11th annual process excellence summit brochure

26th – 29th April 2010 | Chelsea Football Club, London

Register and pay before 29th January2010 to save up to £1449

Leaning and Leading: Driving transformation in a recoveringmarket for enhanced customer experience and rapid growthopportunitiesSpend up to four intensive days at the mostcrucial Process Excellence event of the decadeto prepare yourself for the upturn. The time isnow for:

Inciting quality and operational excellence improvement projects that preserve and improve profit margins and aid recovery

Developing internal talent to guarantee enhanced performance to your Process Excellence programme from 2010 onwards

Building a customer focused culture to boostcustomer confidence and drive your organisation onward and upward

Delivering substantial improvements using basic techniques such as Lean for rapid company-wide buy-in for Process Excellence

Sustaining and evolving improvement to enable long-term cost reduction in conjunctionwith innovation as we move into the upturn

Track SponsorsLead Technology Sponsor

Uncover the secrets for sustainableimprovement with the insight of the strong Summit speaker faculty:

FEATURED KEYNOTES

Paul Coby, CIO & Head of BA Services, British Airways

Sofie Blakstad, Head of Re-engineering O&TEMEA, Citi

Bill Black, Group SVP Operational and QualityExcellence, ABB

Thom Keehan, Business Transformation andIntegration Leader, GE Money Bank

Tony Gattuso, Vice President for LSS BusinessTransformation for Developing Markets, Xerox

Cem Miralay, Head of Customer & BusinessProcess, British Gas

“Those that will comeout of recession firstwill be those who actlike they can.”

Find out what else the 2010 Keynote Speakerhas to say: René Carayol, Former BoardMember and Senior Executive, Pepsi, IPCMedia, M&S, Inland Revenue

Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email: [email protected]

NEW DECADE • NEW ECONOMY • NEW LOOK SUMMIT

Gain the recognition your teamdeserves: Apply for a Process Excellence Award today (see page 13 for more details)

www.ProcessExcellenceLondon.co.uk

Associate Sponsor

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Process Improvement Visionary Council: A first for theProcess Excellence Summit – Leading visionaries take to the stage together toanswer your questions on the future of Process Excellence. Representativesfrom the original Process Excellence organisations will provide insight into therole of Process Excellence in transforming business and excelling in theeconomic upturn.

Tailor Made Agendas: With streams dedicated to differentmaturities of deployment, you can attend sessions that will feature case studiesand discussions from organisations facing the same problems you are. Andremember there’s nothing stopping you skipping between streams if your remitcovers multiple content areas.

Value for Money: Your work is all about doing more with less,and I’m giving you the chance to kill two birds with one stone. Not only are yougoing to spend up to 4 days learning ways to directly cut costs in your business,I’m giving you a huge early bird discount (save up to £1449 when booking before29th January) to make this as accessible as possible when budgets are tight.

Process Excellence Awards: I know that you have achieved ahuge amount during difficult times, and you deserve recognition. While theProcess Excellence Awards may only have one winner announced at thespectacular gala dinner, all the finalists receive feedback from our esteemedjudges, and it’s a great boost for team morale.

Now have a look through the brochure to see what else the Summit has to offer, and all the waythrough don’t forget to book early to receive the lowest possible rate. Many of your competitorsand related companies have already made the most of these so make sure you do too!

As ever, my team and I are always on hand, so please call us today to discuss anyquestions that you may have and to register your place.Call: +44 (0)207 368 9300 Email: [email protected]

I look forward to seeing you in April.

Sarah Johnson, Summit DirectorSix Sigma and Process Excellence IQ

Welcome to the 11th Annual Process Excellence Summit!Is that a light at the end of the tunnel? Well it certainly seems that you’ve almost made itthrough the worst economic downturn in history. Having spoken to a number of you over thepast 3 months I know how hard you’ve been working over the past 12 months. Just survivingthe past year is an achievement in itself but we all know the real challenge starts now.

Now is your chance to step into the spotlight and to show your organisation just howinfluential Process Excellence can be in driving growth and retaining margins. In order to dothat you’re going to need the latest tools and techniques, as well as the skills to developinternal talent, engage senior managers and develop a culture of continuous improvement.

And this is exactly what this re-invigorated Summit is about…

Whether you are the overall budget holder for Process Excellence initiatives looking forstrong ROI opportunities in 2010, new to Process Excellence looking for insights into those‘quick wins’ or a seasoned master black belt looking for the latest innovative techniques,the Summit will provide you with the next steps for success.

This brochure is filled with detailed information on the great sessions you can be part of, butbefore you turn over, I’d like to highlight the top 4 (I couldn’t contain myself to just 3!) reasonswhy the Process Excellence Summit is the place for you to be on 26th – 29th April 2010

Dear Colleague... Schedule of EventsMonday 26th April: TRAINING WORKSHOPS,

SITE VISIT & FOCUS DAY

Tuesday 27th April: KEYNOTE PRESENTATIONS AND PROGRAMME MATURITY TRACKS INCLUDING 15.00-18.00 DECISION MAKERS EXCHANGE

Wednesday 28th April: KEYNOTE PRESENTATIONS, PROGRAMME MATURITY TRACKS AND INDUSTRY ROUNDTABLES

Thursday 29th April: TRAINING WORKSHOPS

Get the most up-to-date Summitupdates, speaker insights anddiscount information through:www.ProcessExcellenceLondon.co.uk

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“Best Process Improvement event Ihave attended”Bechtel Co. Ltd

“Good combination of theoreticalbackground and new developments,supplemented with inspirationalpractical cases” Post Danmark A/S

2010 Process ExcellenceAwards: Call for Entries

� Do you have a successful Process Excellence Programme or Project?

� Do you want industry recognition for the success you’ve achieved?

� Do you want the world to know about your success?

If you answered YES to any of the above, thenentering the Process Excellence Awards is a must!

Visit www.ProcessExcellenceAwards.co.uk for full info andmake sure you get your entry in by 19th February 2010.

Further evolvedBest Ever

Further evolvedEurope’s Only

Further evolved

Brand New

Linked In group: IQPC Process Excellence

Six Sigma and PE Group: 11th Annual Process Excellence Summit

Plus, join our social media groups online:

Further Evolved

P.S – To download presentations fromthe 2009 Summit click here:www.processexcellencelondon.co.uk/downloads.php

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Previous Attendees

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A sample of 2009 attendees included representatives from:

A sample of 2008 attendees included representatives from:

Allianz Cornhill Insurance Plc.

