5th LMJ Annual European Conference

Lean Management Journal European Conference

This year’s 5th Annual Lean Management Journal European Conference will again feature a cutting edge seminar programme designed to challenge the most experienced lean practitioner.

At the lean conference experts from industry and academia will explore the application of lean principles in environments from manufacturing to telecommunications.

Whether you are running lean programmes across several countries or sites, or simply driving continuous improvement at one location across varied teams, this two-day event will provide inspiration, learning and networking.

Lean Conference

The lean conference will focus on the key ingredients and considerations that transform operations and instil game changing efficiency improvements.

FIVE ways to develop you and your team’s lean competency:

  • INTERNATIONAL KEYNOTES: Be inspired to take your own lean journey to the next level through six international keynote speakers.
  • RELEVANT BREAKOUT CASE STUDIES: Each day you will choose from practical practitioner led case breakouts in which you select the case studies relevant to your needs.
  • IDEAS EXCHANGE CAFÉ: You become the speaker, the panellist and the questioner, an open forum with no presentations in which focus subjects are discussed and ideas given.
  • AFTERNOON WORKSHOPS: Each day you will select one from three hands on workshops which allow you to take a deeper look at subjects that matter.
  • LMJ LEADERS NETWORKING DINNER: Enjoy a superb three course dinner with complementary wine, while relaxing and networking with fellow lean practitioners at the end of day one.

Who Should Attend The Lean Conference?

  • Leaders of improvement or transformation initiatives in multi-site or enterprise-wide programmes
  • Public and private sector organisational leaders
  • Global or multi-site operations and production directors
  • Process/operational excellence directors and managers
  • Lean managers and directors
  • Change management managers and directors

How To Register For The Lean Conference?

To register simply click here.

  • Victoria Fitzgerald

    Editor - Lean Management Journal
  • Victoria Fitzgerald

    Editor - Lean Management Journal

    Victoria joined SayOne Media in January 2014 as editor of the Lean Management Journal after spending three years in New York City as a news journalist for an international online news organisation. Victoria is responsible for raising the online profile of LMJ, as well as, ensuring the publication continues to share the latest and most helpful updates from the lean community. Victoria is also a reporter for TM.

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  • Joseph F Paris Jr

    Founder & Chairman - Operational Excellence Society LLP & Xonitek Group of Companies
  • Joseph F Paris Jr

    Founder & Chairman - Operational Excellence Society LLP & Xonitek Group of Companies

    Paris is a thought-leader, a prolific writer and inspirational speaker on all aspects related to the subject of Operational Excellence. A leading figure on the Lean Management Journal’s Editorial Board he is the creator and owner of the Operational Excellence Group on Linked-In with more than 40,000 members from around the world. in 2011, Paris Founded the Operational Excellence Society – which is a “Think Tank” for companies who have the desire to achieve peek-performance across the entire ecosystem of their enterprise and which now has thousands of members around the world. He is Chairman of the XONITEK Group of Companies, who since 1985 have helped companies such as International Paper, Royal Dutch Shell, Goodrich Aerospace and Saint Gobain.

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  • Torbjørn H Netland PhD

    Senior Researcher - Norwegian University of Science and Technology (NTNU) and SINTEF Technology & Society (Trondheim, Norway)
  • Torbjørn H Netland PhD

    Senior Researcher - Norwegian University of Science and Technology (NTNU) and SINTEF Technology & Society (Trondheim, Norway)

    Torbjørn Netland is a Postdoc at the Norwegian University of Science and Technology (NTNU) and a Senior Researcher at SINTEF Technology & Society, Trondheim, Norway. His research on “Managing Corporate Lean Programs” has been performed in close cooperation with companies like Volvo AB, Jotun AS, Madshus AS, and Kvaerener ASA. He has several years of experience as an industrial consultant in logistics and operations management. His research appears in peer reviewed journals and has been presented in more than 20 international conferences. Being a dedicated research communicator, he blogs at www.better-operations.com and tweets as @tnetland

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  • Graham White

    Director of Human Resources - Brighton & Sussex University Hospitals NHS Trust
  • Graham White

    Director of Human Resources - Brighton & Sussex University Hospitals NHS Trust

    Dynamic goal orientated leadership career as a HR Director of a number of significant organisations in both the private and public sector. Combines astute strategic workforce, business and resource management skills with a 25+ year track record of delivering organisational success. Progressive, decisive, ethical and innovative, highly valued for expertise interpreting corporate vision and strategy, translating objectives into actionable plans, and providing decisive leadership to multifunctional teams in multi-disciplined organisations. Trademark communication skills Cultivates and maintains key relationships with executives, strategic partners and staff. And most important regularly expects to get into the heart of the workforce and make a difference.

    Graham is openly anti the business partner model and regularly speaks on the benefits of being in a business not just partnering with it. A fellow of the Chartered Institute of Personnel and Development and a Fellow of the Institute of Directors.

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  • Richard Holland

    Vice President - Europe - TBM Consulting Group
  • Richard Holland

    Vice President - Europe - TBM Consulting Group

    A lean practitioner since 1995 and a Six Sigma Black Belt, Richard Holland is Vice President of TBM’s Consulting Practice in Europe.

    With more than 15 years’ experience in discrete manufacturing in the automotive, aerospace and consumer goods industry, he has expertise in SCM as well as freight management, machining and assembly. Since joining TBM, Richard has been instrumental in supporting the lean efforts of companies such as Alstom, Genzyme, Eurostar, McCain, Shell and Virgin.

    Prior to TBM, Richard was Supply Chain Director and then Divisional Vice President of Operations at Whirlpool’s Amana Refrigeration.

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  • Jacob Austad

    Partner - LeanTeam (Denmark)
  • Jacob Austad

    Partner - LeanTeam (Denmark)

    Since the late 1980s, Jacob has worked as an internal consultant and manager in both public sector, logistics, manufacturing and financial services.

    In 2002, Jacob became team leader for the first lean promotion office within financial services in Denmark. Since 2004, Jacob has translated and published three John Bicheno books and recently finished the translation of Staying Lean: Thriving not just surviving.

