Day Three Conference: 18 September, 2008

7.00 Registration And Networking

8.00 Chairman’s Opening Address

8.10 Transitioning From Cost Productivity-Focused Lean Six Sigma To Customer-Focused Business Process Improvement

Begin a new journey to expand the Lean Six Sigma focus into key business practices to become more customer-focused. In this presentation, Randall will describe the approach and expected benefits from this more business focused improvement program.

• Achieve sustainable results through creating a strategic operational framework
• Drive continuous improvement by enabling true cultural change to take place across your entire business
• Appraising progress against plans to ensure you stay on track for success
• Ensuring standardization across your organizational deployment as a key to success and sustainability
• Facilitating fast changes and early wins for your business to generate support and cross business buy-in

Randall Hoeflein
Vice President, Continuous Improvement
Rockwell Automation

8.50 Ensure You Are Hitting Your Business Targets Every Time By Linking Lean Six Sigma To The Business Strategy And Corporate Performance

The birth of Six Sigma at Bank of America began in 2000. The journey still continues and has evolved into a holistic approach to quality-centric business transformation. Six Sigma's role is still central. This session will discuss:

• Engaging all business areas of the business in corporate performance through effective communication of your organizations mission and objectives
• Proving ROI to justify ongoing support & resources
• Enterprise wide: Rolling out a Lean Six Sigma deployment to your global company
• Achieving the right balance between central support and business accountability for strategic focus and delegated responsibility to the business
• Does one size fit all? Adapting Lean Six Sigma deployments to suit different business and geographical cultures

Introduced by: JMP

Jerry Barkley
SVP, Master Black Belt, PMP, Q&P Innovation & Enterprise Capability Program
Bank of America

9.20 Beyond Six Sigma: Excelling In Customer Satisfaction And Corporate Performance

Total Quality, Just-in-time, Six Sigma, Lean Six Sigma and ISOQuality System: Whichever method you chose. This session will look at how you can maximize your chosen method to drive performance. 2008 sees further growth in customer satisfaction and loyalty as the key drivers towards influencing corporate performance. This session, as such, will delve deeper into the role of Lean Six Sigma and Quality of Service (QoS), towards excellence in customer satisfaction.

Hitendra will explore:

• The do’s and don’ts of the various quality concepts
• How to better align your quality strategy to business needs
• Examples of the application and success of Lean Six Sigma processes in design and manufacturing
• The impact on customer satisfaction in competitive benchmarking
• The need for innovative changes in a globalized market place

Hitendra Ghosh
VP & CQO
Hughes Network Systems

10.30 Gearing Up For Success: Garnering A Critical Mass Of Continuous Improvement Practitioners To Assure Long-Term Success

Creating a culture of excellence in your organization requires that everyone gets involved – both leaders and operational workers. By establishing a sound training strategy and plan to “re-skill” the entire organization from leadership to individual contributor, you can make sure that you are “geared up for success”. This session will address how to:

• Develop a strategy and long-term training plan that establishes the right level of continuous improvement skills of your organization
• Integrate enabling skills to accelerate implementation of Lean Six Sigma and hard-hitting results at all levels throughout the organization
• Balance management versus leadership training: Understanding the importance in training managers in Lean Six Sigma, and Lean Six Sigma practitioners in leadership
• Build an infrastructure to support corporate-wide learning

Gianna Clark
Managing Director Six Sigma
Dominion

11.15 Deliver Exceptional Results: Leverage The Best Of Lean And Six Sigma To Drive Integration And Organizational Change

Recently taking over and merging a number of smaller business units in the last 12 months, Kodak has had to focus on streamlining this new business environment to ensure a continuous level of Process Excellence across the Graphic Communications Group. In this must-attend session for anyone going through a merger or acquisition, Nancy will give you examples and lessons learnt from her experience, to help you cope and manage business change and growth.

• Delivering continued Operational Excellence in an environment of mergers, acquisitions and continual business change
• Achieving true Continuous Improvement: Continuously learning and developing your organizational strategy to stay ahead of the competition
• Focusing on growth: Using Lean and Six Sigma to drive growth across the entire enterprise
• Managing the performance of different business units to ensure continued high levels of excellence

Nancy J. Plews
Worldwide Director KOS and Quality, Graphic Communications Group
Eastman Kodak Co.