Bacardi & Company

Bank of Scotland Corporate

Barclays Bank

Bechtel

Betfair Ltd.

Britannia Building Society

British Telecom

Cable & Wireless

Carphone Warehouse

Citibank International PLC

Deutsche Bank

Enfield Council

GlaxoSmithKline

Hampshire Constabulary

HM Prison Service

Honeywell

ING Direct

Lloyds Banking Group Plc

Lloyds Register

London Borough of Croydon

London Borough of Hammersmith & Fulham

Lonza Biologics Plc.

Lufthansa

Millipore

National Australia Bank

Network Rail

NHS London

Nokia Services

Novelis Uk Ltd.

Oxfordshire County Council

Reuters

RS Components UK

ScottishPower

Sun Chemical

Telefonica

Telenor

T-Mobile UK Ltd.

Virgin Media

Vodafone

ABN AMRO Bank NV

Alpha Bank

Alstom Power

American Express

Bentley Motors Ltd.

Bristol City Council

British Energy Group Plc.

British Gas Services

BSkyB

Capital One Research

ConocoPhillips Norge AS

DnB NOR ASA

DWP

E.ON UK Plc.

F Hoffmann La Roche Ltd.

Finansbank A.S.

HSBC Bank Plc

Maersk

Nationwide Building Society

Norwich Union Life

Pfizer Ireland Pharmaceuticals

Qatar Telecom

Royal Bank of Scotland

Shell International

Siemens Industrial Turbomachinery Ltd

Starwood Hotels & Resorts Worldwide Inc.

Transport for London

Whirlpool Europe

10.00 – 13.00 MORNING TRAINING WORKSHOPS – SELECT ONE

13.00 – 14.00 Lunch and Networking



Monday 26th April 2010: Summit Day 1

A) Establishing a Lean Office in your organisation

In this workshop you will learn Lean principles and how to apply themstep by step in an office environment. You'll experience first hand howLean reduces waste, improves operational efficiency and increasesmanagerial efficiency.

The workshop will cover the entire process of creating a Lean office:� Initial Engagement and Scoping to ensure focus on Improvement� Effective Change Management in order to bring everyone on the journey� The tools and processes needed for a successful integration� How to Sustain the efficiencies after handing the project back to the

operational team� Aligning the process to organisational strategy to plan for the future

Peter Evans, Director of Quality, Virgin Media

B) Beyond Operational Excellence: Structured Innovation� Innovation: The New Burning Platform! � Understanding the Different Types of Innovation � The Kirton Adaptation-Innovation Assessment � Developing Your Company’s Innovation Roadmap � Building an Innovation Scorecard � The Relationship Between Innovation and Other Initiatives � Getting Started: Rapid Innovation Projects

Greg Kinsey, European Managing Director, BMGI

14.00 – 17.00 AFTERNOON TRAINING WORKSHOPS – SELECT ONE

C) Steering out of the Recession: Applying Lean & Six SigmaFor Everyday Operational Excellence

In this workshop Catalyst will build on their Kai Sigma approach toProcess Excellence, designed to accelerate improvement and results.Kai Sigma provides both a systematic and pragmatic way for people andorganisations to improve performance, reduce waste and unnecessarycosts, increase competitiveness and manage ongoing operations.

Participants will learn:� How to use Lean to cut waste and boost efficiency in processes and

Six Sigma to build better customer service, increase quality and reduce variation.

� Practical ways to get Lean and Six Sigma to work together in the same framework

� Which tools are being used most often in everyday projects � How to use on-line resources when more advanced tools are needed � How to use a workshop based approach to accelerate the different

stages of the DMAIC process � How to use a change model to overcome resistance and get buy in � How to leverage the Define and Control stages of DMAIC for ongoing

operational measurement

John Morgan, Director, Catalyst ConsultingMartin Brenig-Jones, Director, Catalyst Consulting

D) Beyond Lean Six Sigma

What is best practice and learning as organisations already proficient inLean evolve to the next stage?

� How can we develop our corporate agenda to move our people and processes?

� Where is the best place to begin the journey?

� Who should be the leaders and practitioners?

� Which techniques and tools are these leading organisations deploying?

Learn the why and how of harnessing the people, processes andtechnology under a progressive approach going beyond Lean Six Sigma.

Discover the pragmatic customer centric approaches in use within theworlds leading 21st century organisations (as featured in Steve Towers’

new book).

“You will never think of process in the same way again”

Steve Towers, CEO and Founder, BP GroupFREE copy of "Lean Six

Sigma for Dummies" for allattendees! (co-authored by

the presenters)

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“Great guys! I got really inspired!”Attendee to Catalyst’s last IQPC workshop, October 2009

“I look forward to learning more!”Attendee to Steve’s last IQPC workshop, September 2009

10.00 – 17.00 SHEPHERD NEAME BREWERY SITE VISIT



Monday 26th April 2010: Summit Day 1

In mid 2008, Shepherd Neame, Britain’s oldest brewery (est’d 1698), embarked on a transformation program that capped 3 years of plant and systemsinvestment. This program meant Board-level changes in leadership, a roll-out of SAP across the business, installation of a state-of-art bottling line, managementre-structuring and new processes, objectives, measures all founded on lean and six sigma principles…and all inside a 12 month period. The results have beenstriking and this site visit will look at the key elements of this journey. You may also get the opportunity to taste some of their world class beers too!

10.00 – Meet in venue lobby, transport provided to Site

11.30 – Arrive at site

11.45 – Host welcome and Introductions, presentation

13.00 – Networking Lunch

14.00 – Tour of site and opportunity to meet process owners and project leaders with Q&A session

15.30 – Depart site

17.00 – Arrive back at venue

10.00 – 18.00 FOCUS DAY COMMON APPROACH, UNCOMMON RESULTS – LEAN CASE STUDIES ON MAKING CHANGE STICK

10.00 – 10.30Introduction to the day and “Which hat are you wearing?”Richard has advised many companies including Toyota, Sara Lee, Nestlé andSAP on their approach to supporting process excellence both from a softwareand methodology perspective. In his “Which hat are you wearing?”presentation, Richard looks at the expectations and requirements of fourdifferent process improvement groups; namely business, risk/compliance, ITand external consultants/SI’s. Richard will describe the approach being takenby leading companies to join-up the endeavours of these differentstakeholders in a common approach to process excellence.Richard Parker, EVP, Nimbus