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  • Richard Lloyd

    Global Director of Manufacturing - Accolade Wines
  • Richard Lloyd

    Global Director of Manufacturing - Accolade Wines

    Richard Lloyd is the Global Manufacturing Director of Accolade Wines, the world’s third largest wine company. He is responsible for the company’s impressive portfolio of sites in countries such as Australia and America. In Europe, Richard overlooks a purpose built £100 million manufacturing and warehouse facility. He also has a pivotal role in the businesses expansion into Asia through leading the strategic development of the manufacturing footprint in the region.

    Richard joined Accolade Wines, formally Constellation Brands, in 2007 from Imperial Tobacco where he had quickly risen through the ranks to become Production Manager, having started as a graduate trainee.

    Richard holds a BEng in Manufacturing Engineering from Nottingham University and recently completed an MSc in Lean Operations Management from Cardiff University.

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  • René Aagaard

    Customer Experience & Process Mgt. - Customer Division - Telenor
  • René Aagaard

    Customer Experience & Process Mgt. - Customer Division - Telenor

    René is a Senior Management Consultant in Telenor DK and has recently been in charge of designing a new Service Strategy – incl. changing the customer view in the company from inside – out perspective to outside in, previous been in charge of implementing Lean in the 5th largest bank in DK.

    Working with Process optimization, Lean & Systems thinking for more than 15 years, both in Service and Production he gained a solid experience in the practical way of making things works at Gemba – this combined with an Exec. M.Sc. in Lean Operation from Cardiff University makes him able to go be on the use of tools and apply this knowledge, to design new tools and methods, to solve new types of problems which is normally not in the span of Lean.

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  • Matthew Smith

    Head of Lean Centre of Excellence EMEA - AIG
  • Matthew Smith

    Head of Lean Centre of Excellence EMEA - AIG
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  • Simon Elias

    Director - Lean Competency System
  • Simon Elias

    Director - Lean Competency System

    Simon is the director of Lean Competency Services Ltd., which holds the licence to operate and develop the Lean Competency System.

    He was previously director of the Lean Enterprise Research Centre, where worked for 15 years and was involved in a range of research, knowledge transfer, engagement and executive education projects and initiatives, as well as LERC marketing and strategic development and was the chief architect of the Lean Competency System.

    Simon previously worked for Thorn EMI, Grand Met, The AA and Johnson Controls in a range of research, planning and marketing roles. Simon was educated at Swansea University and The City University, London and has diplomas in marketing and market research.

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  • Ghislain Taschini

    Senior Consultant - Renault-Nissan
  • Ghislain Taschini

    Senior Consultant - Renault-Nissan

    Ghislain Taschini is Senior Consultant for Special Projects of the value enrichment team within the Renault-Nissan Alliance.  Ghislain has particular expertise in the definition and deployment of cross-functional and international transformation programmes. He is currently working for both core Alliance brands, Renault and Nissan, in the implementation of two strategic lean initiatives with particular focus on the value / cost ratio management of services and products.

    Ghislain previously worked in a variety of roles in the USA, Asia and Europe for with Alstom, PriceWaterhouse Coopers and IBM Business Consulting Services. He graduated from Institute Commercial de Nancy and holds an MBA from Aston Business School.

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  • Steve Yorkstone

    Senior Consultant - Sustainable Futures - Edinburgh Napier University, UK
  • Steve Yorkstone

    Senior Consultant - Sustainable Futures - Edinburgh Napier University, UK

    Stephen is Senior Consultant in Sustainable Futures at Edinburgh Napier University, leading the application of Lean Thinking in this modern professional university.

    Between 2006 and 2012 he introduced Lean to the University of St Andrews, one of the first UK Universities to successfully translate Lean into Higher Education.

    Additionally Stephen has worked with HE institutions like The University of Sheffield and The British School at Rome; as well as with other public sector bodies. He currently chairs Lean HE Hub, the organisation for lean practitioners in universities.

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  • Andy Gibson

    Supply Chain and Factory Director - Tetra Pak Benelux
  • Andy Gibson

    Supply Chain and Factory Director - Tetra Pak Benelux

    Andy is an internationally experienced Manufacturing / Supply Chain professional with a proven track record of leading successful business turnarounds through implementation of continuous improvement programmes and driving culture change.

    In a large manufacturing plant in Benelux, Andy has successfully developed a working culture based around the concepts of World Class Manufacturing. During his 5 years in Moerdijk he has led the business to combined improvements of over €75 million by driving WCM continuous improvement activities.

    These improvements have received external recognition the Japanese Institute of Planned Maintenance (JiPM) with the JiPM Excellence Award in 2010 and the JiPM Consistency Award in 2012.

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  • Guy Dumbrell

    Manufacturing Excellence Director, Global Supply - Diageo
  • Guy Dumbrell

    Manufacturing Excellence Director, Global Supply - Diageo

    Guy Dumbrell has worked for Diageo for over 20 years in manufacturing and technical leadership roles throughout the company. During this time he has built his knowledge and experience across manufacturing in distilling, brewing and packaging. In his current role as Manufacturing Excellence Director (Spirits & Wine), Global Supply, he leads the strategic development and programme overview of manufacturing excellence. Underpinned by manufacturing improvement methodology, the global team is set-up to drive performance management processes, develop and implement standards and extend skills and competences through capability programmes.

    During his career with Diageo, Guy has worked across different areas of the supply organisation including manufacturing, innovation, supply chain, R&D, engineering and change management. Earlier in his career, as Site Director, he led the iconic St James’s Gate Brewery in Dublin, the home of Guinness, to record production levels, efficiencies and customer service levels. More recently, as Technical Director, Asia Pacific based out of Singapore, he led the Technical community in Diageo across the region.

    A chemical engineering graduate from Cambridge University, Guy returned from Asia at the beginning of 2014.

