08.00 Registration

08.45 Chairman’s Recap on Day 1

09.00 Case Study: Interactive Case Study: Improving Front-line Productivity in the Field with Technology

Discover how Miller Pipeline is able to achieve real performance management through mobile applications. With hourly performance measurement against KPIs, this innovation has brought significant improvement not only to the field team, but the business overall by introducing tangible insight into field work.

• Learn to drive improvement through systematic performance management
• Discover the value of mobile applications
• Benchmark cross-industry to discover the real benefits of harnessing technology

Dennis Norman
Vice President Corporate Performance
Miller Pipeline

10.00 Partnering with IT to Develop a Business Process Architecture Mirrored in IT Systems and Data Architecture

Logitech are a leading provider of digital consumer goods, and have undergone a transformation to become a ‘simpler, more customer-centric’ company. Roland has enabled the IT and Process functions of his organization to work collaboratively to drive toward this corporate strategy.

Discuss these issues with him to drive the same change in your business:

• The value of process mapping to create a foundation for change
• Incorporating risk management into your BPM deployment
• Drive alignment of process, data and systems through strategic partnership

Roland Dumas
Director –Continuous Improvement
Logitech

11.15 Leveraging Established PDM Process to Align with IT to Create Common Project Language

Jerry’s background in Lean Six Sigma enabled a cross-fertilisation of project frameworks and versatile communication when developing the BPM deployment at Baker Hughes.

• Leverage your existing infrastructure and engage teams with ‘new ways’ of working
• Ensure that your strategy, process flow and execution are communicable and easily accessible. Never underestimate the power of visuals!
• Develop harmonious relations between process and IT to garner significant improvement in project delivery

Jerry Webster
Director, External CIO Relations
Baker Hughes

1.30 Reinforcing Cultural Change – Incorporating IT as a Critical Business Partner

GE Energy has a legacy of exemplar process, and is for many the Lean Leaders of our generation. During this session, discuss with Ifty Khan the value of incorporating IT into key strategic decisions.

• Engage with the gaps in your technological requirements, and understand how to close them
• Realise how including your tech team in the strategic elements of process improvement will deliver better results
• Grapple with the political pitfalls that arise out of an old-fashioned approach to It/Business collaboration

Ifty Khan
Global Sourcing CI Leader - Flow & Process Technologies
GE Energy

2.45 A Transformational Shift in Operational Excellence

Understand the benefits enabling technologies can have when striving for Operational Excellence. With tech becoming an increasingly critical element of contemporary business, learn from Edison how defined process architectures and improved agility all contribute to sustainable success.

• Itemise the areas in which your processes must be more robust, and learn how to strengthen them
• Strategize for success through developing technological infrastructure to support process methodologies
• Consider the operational advantages garnered through a hybrid of traditional methodology and next generation software

Matt Aguilar
Tactical Change Leader for World Class Business Excellence
Southern California Edison

3.30 Final Exchange

Your opportunity to reflect on the wealth of information garnered over the past 2 days, and asks any final burning questions to both our panel of expert facilitators, and your peers across the audience.

3.50 Chairman’s Closing Remarks

4.00 End of Day 2