10.30 – 13.00Extreme Lean – A Lean Journey in perspective!This workshop will provide practical insight into the key elements and pitfallsof a Lean Journey in a Sales & Marketing environment. The methods exploredare already embedded in Toyota Motor Europe Lean Operations Office. Yr willexplain how to:� Focus improvement initiatives where they will have the biggest impact

against key business priorities� Achieve greater adoption of Lean thinking through an effective and

structured approach to Lean - looking at 3 key focus areas 1) Strategic Focus 2) Project Focus and 3) Kaizen Platform

� Use Lean methods to achieve strong company commitment to promoting aculture of continuous process improvement, such as PDCA, A3 thinking, Kaizen and Toyota Way

� Embed sustainable process and performance improvements in all operational areas with a simple software approach

� Energise change through continual communication and adoption of Process Improvement

Yr Gunnarsdottir, VP Lean Operations, Nimbus

13.00 - 14.00Lunch and Networking

14.00 – 16.00Carphone Warehouse – “Making Change stick on the shop floor”After twenty years of very rapid growth, Carphone Warehouse is now arguablyfaced with a saturated market. They have to transform the business to stay atthe top of an extremely competitive market. The challenge they face has beendescribed as “helping a teenage company grow up”. Find out how bestpractice business processes and standard operating procedures are beingdeployed across 800+stores, how adoption is being ensured, and the role ofPerformance Management. “Carphone runs at 100 mph” - hear how theyachieved a rapid return on investment and their plans for the future.

Cisco – “Driving Value from Standardisation”Striving for standardization will always be a journey; this presentation is about: � The people and places along the road that help make it work� Choosing the right destinations� Travel tips to make your journey better, faster and cheaperRegula Krueger, Manager Operations, Cisco Systems

16.00 - 17.30Question and Answer PanelYour opportunity to ask questions of the panel which will include the day’sspeakers.

17.30 – 18.00Closing remarksA short summary of the day and details of the following day’s presentationsRichard Parker, EVP, Nimbus

518.00 EVENING DRINKS RECEPTION AND NETWORKING

Presented by:

“Excellent presentation, solidbackground and clarity.”Attendee to Nimbus’ last IQPC workshop, October 2009



Tuesday 27th April 2010: Summit Day 27.45 Registration & Coffee8.35 Chairman’s opening address8.45 Quality, Operational Excellence, Customer Confidence and Profit – Can we really have it all?

Even during the deepest economic downturn in recent years, it is possible to achieve great things through engaging the hearts and minds of greatpeople. In this session Bill will outline the key measures to drive Quality & Operational Excellence improvement projects to help preserve margins andboost customer confidence.Bill Black, Group Senior Vice President – Quality & Operational Excellence, ABB

9.30 KEYNOTE: Extraordinary times call for extraordinary leadershipLead your organisation into the future! Make no mistake about it, extraordinary times demand extraordinary leadership and we find ourselves in rapidlychanging trading conditions. Only leadership can provide the vision and strategy on the frontline to embrace the opportunities that these changespresent, whilst simultaneously ensuring that all the available quality process improvement measures are being implemented behind the scenes toguarantee the right things are delivered to exacting plans and exacting budgets.René Carayol specialises in leadership and culture, drawing from his experiences as a senior executive and board member of some of the biggest British and American

organisations; from Pepsi (UK) and Marks & Spencer to IPC Media and the Inland Revenue. He is the best selling author of the leadership and culture bible, “Corporate Voodoo”, aregular television and radio broadcaster for the BBC and a Visiting Professor at Cass Business School. His time at Pepsi saw him lead teams which had Six Sigma at the heart ofeverything they did and René has gone on to advise a number of organisations where Six Sigma has been central to their change programmes, including BP, IBM and René hasworked closely with some of the world’s greatest leaders; from Bill Clinton and the last Soviet President Mikhail Gorbachev to the seventh Secretary-General of the United NationsKofi Annan and former US Secretary of State Colin Powell.Rene Carayol, Senior Executive & former Board Member for Pepsi, Marks & Spencer, IPC Media & The Inland Revenue10.15 Continually driving cost out and doing more with less: Your guide to effective and sustainable cost cutting in a tightened economy

As commercial economies and public sector budgets contract there is increased pressure for organizations to drive efficiencies and lower their overallcosts of operation. Whilst there are countless strategies and methods to reduce cost many tend to be knee-jerk reactions to market conditions; lackingin analysis and are often poorly planned and executed. The outcomes can be hit and miss; some may have benefits that are short lived while othersmay do more harm in eroding market share through lack of customer focus than actually reducing cost. No matter what approach you take, a welldeveloped plan is required for the cost reduction activity to provide significant net gain for the organization.

This session will delve deep into the 5 critical elements for truly effective cost reduction strategies:• Aligning reduction efforts to support company strategy and urgency:

Strategies for immediate survival, business as usual or establishing competitive advantage

• Identifying the greatest areas of opportunity to reduce cost relative to the effort and investment required

• Ensuring that cost reduction activity does not adversely affect the overall business: Avoiding risking negative impact on market share

• Executing reduction efforts in a feasible and pragmatic fashion • Sustaining the reductions realized post cost reduction initiative

Mark George, MD, Process & Innovation Performance Group Accenture & Client

EARLY DEPLOYMENTS ANDPROGRAMMES

11.45 – 12.25 Driving business improvement atShepherd Neame - Britain’sOldest BreweryIn mid 2008, Shepherd Neameembarked on a transformation. Thisprogramme meant board-levelchanges, a roll-out of SAP, andinstallation of a state-of-art bottlingline. New processes, objectives andmeasures, all founded on Lean and SixSigma principles, were also introduced.The results have been striking and inthis session, Tom will look at the keyelements of this journey, focusing inthe operational areas of production,packaging and distribution.� Leading business improvement in a

traditional company� Developing a learning culture to

support improvement initiatives� Rolling out new measures and

objectives� Using Six Sigma to drive plant

performance� Deploying Lean and Six Sigma

methods without confusing your workforce

Tom Falcon, Director ofProduction and Distribution,Shepherd Neame Brewery

11.45 – 12.25 Lean Plus: Moving from tacticalLean events to SustainableProcess ImprovementYour first lean improvement events willhave provided quick wins. The nextlogical step for ensuring long-termcontinuous improvement is to embed theprinciples in all parts of your enterprise.The methodology to revolutionise howyou can sustain your gains and achieve aparadigm shift to move exponentialthrough your Lean/continuousimprovement implementation will bepresented and will include:� Extending Lean principles across

the entire value stream to increase efficiency and drive growth

� How to keep the Continuous Improvement culture thriving when bringing in new businesses

� Involving the customer and suppliers directly with the planning and implementing of the your projects to increase velocity and engagement

� Embedding Strategic outlook into Process Improvement projects in order to successfully plan for the future

Karen E. Darrow, UK TLCSOperations & Lean+ Manager,Boeing Defence UK Limited.