Streamed Sessions

SMALL TO MIDSIZE BUSINESS (SMB) FOCUS TRACK: TAILORING YOUR DEPLOYMENT TO YOUR ORGANIZATION CULTURE	LEAN COLLABORATION: ROLLING LEAN SIX SIGMA OUT TO YOUR END-TO-END SUPPLY CHAIN	ROOM FOR IMPROVEMENT (entrance exclusive to mature companies and practitioners – apply upon registration) Unique interactive discussion and benchmarking sessions designed specifically for companies with a 3 year+ deployment or practitioners with over 6 years experience in the Lean Six Sigma industry
12.05 – 12.45 Lean With Heart: The Recipe For Lean, Green Supply Chain Integration In this session you will learn how to apply basic lean principles to inspire and empower talent throughout your company in service of people, the planet and the bottom line. Hear case studies, results and lessons learned from Burgerville’s supply chain including: Leveraging the power of Lean supply chain integration in a mission-led company Making the business case for Lean, green initiatives How a team of four restaurant workers generated over $2 million in top/bottom line Lean contributions in 7 months Sustainable, cost saving tips any company can use to be Lean and green Alison Dennis Director Supply Chain Development Burgerville	12.05 – 12.45 Using The Supply Chain Operations Reference Model (SCOR) To Keep Your Project Portfolio Filled And Provide A Strategic Framework For Supply Chain Improvements This case study demonstrates how United Space Alliance, LLC (USA), NASA’s Space Shuttle Prime Contractor, is utilizing the Supply Chain Operations Reference (SCOR) model in three distinct applications, all of which result in identifying improvement opportunities for Lean initiatives or Six Sigma Belt projects. Take a look at the unique applications including: Adapting the SCOR project roadmap: How SCOR enables you to improve and communicate supply chain management principles between all interested parties Implementing a SCOR Best Practice Assessment for a more strategic supply chain operations framework Exploring practical possibilities for partnering a SCOR project with a major Original Equipment Manufacturer (OEM) Scott Sealing Project Lead, SCOR, Lean & Six Sigma Integration United Space Alliance Laura Mills Black Belt United Space Alliance	1.30 Discussion 1 What’s next? Innovating the Six Sigma toolkit for a more creative and flexible Lean Six Sigma approach towards Business Excellence What’s new on the horizon with Process Improvement? Adapting the Lean Six Sigma techniques to suit your different processes Adding a flexible approach to Process Excellence through encouraging think tanks and self-thinking workers How to continue to sustain ROI and business value? Harmeet Soin SVP Business Transformation Group HSBC
2.00 – 2.40 Total Customer Focus: Using Lean Six Sigma And Process Control To Enhance Client Experiences As A Business USP Cision, a media monitoring service hold customer experience and quality of service at the center of their operational values. In this session Kurt will share with you how they adapted the Lean & Six Sigma tools to leverage greater control over their business processes. Predictive control: Collecting and constantly analyzing your service data to pick up and avoid problems early Leveraging the Lean Six Sigma techniques for a competitive advantage Understanding your key customer satisfaction and loyalty metrics and incorporating them into your business operations Measuring and assessing performance at the customer interface to increase retention rates Kurt Paquin SVP Operations & Process Management Cision	2.00 – 2.40 Building A Collaborative Planning Forecasting And Replenishment (CPFR) Process To Create A Lean Supply Chain In this session you’ll discover how you can build a positive CPFR process from the perspective of a supplier to a Consumer Packaged Goods (CPG) customer. Keith, an experienced supply chain director and Business Process Management professional, will share with you the lessons learnt and core processes within the Sonoco supply chain. Create a seamless end-to-end process with excellent perfect order performance by applying Lean supply chain tools Ensure reliable on time performance through the integration of upstream supplier capability Manage the new product launches in the overall supply chain management process Establish clear roles and responsibilities between customer, suppliers, and suppliers' suppliers to utilize the differing capabilities present in each of the organizations Keith Holliday Director Corporate Supply Chain Sonoco Products	2.00 Discussion 2 Implementing metrics driven continuous improvement: From internal measures, to external partnerships Drawing from their own experiences Karl and William will give insights into how the implementation of a Balanced Business Scorecard (BBS) in 2004, evolved into a more external perspective. How setting BBS index’s comprised of 40 key operational metrics helped to monitor and control internal implementation Setting internal goals for these metrics and tracking and reporting results on a monthly basis Refining a subset of these metrics to reflect defects due to internal processes as well as those due to upstream external business processes Topics of discussion will include: How to link both your internal and external metrics in your improvement process, to ensure you are improving your entire value chain Strategies for collaboration with business partners to reach a greater level of quality assurance Methods for setting and measuring end-to-end operational improvements Karl Baker Vice President Corporate Action Announcements The Depository Trust and Clearing Corporation William Scotto Director, MBB The Depository Trust and Clearing Corporation