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  • Sarah Lethbridge

    Lean Services Manager - Cardiff Business School, Cardiff University
  • Sarah Lethbridge

    Lean Services Manager - Cardiff Business School, Cardiff University

    Sarah Lethbridge joined the Health and Services Team in the Lean Enterprise Research Centre in 2005. She has worked on numerous lean projects in hospitals, universities and public and private services. Sarah specialises in helping to develop the knowledge of continuous improvement teams. She has worked with the Ministry of Justice’s Lean Academy, their Shared Service Centre in Newport, the Value for Money team in the Home Office, Legal and General, Principality Building Society and most recently, Nestlé, to ensure that organisations approach lean in a holistic, sustainable way.

    Her passion is to explore the interconnection of lean concepts and tools, helping people to understand how all of the lean ideas support and inform each other to bring about the pursuit of organisational perfection.

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  • Klaus Lyck Petersen

    Group Process Manager - Solar Group, Denmark
  • Klaus Lyck Petersen

    Group Process Manager - Solar Group, Denmark

    Klaus Lyck Petersen is the Group Process Manager in the Solar group. Klaus is an innovative leader with a high drive who has an international team around him operating in all 13 subsidiaries of the group. He has a background of working with six sigma for over 14 years and implementing Lean for over 11 years in various companies. The focus is on developing people, managers, and concepts all under the Lean thinking philosophy. He has been in the Lead for Solars lean journey for over 7 years where they accomplished a complete transformation of the management system and way of doing business. In 2010 the company was awarded with the productivity award for the best Lean program in Scandinavia. Key focus areas have always been to create a stable management system, surface problems, create and introduce process map and process thinking, coaching of managers and establishing a culture where KPI and performance management is part of daily work.

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  • John Whittaker

    Senior Manager, Business Excellence - Thermo Fisher Scientific
  • John Whittaker

    Senior Manager, Business Excellence - Thermo Fisher Scientific

    John is a qualified CIMA accountant who was the Financial Controller at AlliedSignal and then Applied Biosystems before taking on the management of various production departments at Life Technologies. He was certified as a Six Sigma Blackbelt in 2008 and moved into Operational Excellence as a full time role after contributing from both a financial role and a production perspective. John was the Operational Excellence Manager at the Warrington Site of Life Technologies before becoming the Regional Leader for Operational Excellence, EMEA.

    NB Applied Biosystems became Life Technologies which is now Thermo Fisher Scientific.

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  • Dr Owen Jones

    Executive Education Associate - Cardiff Business School
  • Dr Owen Jones

    Executive Education Associate - Cardiff Business School

    Owen began his research into Lean Improvement as one of the original research fellows at Cardiff University’s Lean Enterprise Research Centre in the mid 1990s.

    He has led value stream management research; consultancy and learning & development projects for a wide range of private organisations from a variety of sectors. He has also worked with a number of Government Departments, Executive Agencies and NDPB’s to help improve their operational effectiveness.

    Owen’s primary area of interest is how Policy Driven Organisations and Public Networks can develop and sustain cooperative behaviours that enable the practice of continuous improvement. For his latest research, an ethnographic study of The Determinants of Goal Congruence within a Public Network, Owen spent a year working within the Ministry of Justice. The findings of the project, funded by the EPSRC and Cardiff Business School, will be used to increase understanding of the ways that public organisations can deliver meaningful continuous improvement.

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  • Rhian Hamer

    Head of Transition and Transformation - UK Ministry of Justice
  • Rhian Hamer

    Head of Transition and Transformation - UK Ministry of Justice

    Rhian is a change management specialist, with a passion for leading business transformations. She is a highly experienced Continuous Improvement Expert, with a proven background in operations, supply chain management and organisational design and development.

    Rhian joined the public sector six years ago, where she successfully embedded lean thinking and practice throughout the Ministry of Justice. Rhian is currently leading the transformation of Shared Services processes, people and technology in line with wider government strategies.

    Previously Rhian has worked for British Steel, International Quantum Epitaxy, Groupe Danone, and Perkin Elmer.

    Rhian holds an MBA specialising in change management, with particular emphasis on sustainability. Her main interest is taking a whole systems approach. Rhian is an Associate of Cardiff Business School.

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  • Faith Geary

    Head of Continuous Improvement - Ministry of Justice
  • Faith Geary

    Head of Continuous Improvement - Ministry of Justice

    I am responsible for developing and implementing CI approaches across the UK Ministry of Justice, (circa 77,000 staff) which comprises the prisons, courts, tribunals, and various arms length bodies involved in the administration of justice in England and Wales.  I focus on building the capability of leaders and staff to practice CI and guiding them in how best to use these approaches to achieve their goals. I am a member of the cross government CI strategy group and have supported other government departments new to CI in starting out in practically using CI approaches and those already using lean, in reviewing existing programmes/plans.

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  • Mark Gregory

    Founder and Managing Director - Unleash and Engage Ltd
  • Mark Gregory

    Founder and Managing Director - Unleash and Engage Ltd

    Mark Gregory is founder and MD of Unleash And Engage Ltd, a business transformation consultancy. Prior to founding Unleash And Engage Ltd Mark spent over twenty years working across three major blue chip organisations, Toyota Motor Manufacturing (UK) Ltd, Ford Motor Company Ltd and BAE Systems Ltd. Working across Europe and Japan. As an engineering graduate Mark spent his early career in manufacturing engineer before moving into operations management culminating in becoming Manufacturing Director. Then to everyone’s surprised u-turned to became the Head of Transformation and Engagement with the HR Function. Mark is also a practitioner member of the government sponsored Task Force Engage for Success. Outside of work Mark spends all his spare time enjoying family life with his wife and their six children.

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  • Professor Nick Rich

    Professor of Operations Management, Head of HRM and Organisational Studies and Deputy Dean for Engagement - Swansea University
  • Professor Nick Rich

    Professor of Operations Management, Head of HRM and Organisational Studies and Deputy Dean for Engagement - Swansea University

    Nick Rich was a co-founder of the Lean Enterprise Research Centre with Professor Dan Jones and the Innovative Manufacturing Research Centre (Cardiff Business School). Nick still holds an Honorary Distinguished Fellowship at the University and he continues to write and supervise his masters/doctoral students. Nick has authored five books on lean thinking and numerous papers.