11.45 – 12.25 Progressive Transformation;Everywhere, everyday, everyone.Programmes based upon improvementprojects usually generate significantROI, but this has never been enoughon its own to transform the long-termperformance of an organisation. In thissession Jan and Jane will outline theirapproach for going far beyond problemsolving programmes towardscontinually optimising the wholeorganisation, from everyday processesto strategic projects and innovation.Drawing on their insights from over 25years experience, and the latestknowledge of natural systemsprinciples, to vastly increase the impactof effective methods and tools, takingthem far beyond short-term financialpayback into enduring personal andorganisational transformation. Thesession will be illustrated by examplesfrom different kinds of organisations,and supported by their newly-published book, “Working with theGrain” which will be available at theconference.Jan Gillett, Deputy Chairman andJane Seddon, Chairman, PMI, andclient

11.45 – 12.25 We are currently sourcingsolution providers todemonstrate the followingsolutions in these 40 minutesshowcase opportunities� BPM & Re- Engineering� BI� Simulation Tools� Project Tracking� Lean Workflow Management� Training & Blended Learning Solutions� PLM

Please contact Stephen Swarrayfor more information. +44 207 368 9500

MID LIFE DEPLOYMENT ANDPROGRAMMESSPONSORED BY:

ESTABLISHED AND ADVANCEDPROGRAMMESSPONSORED BY:

TECHNOLOGY & IMPROVEMENTTOOL RAPID DEVELOPMENTINSIGHTS

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11.15 COFFEE & NETWORKING IN SOLUTIONS HALL

CONTENT TRACKS Remember, you’re free to switch between tracks. There will be a 5 minute break between sessions to give you plenty of time to move rooms.



Tuesday 27th April 2010: Summit Day 2 ContinuedEARLY DEPLOYMENTS ANDPROGRAMMES

12.30 – 13.10 Process Change - big bang orstep-by-step?� Recognising the best ways to map

processes, the tools and methodologies

� Maintaining traction and momentumin order to deliver real value, sound ROI and improved client service

� Ensuring the right people own the processes

� Leveraging the knowledge across the business

Peter Kirby, Head ofSolutions DevelopmentTransformation and System

Services, Kleinwort Benson

12.30 – 13.10 “Learning to See” - ApplyingLean thinking to administrativeprocess improvementThis manufacturing companycompleted a very successful leanprogramme across manufacturing andsupply chain. The results wereastounding – tripling of UKmanufacture capacity, major clientstock replenishment cycle reducedfrom 110 days to 5 days. So theywere surprised and disappointed whentheir efforts to “Lean the office”floundered. In this presentation you’llhear how they eventually overcamethe process improvement adoptionchallenge and the administrativeprocesses improvements they havenow achieved.Eddie McDermott, OperationsDirector, New BalanceRichard Parker, EVP, Nimbus

12.30 – 13.10 12 years of Six Sigma and stillgetting results – how to ensurelongevity of Six Sigma benefits Using statistics to diagnose problemsand identify savings for advancedprocesses� Overcoming the obstacles

associated with the evolution of Lean Six Sigma over the past decade

� Using statistics in chemical and commercial areas to diagnose problems

Marcel Kranenburg, BusinessProcess Improvement Leader, SABICInnovative Plastics

12.30 – 13.10 “Operational Excellence –signalsfromnoise – get the planefacts”� How process, not necessarily

documentation or people, and signalsfromnoise® can contribute to sustainable achievement in Operational Excellence

� The benefits of providing categorical evidence of where an initiative/ project/programme/ investment is delivering sustainable improvement

� How capturing this evidence can enable organisations to share best practice

� How responding to key issues is crucial in terms of reduced cycle times

� The benefits of engaging everyone involved in the operation, managers, operational staff and analysts in making improvements.

� How to divert staff from mundane report generation and sifting to investigating improvement actionsLightfoot Solutions

14.20 – 15.00 Ensuring your change sticksthrough effective knowledgemanagementThis session is a small organisation’sguide to undertaking continuousimprovement and ensuring the changesyou implement are sustained througheffective knowledge management.� Creating a team and infrastructure

to deliver and support sustainable change

� Enabling quick impact assessment of change initiatives, effective deployment and involvement and engagement of all stakeholders

� Instilling a methodology for supporting engagement and involvement of your most valuable resource

� Adopting an approach to continuousimprovement that has been effectively deployed in the public sector

Phillip Roberts, Head ofBusiness Improvement,General Medical Council

14.20 – 15.00 Creating a customer-focusedcultureCulture plays an important role in thesuccess or failure of any customerexperience initiative. With individualcompanies having completely differentcorporate culture, there is not one simpleanswer to success within the realm ofcustomer experience. There are severalkey areas which must be taken intoconsideration before an organisation caneven begin to think about changing one’sculture and building a more customerfocused organisation. This session willdiscuss key areas to consider whendeciding whether to adopt a truecustomer focused culture, and theresults that this can bring.� How do you know if you have a

customer-focused culture?� What level of customer focus is

appropriate?� How do you build a customer-

focused organisation?� What is the leader’s role in a culture

transformation?� What are the key steps in changing to

a more customer-focused culture?� Considerations for change – strategy,

structure, process, metrics, and people� Measuring loyalty – What happens

beyond NPS?Scott Hermanson,Commercial Excellence Leader, Corning

14.20 – 15.00 Avoiding the 7 year Itch – How tokeep Process Excellence flowingacross a global organisationafter 7 years Starwood Hotels & Resorts is one ofthe leading hospitality companies in theworld, and has used Six Sigma formore than 7 years. Their Europe, Africa& Middle East Division (EAME) hasdelivered thousands of projects to dateand transferred over 2000 bestpractices. Not only on cost reductions,Starwood prides itself on its CustomerExcellence programme and revenuegenerating projects. Six Sigma hasbecome the way they do business. Inthis Session discover the keys toStarwood’s success.� How Lean can work alongside Six

Sigma to improve efficiency� Using customer metrics to build a

successful customer loyalty programme

� Training senior managers the basic methodologies to gain their sponsorship of improvement programmes

� Taking local best practice global to ensure standardised improvements

� Looking to the future – what’s next for Starwood?