2.45 – 3.25 Training And Educating Your Operational Leaders For A Modernized Working Model Aligned With Key Performance Targets Increase deployment and performance success by making sure your business and operational leaders understand and support Six Sigma Measure and improve the culture of your organization to support Six Sigma and achieve significant business results Building a critical mass of Six Sigma cultural awareness to drive Six Sigma and Six Sigma to drive culture Chuck Aubrey VP Operations and Lean Six Sigma Anderson Packaging	2.45 – 3.25 Leveraging Lean Six Sigma For Supply Chain In A Rapidly Growing Industry With phenomenal growth and globalization of this industry over the last 3 years, significant challenges and risks face the supply chain. This poses significant challenges and risks to the supply chain. In this session, Ramesh will illustrate how Halliburton used Lean Six Sigma successfully to increase output dramatically while reducing defects at the same time. Leveraging increased end-to-end efficiencies and savings by applying Lean Six Sigma concepts to both the manufacturing and procurement operations Creating a framework to prioritize Lean projects and enabling proactive ownership for far-reaching Lean Six Sigma initiatives Embedding standardization and synergies across a global supplier and manufacturing base through Lean and Quality Assurance methodologies Extending Lean Six Sigma to suppliers through collaborative training and business operations Ramesh Gopalakrishnan Director of Quality and Operational Excellence Halliburton
4.00 – 4.35 Aligning Improvement with your business needs; Implementing Strategic Process Management Today, amid a turbulent economy and unprecedented competitive pressures, few companies have the luxury to approach process improvement as multi-year project demanding hundreds of hours. Process management is undergoing a revolutionary change, reflecting the changes that business itself is scrambling to make. The dozens of companies we have served over the past few years are hungry for an approach to process management in which results can be seen in weeks, not months, and where disparate business units, operating across the globe, can be rapidly aligned around a central strategy. In this session SSA & Company will impart their next-stage model for process improvement, Strategic Process Management. Increase how Lean and nimble your processes are, to drive innovation and competition Identify key value streams in your business, measure them constantly, and improve them rapidly for quick results. Build in a new way of thinking about process management by focusing on rapid improvement, aligning a business and engaging the employees Unveil a new enthusiasm for improving processes as a necessary part of business flexibility, innovation, and growth Sean Pratt Director of Operational Excellence Toyota Financial Services (TFS) John Rodgers Managing Director SSA & Company	4.00 – 4.35 Practical learning’s from implementing a performance improvement strategy across enterprise manufacturing – focus on 15%-20% reduction in mfg expense. Companies are faced with increasing global competition. In order to survive and win in the marketplace they have to develop a culture of sustaining performance improvement where no waste is tolerated and true root cause is the norm. In this presentation we will discuss the critical aspects of implementing an enterprise level strategy. In this session we will review from practical real life experience the critical aspects that are proven keys to success and items that are “death nails” to achieving true sustainable performance. Leading a culture change that sticks and drives to zero loss based on proven industry best practices will be the focus of this discussion. Creating alignment to performance improvement strategy Change Leadership Reapplying from the best i.e. companies like Milliken Organizing for success Measuring performance improvement Celebrating success Keys to sustaining progress David Kaissling Vice President Continuous Improvement ConAgra Foods Inc.	4.00 Discussion 3 Going from good to great: Striving for sustainable excellence in a mature Lean Six Sigma program Going from a quality approach to corporate performance management for a holistic approach to Business Excellence Embedding Lean Six Sigma firmly into the everyday working practices of all employees Even the most mature companies experience change: How can you sustain a good working practice through mergers and acquisitions? Gianna Clark Managing Director Six Sigma Dominion
NEW INNOVATION FORUMS: Speaker Q&A panel sessions – your chance to dig a little deeper into what’s next and how others have perfected deployment. All speakers from the stream will reconvene to answer further question relating to the topic and their presentations.
4.10 – 5.10 Tailoring Lean Six Sigma Training And Deployment Strategies To Suit Your Company Providing the best support for your Lean Six Sigma trained employees Deciding what level of training and how many Black Belts your company needs to be truly value adding Creating an internal training and awareness program for your operational leaders	4.10 – 5.10 Rolling Out Lean Six Sigma To Your External Business Partners For Complete Quality Assurance Creating a wide spread process mentality across your extended supply chain Assessing the benefits of different approaches to supplier development Implementing joint training strategies to increase take up of Lean Six Sigma throughout your suppliers

5.15 CLOSING SMALL TO MIDSIZE BUSINESS KEYNOTE: Bringing Customer Excellence Through Complete Quality Assurance

An operations expert and strong advocate for Lean Six Sigma, Cosper brings to The Millennia Group more than 30 years' Electronic Manufacturing Services (EMS) experience. Through embedding Lean Six Sigma across all their operational divisions Millenia Group has built a strong reputation with their growing client base for the kind of Operational Excellence and quality performance that are expected of the large, tier-one producers.

In this session, Ron will share with you his operational experience with Lean and Six Sigma, and how he is now using this to build a strong corporate strategy for millennia going forward.

• Streamlining operations and improving quality performance across organizational divisions
• Offering customers faster delivery schedules and more flexibility and responsiveness in meeting their needs
• Managing the efficiency and value-add through mergers and acquisitions

Ron Cosper
COO
Millennia Group

5.45 Close Of Conference

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