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  • John Bicheno

    Founder of MSc in Lean Enterprise - University of Buckingham
  • John Bicheno

    Founder of MSc in Lean Enterprise - University of Buckingham

    John has been Director of the MSc in Lean Operations since its inception in 1999. This programme, taught mainly on-site, was the first of its kind in the world. The students are all practicing middle and senior managers in their 30’s and 40’s. The programme now enjoys an international reputation drawing on managers from across Europe, USA and Africa.

    John, an industrial engineer, was introduced to what is now called Lean at Toyota South Africa in 1983, and to Systems at Lancaster University during the 1970’s. He is still learning about both.

    John has written 10 books in the areas of Lean and Systems. The Lean Toolbox, now in its 4th edition and co-authored with Matthias Holweg, has sold over 100,000 copies. Other books include The Lean Games Book, Six Sigma and the Quality Toolbox (with Phil Catherwood), Innovative Lean (with Andy Brophy), and The Service Systems Toolbox: integrating Lean Thinking, Systems Thinking and Design Thinking.

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  • Peter Creedon

    COO - Fremach
  • Peter Creedon

    COO - Fremach

    I was born into a mining family in 1965. I took my school work experience in manufacturing and became hooked. My first role was a project engineer in the plastic industry. To achieve the position it was one of only three interviews I have had in my life over a four week period. I then spent a few years with Bayer, and then on to Philips, where I lived in a few places around the world, finally landing in Belgium where I still reside today. Today I am acting COO of the Fremach group, a producer of decorative products primarily for the automotive industry.

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Programme details

Wednesday 25th June 2014

9:30 - 9:

Welcome and Introduction by the Chair

Victoria Fitzgerald, Editor, Lean Management Journal
9:35 - 10:

Morning Keynote: Guerrilla Transformation

Joseph F Paris Jr, Founder & Chairman, Operational Excellence Society LLP & Xonitek Group of Companies

John Forbes Nash believes each of us belongs to a community, a network who have a shared commitment and affinity. As such they will behave in a predictable manner since there is nothing to gain by any individual changing their position unilaterally. In reality, to disturb the predictability never even crosses the mind of the members.

As such, a Nash Equilibrium exists. The dynamics of a community – its traditions, nostalgia, and bonds – will not be disrupted by a threat originating from within the community, but rather a disruption that is introduced to the community from the outside. Some examples of such a disruptor might include: a merger, change in the “C-Suite”, a surprise competitor, the loss of a key customer, and a near global economic melt-down.

So how can an internal disruptor be engineered and deployed in a controlled manner so that transformational change can occur when YOU want it to occur? Applying Game Theory and the Nash Equilibrium, Joseph will investigate the circumstances under which change takes place – and when it does not. And finally, we will discuss the creation of an effective disruptor and how it can be deployed in a controlled and sustainable fashion.

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10:00 - 10:

Morning Keynote: How to Implement a Lean Programme

Torbjørn H Netland PhD, Senior Researcher, Norwegian University of Science and Technology (NTNU) and SINTEF Technology & Society (Trondheim, Norway)

Corporate lean programs are trending all over the world. On the surface, launching them appears to carry little risk. These programs promise continuous improvement in the plants, which should more than cover the cost of managing them. But how these systems are implemented can make it or break it regarding their costs and paybacks. Based on five years of research in the Volvo Group, this presentation shows the pattern of performance improvement that can be expected from implementing lean in the plants of a multinational manufacturer. Knowing this pattern helps us understand how to manage the implementation of a lean program through the different maturity stages of a plant.

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10:30 - 11:

HR is a catalyst for lean management (seriously??)

Graham White, Director of Human Resources, Brighton & Sussex University Hospitals NHS Trust

Graham's career has spanned senior management roles in manufacturing, haulage, policing, and now healthcare. Whilst in a manufacturing leadership role he discovered the value of the workforce, and through his career has been able to demonstrate how HR can create advocacy and engagement. In this keynote Graham explains how HR can be used not as a blocker, but as a catalyst for lean management.

11:00 - 11:

Coffee and Networking Break

11:30 - 12:

Stream A – Multi Site/Global Improvement

Jacob Austad, Partner, LeanTeam (Denmark)
René Aagaard, Customer Experience & Process Mgt. - Customer Division, Telenor

What Problem is Top-management Trying to Solve? (How do they Know?)

All of us who have been in charge of a Lean implementation know that involvement and stakeholder management are very important, when it comes to top management. The question is when top management asks their employees to change and adapt to a “Lean culture” – a new way of working, can they:

  1. Still continue with the old Systems Command and control management style?
  2. Still use the same measurement methods and KPI’s as we used to?

Key take aways from this breakout session:

  1. A list of typical consequences if you continue with Command & Control management (created in the break out session)
  2. Tips about Lean measures such as; Demand Profile, Process Quality & Lead Time and how to use them.

Jacob and René will with their solid Lean background from both Production and Service, share their observation and reflections and hopefully provide you with some valuable insights.

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11:30 - 12:

Stream B – One Site Leadership

Matthew Smith, Head of Lean Centre of Excellence EMEA, AIG

AIG is the world’s largest insurance organisation, with more than 88 million customers and a network of over 62,000 people in more than 90 countries. It is a leading provider of worldwide property casualty, life and mortgage insurance, retirement services and aircraft leasing.

This presentation will describe AIG’s strategy in the wake of the global financial crisis to build a new way of working based on Lean principles. It will describe the framework that has been established to embed continuous improvement, customer service delivery and individual empowerment, and which connects the management system to the principles, values and philosophy of AIG.

 

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11:30 - 12:

Ideas Exchange Cafe

Victoria Fitzgerald, Editor, Lean Management Journal

Rewards and Recognition… How are you motivating your people?

Employee recognition is a crucial factor in employment engagement and involvement in continuous improvement – but what works for some companies and people can often have the opposite reaction for another organisation. This is an open ideas exchange, where you, the delegate are the speakers. So if you have experiences in his subject, positive and negative, then come and share in an informal small group activity.