Nina Oakes, Regional Directorof Six Sigma & OperationalInnovation, Starwood Hotelsand Resorts



MID LIFE DEPLOYMENT ANDPROGRAMMESSPONSORED BY:

ESTABLISHED AND ADVANCEDPROGRAMMESSPONSORED BY:


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13.10 LUNCH & NETWORKING IN SOLUTIONS HALL



Tuesday 27th April 2010: Summit Day 2 Continued

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15.05 – 15.45 What a difference a year makes– using Process Excellence tomove from potential losses toprofitability� ‘In the business, by the business,

for the business’ – how to ensure engagement throughout

� Enabling quick decisions and quick turnarounds needed to ensure success

� Gaining CEO support in order to implement large scale improvements

� Using Process Excellence results asa KPI to increase performance fromthe workforce

Gerard Poolman, Head ofProcess Excellence, APMTerminals

15.05 – 15.45 Tailoring a customer dialogue asan essential way to improvecustomer service processes � Applying various types of customer

feedback to identify key deficits andtheir root causes

� Establishing a hierarchical process of creating and applying customer feedback to the stakeholders

� How to use the communication of individual process insights to customers for reducing uncertainties, eliminating errors andavoiding failures.

Joachim Majus, HeadProfessional ProjectManagement and Business

Design, Deutsche Telecom

15.05 – 15.45 Whistleblower: The Truth aboutOutsourcing� Evaluate the pros and cons of

outsourcing in the current environment

� Assess the benefits of higher ROI but at what cost?

Debate what the future holds foroutsourcingSession Facilitator to beannounced

15.00 – 18.15 Decision Makers ExchangeExclusively for the primary budgetholders or member of decisionmaking units. Pre-qualificationnecessary, including confirmation ofdecision making power from C-Suitemanagement.

15.00 Welcome and Presentation:Process Excellence forDecision Makers� Where is the ROI for Process

Excellence now?� Are quick wins really possible?� What investments are essential?� What is a realistic budget for your

organisation size?

15.45 Speed Networking andinformal Networking

16.15 Process ImprovementVisionary CouncilSee session information in mainprogramme

17.15 Coffee and Relocation

17.30Private audience with ReneCarayolExclusive access to this leadingvisionary

18.15 Champagne reception

16.15 – 17.15 Process Improvement Visionary Council: The leading visionaries in Process Excellence answer yourquestionsIn an original format this European first PI Visionary Council provides reflection on the role of Process Excellence in transforming business and moving into the economic upturn:� How can Process Excellence evolve to meet the challenges of tomorrow?� How can Process Excellence be used to drive growth and customer experience in addition to cost cutting?� What does the recent recession mean for the future of Process Excellence?

Interview hosted byRene Carayol, Senior Executive & former Board Member for Pepsi, Marks & Spencer, IPC Media & TheInland Revenue

Confirmed Panellists:Thom Keehan, Business Transformation and Integration Leader, GE Money BankTony Gatusso, Vice President for LSS Business Transformation for our Developing Markets, Xerox

17.20 Aligning business process and technology in the new BA organisation � Achieving over 50% reduction in the cost of BA's IT operations� How the Web is revolutionising customer and employee enabled systems� How to ensure improvements during a time of recessionPaul Coby, CIO and Head of BA Services, British Airways

18.00 Chairman’s close of day address


18.15 – 18.45 DRINKS RECEPTION

20.00 11TH ANNUAL PROCESS EXCELLENCE AWARDS AND GALA DINNER



Wednesday 28th April 2010: Summit Day 3

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08.00 Registration & Coffee

08.30 Chairman’s opening address

08.40 Implementing a successful re-engineering infrastructure to increase efficiencyKey success factors to implementing a culture of Re-engineering in a large and complex organisation� Establishing a re-engineering team in an organisation with low appetite for investment risk, by demonstrating quick wins and raising awareness� Understanding core principles for applying Lean/Six Sigma: what works and what doesn’t work� Training and awareness: how to grow your virtual team

Example: achieving savings with vendors and productivity by consolidating technology delivery across multiple functions; managing the politics and usingquick wins to gain buy-inSofie Blakstad, Head of Re-engineering O&T EMEA, Citi

09.20 Transforming your organisation and aligning processes to better serve your customersBritish Gas has a clear objective not to be beaten for Customer Service and is well underway to achieving its high level goals while delivering increased customer

satisfaction, cost optimisation and revenue growth today.In this session, Cem will talk you through the steps British Gas have taken to reach their goals including:� How to create a company wide focus on customer driven process re-engineering � Adjusting KPI’s to reflect customer and commercial imperatives � Importance of understanding the true end-to-end picture for customer retention

� Process re-engineering using a blank sheet of paper: Ignoring existing processes for a truly innovative transformation � Active management of stakeholders at all levels to ensure engagement throughout � Enabling consistency of customer experience through use of innovative technology Cem Miralay, Head of Customer and Business Process, British Gas

10.00 Aligning Process Excellence with Organisational Strategy for advanced success� Achieving buy in by delivering results without forcing business lines and territories� Linking short term goals with long term strategies to build awareness and increase productivity

� Moving away from individual project based work in order to align Process Excellence with the overall organisational strategy� Communicating the strategy to create a common understanding and execution throughout the organisationEmmanuel Decroix, Global CIB Process Excellence Leader, BNP Paribasand Fernando Navarro, UK CIB Process Excellence Leader, BNP Paribas



11.15 – 11.55 Technology 101� Where do you start?� Understanding the must have tools

to drive your process excellence programme

� Discover the best ways to prove theROI of you improvement programme

This session is open to sponsorship.To platform your technology solutionsplease contact Stephen Swarray orCrispin Glover at +44(0)207 3689500 or [email protected]

11.15 – 11.55 “if you always do what youalways did, you’ll always getwhat you always got” – Breakingthe mould to tackle process andinformation quality improvementhead onInformation is a product of processes,and therefore to achieve total quality it isnecessary to tackle both information andprocess improvement simultaneously.Sharing a case study from their journeyto create a 2020 strategy for datamanagement and continuousimprovement, RWE npower will share:� Discover the tools and techniques

used to initiate and sustain a strategic focus on data management and continuous improvement

� Enabling total quality though developing an integrated data and process methodology

� How to start a company wide cultural shift to ensure continuous improvement

David Montgomery, Head ofData Management & ContinuousImprovementand Gary Adams, Data & CICapability Manager, RWEnpower

11.15 – 11.55 From the project to the culture:small steps leading to a giantleapHow to get results through ProcessFocus Management

� Making the transition from a project to a culture of continuous improvement and the positives that has on your organisation

� How to ensure your process improvement project gets results

� Creating visibility and engagement by communicating process ownership

Sebastian Fleisman, Quality andProcess Improvement Leader, RepsolYPF

11.15 – 12.40 Manage your Improvementprojects with Quality Companionby Minitab®Discover how you can organise yourimprovement projects, monitor theprogress of team efforts, track yourentire Lean Six Sigma program, andreport on your success using QualityCompanion - Now featuring ValueStream Mapping

The best thing since Minitab® justgot leaner – Quality Companion byMinitab

Isaac Newton, Technical TrainingSpecialist, Minitab Ltd

MID LIFE DEPLOYMENT ANDPROGRAMMES

ESTABLISHED AND ADVANCEDPROGRAMMES


CONTENT TRACKS Remember, you’re free to switch between tracks. There will be a 5 minute break between sessions to give you plenty of time to move rooms.

