System: Driving Sustained Performance With A Focus On Daily Operations, Process Reliability And Safety

Several years ago, ConAgra Foods began a journey that is transforming the way in which they manufacture a wide range of products for customers world wide. This journey is based on the ConAgra Performance System, CPS, that is driving sustained performance improvement. Most companies today try to solve their problems using only tools such as Lean Six Sigma, but CPS goes beyond this approach by transforming manufacturing through careful attention to the basics that include safety, continuous skills improvement, focused improvement methods, maintenance and work simplification. The result is a total culture change and daily operations system that returns greater performance while other methodologies plateau and fall behind. David will guide you through the ConAgra success story.

David Kaissling
Vice President of Transformation
ConAgra Foods

8.00 Awards Ceremony & Gala Dinner

[ Register Now ] · [ Next: Conference Day 3 - Wednesday, January 30th, 2008 ]