12:20 - 13:

Stream A – Multi Site/Global Improvement

Ghislain Taschini, Senior Consultant , Renault-Nissan

Dacia: When Frugal Design and Engineering Lead to Success

In 2013, Dacia was the fastest growing automotive brand in Europe. This success originates in the late 1990s when the Renault CEO launched the X90 project with a vision of a “modern, robust and affordable car” at a selling price of 5000€.

For many years the automotive industry had sought to make “the affordable car” without success, often by reducing the quality of an existing, successful model.

The breakthrough from technology ‘push’ to concept ‘pull’ became possible because of constant lean thinking and discipline. The project, developed in France and Romania, faced numerous challenges, but the relentless application of Design to Cost principles in both product and process conception enabled the breakthrough needed to start to this ongoing success story.

The presentation will tell this story from the pre-Dacia mistakes of misaligned value engineering through to the principles that enabled this success.

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12:20 - 13:

Stream B – One Site Leadership

Steve Yorkstone, Senior Consultant - Sustainable Futures, Edinburgh Napier University, UK

Lean: Learning from Disaster

In 2006 Steve started leading Lean in UK Universities, the first time the methodology had been seen in the sector.

Working at the forefront of developing a lean approach for Universities led to rich learning. Often it felt like never a week passed when we weren’t in fear of losing our jobs; but, we worked through this and developed a model for lean in HE that has now been taken up globally.

This presentation will identify the learning garnered from those experiences, focus on practical conclusions that transfer across sectors, and speak to the importance of working across organisational boundaries.

Key learning:

  • Hints on starting lean in virgin territory or re-starting a stalled initiative
  • Identification and handling of commonly experienced issues
  • Developing strategies to respond to unforeseen problems

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12:20 - 13:

Ideas Exchange Cafe

Victoria Fitzgerald, Editor, Lean Management Journal

The Courage to Coach

Implementing a lean programme in an organisation is no mean feat. Cultural change in any firm is difficult because the culture is the people and human nature is a stubborn beast. So when we are told effective coaching and leadership are the most important factors in deploying lean, our immediate reaction is it is easier said than done. Here we will discuss the success and challenges of having the tenacity to lead and inspire a workforce to add value and eliminate waste.

13:00 - 14:

Lunch and Networking Break

14:00 - 15:

Workshop One

Andy Gibson, Supply Chain and Factory Director, Tetra Pak Benelux

How to Drive Culture Change to Achieve World Class Manufacturing
Early on, Tetra Pak identified that success with World Class Manufacturing (WCM) was going to require high levels of commitment and involvement throughout the organisation. An important aspect of this is recognising that The Total Productive Maintenance (TPM) is about change and people and in order to accelerate this process you need to have people who believe it and understand it in order to be fully engaged.

Purpose
This case study focuses on the how our culture change programme helped Tetra Pak achieve its success. Andy firmly believes in order to achieve sustainable World Class Manufacturing, you need to create distributed leadership across the whole organisation and involve everyone from the shop floor upwards. Andy will share how he took his organisation from a few disciples and a lot of sceptics to engaging the whole organisation. He will start by recognising what you need to drive culture change, so that your people are aligned and engaged and how that leads to a culture that adapts to change and embraces continuous improvement.

Outcomes by the end of the workshop

  • How to create distributed leadership, improving the effectiveness of decision-making and increasing ownership of solutions.
  • How to increase levels of engagement so that employees embrace and implement change.
  • How to achieve alignment around the company’s organisational goals and strategy.
  • How to strengthen a culture of continuous improvement with high levels of trust, commitment and enthusiasm throughout the organisation.
14:00 - 15:

Workshop Two

Sarah Lethbridge, Lean Services Manager, Cardiff Business School, Cardiff University

Service Jidoka 
One of the key pillars of the Toyota Production System is that of jidoka, the use of intelligent machines to increase quality and relieve employees of monotonous, repetitive work. Following a long held tension between Lean and IT, we have been slow to acknowledge and integrate jidoka principles within lean service design. This session will explore best practice examples and will encourage attendees to consider organisational opportunities for lean service IT solutions.

Learning Outcomes:

  • An understanding of the application of jidoka within service through practical examples
  • Core concepts of customer value and how lean IT service design can help
  • Appreciation of how they can apply jidoka within their own service operations

 

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14:00 - 15:

Workshop Three

Joseph F Paris Jr, Founder & Chairman, Operational Excellence Society LLP & Xonitek Group of Companies

 The Operational Excellence Enterprise Readiness Model

What would you think about a company whose official defect rate was over one-third (1/3rd) of the annual production and whose overall defect rate was considerably more?  Such was the case of Toyota, which produced 10mil vehicles in 2012 and had 3.5mil+ vehicles subject to recalls in 2013 (in addition to the service bulletins).

Yet upon examination, it is discovered that the root-cause of the recalls are not the result of a deficiency in the actual manufacturing process, but the result of efforts and actions which occurred elsewhere within the enterprise and its value-chain.  It begs the questions; “Is the Present-State of Continuous Improvement enough?  Is it time to evolve it further?”  Should companies be satisfied with being known for “making defective products very efficiently”?  And, if not, what can be done to take it to the next level?

In this session, we will discuss the:

  • “Present State” of Continuous Improvement; its methodologies and tools,
  • deficiencies that become exposed and obvious with maturity,
  • possible “Future State” of Continuous Improvement and the paths there.

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15:30 - 16:

Coffee and Networking Break

16:00 - 16:

Afternoon Keynote: Apply OpEx Outside Manufacturing to Support Business Growth

Richard Holland, Vice President - Europe, TBM Consulting Group

Business practices show that growth strategies often are too narrowly defined to yield anything more than incremental improvement in manufacturing areas. This may be a fair starting point to capture obvious savings, but to be successful it is crucial to implement an enterprise-wide approach.  Growth strategies need to be demand-driven and leveraged to help employees systematically solve real-time problems.