Technology 101



Wednesday 28th April 2010: Summit Day 3 Continued

10

12.00 – 12.40 Panel Discussion: Managing andplanning for the key milestonesin your Lean/Six Sigma journey� Lessons learnt and hurdles to

overcome when rolling out a successful Lean/Six Sigma programme

� Forming a step-by-step guide to managing the key stages of the programme

� Profitability, performance and the customer: Measuring and communicating both the hard and soft benefits of the programme to the business in order to build engagement

� Using customised training for the organization and all project participants to create a sustainable continuous improvement culture across the business

Paul Irish, OperationalExcellence Manager, RSA

12.00 – 12.40 Change in the NHS: Spreadingtransformation by creating aculture of improvement� The role of the innovation and

improvement team in driving change in the NHS

� Increasing capacity by using Lean and Six Sigma

� How to create a culture of change� Strategies for expanding local

programmes nationally

Bernard Crump, CEO, NHSInstitute for Innovation andImprovement

12.00 – 12.40 This session is reserved forWipro

14.00 – 14.40 SESSION OPEN FORSPONSORSHIPIf you have a thought leading clientcase study or think you have thesolution the Process ExcellenceSummit attendees are looking for thenlimited session sponsorship is stillavailable. Call Stephen Swarray or CrispinGlover on +44(0207) 368 9500 oremail [email protected]

14.00 – 14.40 Sustaining change: The chickenor the egg?There are many types of continuousimprovement adopted by differentorganisations and industries. Finding theone that will work for you is the versionthat will compliment with your culture:� Learn how process shapes behaviour:

Using this principle to change the wayyour people think and their approach to achieve sustainable improvements

� Discover how your people will react tonew concepts and how they and their managers need your support in adopting a whole new approach to their work

� Gain insight into some tools and techniques used to implement and manage process improvement in the workplace

June Jones, Supply Chain ChangeManager, Argos

14.00 – 14.40 Business Improvement and BPM- the right to co-existWhat should Business Improvementreally do for you?

� How to design and implement the integration between BPM and Lean Six Sigma in order to achieve faster and cheaper improvement projects

� Leading by example - the design of business improvement processes to successfully overcome challenges such as building and managing the right project portfolio

� Unlocking the human potential by delivering world class Business Improvement training

� Looking forward to the next steps of integration, the challenges that will arise and how to overcome them

Cristian Matei, MBB, AlstomPower

14.00 – 14.40 We are currently sourcingsolution providers todemonstrate the followingsolutions in these 40 minutesshowcase opportunities

� BPM & Re- Engineering� BI� Simulation Tools� Project Tracking� Lean Workflow Management� Training & Blended Learning Solutions� PLM


11.15 – 12.40 Manage your Improvementprojects with Quality Companionby Minitab®Discover how you can organise yourimprovement projects, monitor theprogress of team efforts, track yourentire Lean Six Sigma program, andreport on your success using QualityCompanion - Now featuring ValueStream Mapping

The best thing since Minitab® justgot leaner – Quality Companion byMinitab

Isaac Newton, Technical TrainingSpecialist, Minitab Ltd



Wednesday 28th April 2010: Summit Day 3 Continued

11


MID LIFE DEPLOYMENT ANDPROGRAMMES

ESTABLISHED AND ADVANCEDPROGRAMMES


14.45 – 15.25 No need for Statistics:Delivering substantialimprovements using basictechniques� Using simple Process Improvement

tools to reduce process turnaround by 90%

� Looking beyond the machines: ensuring efficiency from people to reduce waste

Toby Winchester, SeniorPrinciple Scientist, Pfizer

14.45 – 15.25 Ensuring sustainability through aLean Academy� What are the critical success factors

for becoming a Lean organisation?� How do you ensure these factors are

part of your Lean programme?

Rhian Hamer, Head of Lean Academy,Ministry of Justice

14.45 – 15.25 Engagement: It’s all about“What’s in it for ME”It is imperative that you engage with alllevels of the organisation to anchor animprovement culture and mindset. Buthow is this achieved when different levelsof the workforce have differentmotivational levers?

In this session, learn the methodsemployed by Maersk Line to successfullygenerate engagement at all levels. � Quick wins – Whetting the appetite for

further projects� Training requirements at all levels to

create an environment for change� Benefit realisation – how does it vary

at different levels� Fine tuning and taking engagement to

the next level to sustain the results

Peter Ryan Fernandes, ProcessImprovement Manager, Maersk Line




17.00 CHAIRMAN’S CLOSE OF DAY ADDRESS AND SUMMIT PRIZE DRAWS

16.00 – 16.55BUSINESS TRANSFORMATION ROUNDTABLE DISCUSSIONSThis is your chance to delve deeper into the practicalities of organisation deployment. How do I lay the foundations? How does Process Excellence work in practice?How do I transfer improvement knowledge into other organisational departments? What are the business specifics I need to take into account to deliver a successfulimprovement programme.

� Financial Services� Public Sector

� Pharma� Utilities

� Manufacturing� Oil and Gas

� Retail� Transport

“The energy level here has been absolutely fantastic, the quality of conversationI've been having, both at workshop, on stage, has been terrific, it's been a realpleasure to be a part of it.”Jim Lawless, Taming Tigers

“Always valuable to attend,I always learn something”BP

“Overall very knowledgeable.Very valuable, good highlevel summary of real lifeprocess excellence”Schering Plough

9.00 – 12.00 MORNING TRAINING WORKSHOPS – SELECT ONE



Thursday 29th April 2010: Summit Day 4

G) Integrating the Supply ChainReference Model (SCOR) with Lean fora strategic implementation framework

This workshop will guide participants in theuse of the SCOR framework and SCORproject roadmap, together with the power ofLean techniques, for supply chainoptimisation.

This workshop will include:� Using SCOR as a diagnostic tool for

supply-chain management and Lean implementation

� How SCOR enables you to address, improve, and communicate supply chain management practices within and between all interested parties

� How SCOR can create a strategic framework for Lean implementation and significantly increase the business benefits and ROI

Douglas Kent, SCOR, Lean & Six SigmaKnowledge Expert, Supply Chain Council

12

12.00 – 13.00 LUNCH & NETWORKING

Please see overleaf for afternoon workshops

“Process Excellence is the differentiatorbetween businesses that grow in challengingtimes and those that merely survive”Director Business Excellence, Telefonica

F) Looking back from the future:Putting Right to Left thinking intoaction

� Can you imagine turning your customer’sneeds into a proposition that is simply irresistible?

� Can you imagine leveraging your organisations end to end capability and future proofing your business?

� Can you imagine enabling value to flow without obstruction, deviation, delay or defect?

� Can you imagine pursuing innovation through every part of your value chain?

� Can you imagine inspiring and energising every person in your organisation to become remarkable?

Within 3 hours totalflow are going to:� Listen to your stories.� Select one story to work on.� Imagine and then design an irresistible

proposition.� Design a waste free, end to end value

chain, the envy of your market.Wouldn’t that be remarkable?

12 places only. Don’t be disappointed.

The last time totalflow ran this workshop 84people tried to cram into a room designedfor 20. One lucky attendee will leave withmore value than they bargained for.

“The best new idea in improvementconsulting I have seen in many,many years.”

Sometimes the very best things are saveduntil last.

Chris Ellins, Group managing Director, TotalFlowCindi Wilson, Director of Supply Innovationand Customer Satisfaction, Total Flow

E) Making Innovation work – creatingnew products and services thatcustomers really want

So many organisations say innovation iscritical to the future of their business in theserecession-hit times, and one of the few waysto protect and grow margins. But how toinnovate successfully is a key questionfacing businesses. IFSSTM (Innovation ForSix Sigma) is an answer to that question,making innovation a predictable, repeatableprocess that produces winning products andservices. In this session, you will explorewhat IFSSTM is, how it works, how itintegrates with other quality tools andmethods, and how it can help your businessinnovate successfully.

In this session you will learn:� How to innovate to produce new products

and services that delight customers and attract premium prices

� Practical strategies to integrate IFSSTM with other product and process design tools to round out a successful product design approach

� Where this approach to innovation will work, and where it won’t

� Barriers to successful adoption the pitfalls, and how to avoid them

Rod Thorogood, Director of Consulting,aorist consulting ltd.and Frances Eames, Senior Consultant,aorist consulting ltd.

“One client, using IFSSTM,produced 13 innovations in amature product”

Call For Entries

Does your company stand up to the competition? There’s only one way to find out…..

Closing Date for entries: February 19th, 2010Awards Ceremony: April 27th, 2010, London

PROGRAMME AWARDS� Best Process Improvement Programme� Best Start Up Process Improvement Programme

PROJECT AWARDS� Best Process Improvement Project in Manufacturing� Best Process Improvement Project in Service and Transaction� Best Project Contributing to Innovation� Best Process Improvement Project Under 90 days� Best Green Process Improvement Project

For the community, judged by the community. Meet our 2010 Award Judges:

� Brenton Harder, MD COO Division, Credit Suisse� Ravi Rao, Director Operational Excellence, Honeywell� Paul Irish, Operational Excellence Manager, RSA� Peter Evans, Director of Quality, Virgin Media� Howard Miller, Lean Six Sigma Deployment Leader, HSBC� Caroline Hollyhead, VP, Bank of New York Mellon� Ian Furness, VP Service Deliver, Aviva� Adrian Dunn, Global Workout Programme Manager, BP� Jeff Ayland, MBB Customer Excellence, Novelis� Roger Cliffe, Director Quality, Vodafone� Evin Kose, VP Process Management, Finansbank� Emmanuel DeCroix, Global Deployment Leader, CIB� Jay Banerjee, Head of Process Excellence & Innovation, Deutsche bank

To find out more, and submit your entry visit:www.ProcessExcellenceLondon.co.uk


13.00 – 16.00 AFTERNOON TRAINING WORKSHOPS – SELECT ONE

H) Creative Thinking for Real Business Results

WARNING! This workshop is not about Lean or Six Sigma!

Whilst we recognise the value of process excellence we also know that,whatever your approach, it’s easy to get stuck looking for new ideas.So, if you’ve ever…

� Wondered how some people find it easy to come up with new ideas?� Tried all the usual stuff, but still can’t find a way forward?� Arrived at a point in the process where you are stuck?

Don’t panic! The Creativity Cooker specialises in helping individuals andorganisations get unstuck by finding new approaches, developing freshideas or just by looking at things in a different way. Our Point C creativethinking techniques will help you develop your own creativity andunleash the creativity of your colleagues

In this interactive workshop you will:� Discover how to be more creative by exploring possibilities at Point C� Sample and try a range of high-impact creativity techniques� See how we help our clients tackle real business problems� Have a go at generating ideas for your own issues

If you’re looking for something different, this session is the place to be!

Dave Goldberg, Director, The Creativity CookerMike Oliver, Director, People Change Matters

I) Creating a culture of continuous improvement throughEmployee Involvement outside the factory

As the oldest engineering company in the UK, GKN embarked on its leanjourney some 7 years ago. GKN started Lean within its manufacturingenvironment. It progressed into applying Lean into its non-manufacturingareas, Business Processes some 4 years ago. It now has an extensivestructure and management system to support the ongoing deploymentof Lean and continuous improvement throughout its business.

Lean implementation often starts with a project based approach todeployment. Organisations continue with this theme creating largecentral teams to implement Lean “to others”. This may well lead towidespread use of the Lean tools but the real question is “how can youtruly create a culture of continuous improvement throughout yourorganisation involving everyone?”