Capture the full potential and apply OpEx practices to all business functions. This presentation will demonstrate how continuous improvement activities were successfully leveraged throughout the business enterprise:

  • Business process improvement in administrative functions
  • Using new product development to reduce lead-time
  • Closing the gap: link strategy to business execution and grow bottom, as well as,  top-line company performance

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16:30 - 17:

Afternoon Keynote: If Lean is the Solution.....What is the Problem?

Jacob Austad, Partner, LeanTeam (Denmark)

When management plan changes in the organisation, they often spend significant time to plan everything in many details. At a certain day they inform the employees of what and how to do and only spend little time explain why. And then the employees are expected to support, understand and deliver the results. It is hard if you don't understand why.

The often seen lack of taking time to explain purpose and create understanding kills the use of asking questions. When learning is fun, it is obvious that making a difference becomes easier and more people should learn that Lean Leadership builds on this knowledge and support the creation of a learning environment.

Lean can only work when we

  • Understand the problem
  • Are able to help solve it bringing forward ideas and theories to be tested
  • See leadership open to listen and learn

How can we go back and make sure everyone is on-board?

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17:00 - 17:

Panel Debate - Why do so many Lean Transformations Fail?

Victoria Fitzgerald, Editor, Lean Management Journal
Richard Holland, Vice President - Europe, TBM Consulting Group
René Aagaard, Customer Experience & Process Mgt. - Customer Division, Telenor
Mark Gregory, Founder and Managing Director, Unleash and Engage Ltd
17:40 - 17:

Chair's Day One Closing Remarks

Victoria Fitzgerald, Editor, Lean Management Journal
19:00 - 21:

LMJ Annual Networking Dinner

Join fellow delegates, speakers, sponsors and guests at the informal networking dinner on the evening of the 25th June. The dinner gives a great opportunity to meet and develop your own personal network in a relaxed and informal setting.

Thursday 26th June 2014

8:30 - 9:

Registration

9:00 - 9:

Welcome and Introduction by the Chair

Victoria Fitzgerald, Editor, Lean Management Journal
9:20 - 9:

Morning Keynote: Lean Journey at Accolade Wines to Date

Richard Lloyd, Global Director of Manufacturing, Accolade Wines

Accolade Wines is the world’s fifth biggest wine company. The firms Bristol facility, Accolade Park, has transformed its global supply chain enabling them to compete in a domestic climate of rising duty and aggressive retailer pricing. The site has been built with a lean philosophy since its inception and in this presentation Richard will illustrate the challenges that their business has faced and their journey to becoming a world class manufacturing site.

9:55 - 10:

Implementing Lean in a Global Business

Guy Dumbrell, Manufacturing Excellence Director, Global Supply, Diageo
Simon Elias, Director, Lean Competency System

Diageo is the world's leading premium drinks business, with brands including Johnnie Walker, Smirnoff, Baileys, Captain Morgan and Guinness. It trades in around 180 countries, employs over 28,000 people and has x manufacturing facilities across the globe.

Diageo has been on a change journey to embed lean manufacturing practice across all sites. To support this ambition, a capability program was launched to ensure all employees have the ability to use lean methodology and tools.

The presentation will describe the strategy that Diageo developed to implement this program in diverse locations. It will cover challenges faced, critical success factors, examples of impact to date and the role that formalised accreditation played.

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10:30 - 11:

Coffee and Networking Break

11:00 - 11:

Stream A - Multi Site/Global Improvement

Klaus Lyck Petersen, Group Process Manager, Solar Group, Denmark

Bringing our Processes to Life

In this breakout, Klaus will explain how the company went from silo-thinking to process-thinking, working with employees across different functions locally and between the subsidiaries. Starting their lean journey in 2008 the company historically worked in silos, but management soon realised Solar needed to focus more on everyday processes. This began their transformation, undertaking several activities to create awareness of what process thinking is and what it means for their daily routines.

To make process thinking a big part of your daily work, Solar needed to make people responsible for certain tasks and, thereby, give them roles to fulfil. Klaus will explain how the creation of group process owners, local process owners and business process specialists made a significant impact on their lean journey and their implementation of a new IT platform.

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11:00 - 11:

Stream B - One Site Leadership

John Whittaker, Senior Manager, Business Excellence, Thermo Fisher Scientific

Breaking Down the Barriers to Creating High Performance Work Teams 

Getting buy-in and engagement into their ‘High Performance Work Team’ programme provided many challenges for John and the Operational Excellence team. Rolling out a 16 week programme to production staff provided positive results, however applying the same training to non-production staff revealed many barriers and challenges to their initiative. In this case study John will explain the issues and challenges faced in engaging non-manufacturing functions in the programme. John will illustrate the difficulties of the second wave in getting employees to apply the learning from their training. John will explain how and why they had to change the way they trained non-production staff and how focusing on value in the eyes of the customer provided key in breaking down the barriers.

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11:00 - 11:

Stream C - Ideas Exchange Cafe

Dr Owen Jones, Executive Education Associate, Cardiff Business School
Rhian Hamer, Head of Transition and Transformation, UK Ministry of Justice

Lean Transformation: How To Make a Real Difference? 

Conventional wisdom suggests that corporate lean programmes will transform operational effectiveness and competitive advantage. In our recent LMJ article we argued that organisations have persistent cultures that can undermine innovative approaches and have a tendency to return to what they know best. The consequence is that established ways of working and thinking, at all levels of the organisation, subvert and corrupt Lean Transformation.

We believe that a useful way of making sure that Lean Transformations really do make a difference is to consider the Capability, Practice and Outcomes Model. Simply, the model suggests three guiding 'handrails' for Transformation:

1. Are we becoming too focused on building and administering capability?
2. How much meaningful CI Practice are we actually conducting?
3. Is there evidence of positive outcomes; do we know if our Lean Transformation is actually making a difference to operations?