In this session you will learn about GKN’s approach to EmployeeInvolvement in Business Process and how to take the first steps towardscreating and sustaining the culture of continuous improvement outsidethe factory

� How to successfully deploy Continuous improvement in the office environment

� How to introduce a Lean management system to sustain and grow your Lean deployment

� How to engage Leaders to lead lean effectively

Neil Trivedi, Global Business Process Excellence Director, GKN PLC

Achieved a 7x increase in ROI in just 3 years


Thursday 29th April 2010: Summit Day 4 Continued

“To have won gives me an enormous sense of pride in what we achieved,and validates that both the results we achieved and the new approaches thatwe have taken are world class”2009 Award Winner

“When you are professionally judged by senior leaders in Six Sigma, youcan take home credibility that really cannot be bought anywhere else”2009 Award Entrant

2010 Sponsors, Exhibitors and Partnerswww.ProcessExcellenceLondon.co.uk

Nimbus is a global software company that provides business process management (BPM) applications to help organizations improve performance, efficiency and compliance.Headquartered in the UK, Nimbus has offices in 13 countries and has helped over 700 organizations drive business excellence. Clients include AstraZeneca, Barclays, Chevron, HSBC, JPMorgan, Nestlé, Philips, Shell, Toyota and Unilever. The Nimbus Control software application allows clients to capture, improve, manage and deploy their processes and supportinginformation to all employees across the web or via a mobile device. Nimbus Control is available either installed or as a software as a service (SaaS) solution. www.nimbuspartners.com

Process Management International (PMI); a provider of business improvement and process excellence consultancy and training. Headquartered in the UK with global delivery capability,we have been helping clients improve their processes for 25 years. During that time we've worked with thousands of people through in-house and public training and consultancy. As theLean and Six Sigma partners of the Chartered Quality Institute we combine our experience and expertise to offer services and support that achieve rapid, effective and permanent results.www.pmi.co.uk

Wipro Consulting Services (WCS) partners with you to transform your business through a combination of business insights, technology innovation and deep industry knowledge. WiproConsulting offers Business Advisory, IT consulting and Program Management services designed to improve business performance, drive operational efficiency and maximize ROI. Withexperts based in Western Europe, North America, India, Asia Pacific and the Middle East, our integrated Consulting, IT, BPO and Product Engineering services combine the benefits ofexpert proximity with global leverage to provide the technology edge and speed to your strategic programs. Wipro Consulting Services is a division of the Wipro Ltd (NYSE: WIT), a $5bnenterprise that employs over 90,000 employees across the globe. www.wipro.com

What our past sponsors have to say:

Sponsorship and Exhibition OpportunitiesDo you have a valuable service or product to profile in front of both new and well established Process Excellence practitioners?Please contact Stephen Swarray or Crispin Glover at +44(0)207 368 9500 or [email protected]. They are responsible for arranging all sponsorshippartnerships and will work with you to tailor a package suited to your individual business needs and drivers. Stephen and Crispin understand how uniqueeach companies objectives and goals can be. As such they are highly skilled in identifying the best investment opportunities for your business.Alternatively download the Business Development Pack from www.ProcessExcellenceLondon.co.uk/sponsorship.php

Track Sponsors

Workshop Sponsors

Session Sponsor

Improvement Tool and Technology Sponsors

Featured Exhibitor

Media Partners

aorist consulting is a process improvement and innovation consulting and training organisation, working across a wide range of industry sectors throughout the world. We help our clients significantly increase output and reduce costs, and in doing so seek to:• do what is right for our clients• do our best• treat others as we ourselves would like to be treatedwww.aorist-consulting.com

Founded in 1994, Catalyst specialises in Lean, Six Sigma, Business Process Improvement, People Skills Development and Managing Change. We are customer focused, take a flexibleapproach and act as real catalysts to enable results in your business by accelerating the rate of change. Our people, based in the UK and internationally, come from a diverse range ofsectors and are experts in their subjects. Our materials are highly acclaimed, are easy to follow and are available in several languages. We are always happy to develop or tailorprogrammes to meet your specific requirements. Covering both the Public and Private Sectors, Service and Manufacturing, we have over 70 ‘blue chip’ and international clients includingBT, AstraZeneca, Sun Microsystems, Siemens, Saint-Gobain, Airbus, Lloyds TSB, O2, Yell, Volvo and several Public Sector organisations. The majority of our work comes as a direct resultof recommendation from client to client. www.catalystconsulting.co.uk

BMGI is a leading global provider of results driven performance excellence and innovation solutions. Specialising in strategic problem solving, BMGI works with leading companies aroundthe globe to help “in-source” new capability and develop new core competencies. Working in partnership with clients across industries as diverse as health care, finance,telecommunications, retail, manufacturing and energy, we deliver integrated methodologies to achieve breakthrough results in operational excellence and innovation. BMGI has offices in 12countries and has more than 150 employees worldwide. www.bmgi.eu

Minitab is the leading provider of quality improvement software. Minitab® Statistical Software - our flagship product – has been used to implement virtually every major Six Sigmainitiative around the world. Quality Companion by Minitab® supports and guides Six Sigma teams through projects from start to finish, enhancing quality analysis and reporting. QualityTrainer by Minitab® is a web-based training service that provides interactive, easy-to-understand guidance on how to use Minitab to analyse quality improvement statistics. Distinguishedfinancial sector companies that rely on Minitab software, training and services to help them achieve world-class quality include Deutsch Bank AG, Standard Life Group as well as leadingSix Sigma consultants. www.minitab.co.uk

Lightfoot offers organisations better insight by helping them manage and monitor performance dynamically, online 24 hours a day, seven days a week. Lightfoot’s uniquesignalsfromnoise® toolset has been specifically engineered to alert all staff to any significant events and changes in the data. The system uses dashboards and charts to explore rootcauses of events enabling immediate and sustainable action to be taken. www.lightfootsolutions.com

Award Sponsors

Through its Process & Innovation Performance service line, Accenture helps clients achieve measurable, lasting improvements in operational performance and growth. Accentureenhanced its long-standing operational strategy expertise with the 2007 acquisition of George Group a recognized market leader in process, operational and business transformation,whose capabilities and offerings form the foundation of this new practice. The Accenture Process & Innovation Performance Service Line takes a process-based approach to address keybusiness challenges such as complexity, innovation and strategic cost reduction, in order to create a performance advantage for clients globally.www.accenture.com/Global/Consulting/Process_and_Innovation_Performance/default.htm

Associate Sponsor

“It was a good opportunity to meet different people who have been implementing Six Sigma and otherconcepts that are under evaluation, a good business opportunity. I am going to be coming here veryoften.”Wipro

www.pmi.co.ukwww.rathstrong.com www.iGrafx.co.uk www.powersteeringsoftware.com www.minitab.co.uk www.accenture.com

Tel: +44(0)20 7638 9300 Fax: +44(0)20 7368 9301 Email: [email protected] 14

April 26 – 29, 2010Chelsea Football Club, London, UK

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