Discussion Themes

  • What does sufficient capability look like in your organisation?
  • How will you recognise the achievement of organisational readiness?
  • How can you plan for transition to the capability phase of your Lean Transformation?
  • What makes CI practice meaningful? (We suggested five tests in our article)
  • What are the challenges to and enablers of meaningful CI practice?
  • Who displays the strongest commitment to meaningful CI practice in your organisation?
  • Do you collect evidence of positive outcomes from your Lean activities?
  • What counts as evidence; employee commitment, market share, profitability, customer satisfaction?
  • Can you link the inputs and outputs of Lean Transformations to competitive advantage?
11:50 - 12:

Stream A - Multi Site/Global Improvement

Faith Geary, Head of Continuous Improvement, Ministry of Justice

This presentation will focus on breaking down the barriers often put up by teams who resist the implementation of lean and continuous improvement (CI). More specifically, it will look at current lean and CI practices within the Ministry of Justice, one of the largest civil service departments and home to one of the most expansive cost cutting programs currently underway in the public sector. As well as reflecting on key questions raised by the challenge of implementing and maintaining lean and CI practices within the Ministry, this session will offer advice and practical guidance concerning the use of lean and CI in situations where practitioners encounter scepticism, resistance or even open hostility.

Faith has worked in the Ministry of Justice for 13 years and offers her personal guide to surviving the cut and thrust of lean and CI implementation. Away from the theoretical perspectives which have come to dominate much of the discussion and debate around the subject of lean and CI, Faith offers practical everyday solutions and invites audience members to do likewise. Please come along and be ready to share your experiences (good or bad) in what promises to be an informed and lively session.

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11:50 - 12:

Stream B - One Site Leadership

Mark Gregory, Founder and Managing Director, Unleash and Engage Ltd

Chase Engagement – not Productivity

If your lean efforts focus on the productivity benefits it will bring, then your lean activity will almost certainly fail. In this breakout Mark will argue the engagement proposition is the prize and the key to lean sustainment. Firstly the session will illustrate through research how employee engagement has changed over time and it's bearing on a lean programme. Mark will discuss the importance of the engaged leader, and how many companies involved in lean fail to sustain improvements. Mark will then focus on the enablers of engaging leaders: Inspiring trust; clarifying purpose; aligning systems; and unleashing talent. At the end of the session attendees will understand that in successfully apply lean tools, you must first learn how to successfully engage with people. The sustainment key.

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11:50 - 12:

Stream C - Ideas Exchange Cafe

Richard Holland, Vice President - Europe, TBM Consulting Group

It is all about People – How to Create a Problem Solving Culture Throughout the Business

Don't leave the tools of lean process improvement in the hands of a few 'experts'. Creating a culture of engaged problem solvers in your business is not nearly as difficult as it may sound and is the best way to drive outstanding results from your Lean program.

12:30 - 13:

Lunch and Networking Break

13:30 - 15:

Workshop One

Professor Nick Rich, Professor of Operations Management, Head of HRM and Organisational Studies and Deputy Dean for Engagement, Swansea University

Managing change through Policy Deployment

A lean improvement programme can, to many employees, seem a chaotic frenzy of waste identification, a confusing language, and interventions that lack logic and a narrative that employees can ‘buy into’. The workshop will provide an introduction to the critical ‘top down’ business planning process of “Policy Deployment” and show participants how to use the mechanism for maximum success. Policy Deployment serves as the driver for change and the process that sets the direction for change, liberates the general management and functional managers of a business to learn how best to change the business and engages all employees in a process of meaningful improvement. The Policy Deployment process is applicable to any business (manufacturing, service or healthcare) and makes visible the key change programmes of the firm in a way that makes everyone’s efforts feel important to the business and its future success. The workshop will be based on cases and short activities undertaken by the participants.

13:30 - 15:

Workshop Two

John Bicheno, Founder of MSc in Lean Enterprise, University of Buckingham

Understanding Muda, Muri, Mura

In this workshop we will play a simulation game to illustrate the impact of mura (variation) and muri (overload) on muda (waste). In particular the influence of utilisation and variation on lead time will be explored. When is each important? When not? The elements of utilisation will then be explored, leading to the four critical levers that all aspiring Lean leaders should understand.

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13:30 - 15:

Workshop Three

Peter Creedon, COO, Fremach

The journey from loss to profit

Peter will be taking you through the journey of the Fremach plant in Trnava, Slovakia over a year long period. He will be sharing how they moved from making a loss to a profit and how they engaged the management team in the improvement process.

Peter is a down to earth speaker and attending this workshop will provide you with a better understanding of:

  • The importance of balance in a business
  • The importance of shared objectives and goals
  • The journey from loss to profit
  • The commitments of the team
  • The value of the right consultancy

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15:00 - 15:

Reflection

During the last two days you will have observed and gained new ideas, insights and practices, for you and your organisation.

Understanding and applying those is a key requisite of any external events and training.

In the closing session you will be asked to discuss and reflect in small groups on what your key takeaways have been for the last two days.

15:40 - 15:

Chair's Closing Remarks

Victoria Fitzgerald, Editor, Lean Management Journal

Agenda

25th June 2014

9:30 - 9: Welcome and Introduction by the Chair
Victoria Fitzgerald, Editor, Lean Management Journal
9:35 - 10: Morning Keynote: Guerrilla Transformation
Joseph F Paris Jr, Founder & Chairman, Operational Excellence Society LLP & Xonitek Group of Companies
10:00 - 10: Morning Keynote: How to Implement a Lean Programme
Torbjørn H Netland PhD, Senior Researcher, Norwegian University of Science and Technology (NTNU) and SINTEF Technology & Society (Trondheim, Norway)
10:30 - 11: HR is a catalyst for lean management (seriously??)
Graham White, Director of Human Resources, Brighton & Sussex University Hospitals NHS Trust
11:00 - 11: Coffee and Networking Break
11:30 - 12: Stream A – Multi Site/Global Improvement

What Problem is Top-Management Trying to Solve? (How do they Know?)

Jacob Austad, Partner, LeanTeam (Denmark)
René Aagaard, Customer Experience & Process Mgt. - Customer Division, Telenor
Stream B – One Site Leadership

Using Lean Principles in Global Service Transformation

Matthew Smith, Head of Lean Centre of Excellence EMEA, AIG
Ideas Exchange Cafe

Rewards and Recognition… How are you motivating your people?

Victoria Fitzgerald, Editor, Lean Management Journal
12:20 - 13: Stream A – Multi Site/Global Improvement

Dacia: When Frugal Design and Engineering Lead to Success

Ghislain Taschini, Senior Consultant , Renault-Nissan
Stream B – One Site Leadership

Lean: Learning from Disaster

Steve Yorkstone, Senior Consultant - Sustainable Futures, Edinburgh Napier University, UK
Ideas Exchange Cafe

The Courage to Coach

Victoria Fitzgerald, Editor, Lean Management Journal
13:00 - 14: Lunch and Networking Break
14:00 - 15: Workshop One

How to Drive Culture Change to Achieve World Class Manufacturing

Andy Gibson, Supply Chain and Factory Director, Tetra Pak Benelux
Workshop Two

Service Jidoka 

Sarah Lethbridge, Lean Services Manager, Cardiff Business School, Cardiff University
Workshop Three

The Operational Excellence Enterprise Readiness Model

Joseph F Paris Jr, Founder & Chairman, Operational Excellence Society LLP & Xonitek Group of Companies
15:30 - 16: Coffee and Networking Break
16:00 - 16: Afternoon Keynote: Apply OpEx Outside Manufacturing to Support Business Growth
Richard Holland, Vice President - Europe, TBM Consulting Group
16:30 - 17: Afternoon Keynote: If Lean is the Solution.....What is the Problem?
Jacob Austad, Partner, LeanTeam (Denmark)
17:00 - 17: Panel Debate - Why do so many Lean Transformations Fail?
Victoria Fitzgerald, Editor, Lean Management Journal
Richard Holland, Vice President - Europe, TBM Consulting Group
René Aagaard, Customer Experience & Process Mgt. - Customer Division, Telenor
Mark Gregory, Founder and Managing Director, Unleash and Engage Ltd
17:40 - 17: Chair's Day One Closing Remarks
Victoria Fitzgerald, Editor, Lean Management Journal
19:00 - 21: LMJ Annual Networking Dinner

Agenda

26th June 2014

8:30 - 9: Registration
9:00 - 9: Welcome and Introduction by the Chair
Victoria Fitzgerald, Editor, Lean Management Journal
9:20 - 9: Morning Keynote: Lean Journey at Accolade Wines to Date
Richard Lloyd, Global Director of Manufacturing, Accolade Wines
9:55 - 10: Implementing Lean in a Global Business
Guy Dumbrell, Manufacturing Excellence Director, Global Supply, Diageo
Simon Elias, Director, Lean Competency System
10:30 - 11: Coffee and Networking Break
11:00 - 11: Stream A - Multi Site/Global Improvement

Bringing our Processes to Life

Klaus Lyck Petersen, Group Process Manager, Solar Group, Denmark
Stream B - One Site Leadership

Breaking Down the Barriers to Creating High Performance Work Teams 

John Whittaker, Senior Manager, Business Excellence, Thermo Fisher Scientific
Stream C - Ideas Exchange Cafe

Lean Transformation: How To Make a Real Difference? 

Dr Owen Jones, Executive Education Associate, Cardiff Business School
Rhian Hamer, Head of Transition and Transformation, UK Ministry of Justice
11:50 - 12: Stream A - Multi Site/Global Improvement

Adapting to Overcome Resistance: Practical Skills for Working with Teams in Times of Change

Faith Geary, Head of Continuous Improvement, Ministry of Justice
Stream B - One Site Leadership

Chase Engagement – not Productivity

Mark Gregory, Founder and Managing Director, Unleash and Engage Ltd
Stream C - Ideas Exchange Cafe

It is all about People – How to Create a Problem Solving Culture Throughout the Business

Richard Holland, Vice President - Europe, TBM Consulting Group
12:30 - 13: Lunch and Networking Break
13:30 - 15: Workshop One

Managing change through Policy Deployment

Professor Nick Rich, Professor of Operations Management, Head of HRM and Organisational Studies and Deputy Dean for Engagement, Swansea University
Workshop Two

Understanding Muda, Muri, Mura

John Bicheno, Founder of MSc in Lean Enterprise, University of Buckingham
Workshop Three

The journey from loss to profit

Peter Creedon, COO, Fremach
15:00 - 15: Reflection
15:40 - 15: Chair's Closing Remarks
Victoria Fitzgerald, Editor, Lean Management Journal

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Hennik Group
Elizabeth House
Block 2, 5th Floor
39 York Road
London SE1 7NJ
United Kingdom
Telephone: +44 (0) 20 7401 6033
Fax: +44 (0) 844 854 1010
Registered address: 7 Granard Business Centre, Bunns Lane, Mill Hill, London NW7 2DQ
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140 Bath Rd
Hayes
Middlesex
UB3 5AW
020 8759 6311

Conference Fees

We know that training is a vital part of personal development, but also recognise team development is of equal importance, if not higher. To this end, we are offering team discounts for all attendees from manufacturing companies as follows:

Number of attendees Early Bird Fee
If booked on or before
23 May 2014
Standard Fee
If booked on or after
24 May 2014
LMJ Subscriber Rate
1 £595.00 +VAT £695.00 +VAT £556.00 +VAT
2 £1,190.00 +VAT £1,390.00 +VAT £1,112.00 +VAT
3 £1,636.25 +VAT £1,911.25 +VAT £1,529.00 +VAT
4 £2,082.50 +VAT £2,432.50 +VAT £1,946.00 +VAT
5 £2,469.25 +VAT £2,884.25 +VAT £2,307.40 +VAT
6 £2,856.00 +VAT £3,336.00 +VAT £2,668.80 +VAT
7 £3,183.25 +VAT £3,718.25 +VAT £2,974.60 +VAT
8 £3,510.50 +VAT £4,100.50 +VAT £3,280.40 +VAT

 

Consultants/Solution Providers £1,495 +VAT

Subscribers to the LMJ benefit with a 20% off the standard fee (this offer cannot be used in conjunction with the early booking fee).

Public Sector & Education Institution discounts are available upon request. Please call 020 7401 6033

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