Head of Continuous Improvement
National Treasury Management Agency, Ireland
Conference Day One - Tuesday 2nd April
Tuesday, April 17th, 2018
11:00 AM Interactive Discussion Groups
A. How are companies re-inventing process to be more agile?
As more businesses move to a more flexible, agile approach to improvement and transformation, OPEX leaders must make key decisions about how to make this work at a practical level within their organisational context. Join to partake in discussion around key issues including:
▪ Implementation of agile squads throughout the business
▪ Changes to organisational structures to support a more agile way of work
▪ What does an agile process framework look like? ▪ How can we transition to it?
▪ Protecting the end-to-end customer view and long-term planning in an agile environment
Emilio Ibáñez, Head of Operational Excellence, Nissan
B. Empowering colleagues from the ground-up to get behind an improvement
▪ Devolving power to colleagues on the coalface: weighing up the benefits and the risks
▪ Putting the systems and processes in place to enable operational colleagues to have input into improvements
▪ Defining responsibilities throughout a diverse, multi-site organisation and cascading the strategic goals to the frontline
▪ Freeing up the right people to contribute to CI in a meaningful way
▪ Creating lasting communication and engagement with different types of colleagues to keep the change alive
John Bilsland, Head of CI, Network Rail
C. Collaboration across the globe: underpinning enterprise-wide change
Collaborating within a global team can be a job on its own: keeping an initiative alive, the stakeholders engaged, the message right, and not overlooking a site.
Here we will share novel approaches to collaboration including reliable and engaging tools, creative ideas for engagement and how to avoid common failures.
Gerard C. Poolman, CI Lead, Shell Chemicals
D. Process mining: a practical guide to the benefits and implementation
Process mining is one of they key innovations to move into the OPEX world in recent years. For those who are looking to employ this solution, this discussion will answer questions including but not limited to:
▪ How it works and what to expect from a process discovery project
▪ What are the requisite data and systems?
▪ What do you need to know about integrating process mining solutions within your current systems?
▪ What are the measurable business benefits from the existing case studies?
E. Embedding RPA within the organisation as a new business as usual
Robotic Process Automation (RPA) is here to stay – but how can you best position your business to take advantage of this powerful technology? Join Signavio & BPM-D to learn:
- How to quickly identify areas of value for RPA
- How to strike the correct balance between automation and good honest process improvement
- What tools are available – demystifying the technologies and selecting the appropriate one
- The simple journey from discovery to implementation
Peter Franz, Managing Director & Co-CEO, BPM-D
F. Procurement transformation: lessons learnt
Howard will give the group an update on the NHS Procurement Transformation Programme, followed by discussion with the group around what lessons others can draw from the NHS experience. Key topics for discussion include:
The forward view of IT in procurement: which technologies will act as an enabler for future improvement?
How we have so far overcome the business transformation challenges and how can we tackle the barriers that lie ahead?
The evolving view of operational excellence within NHS Supply Chain and within the broader field of procurement
Howard Blackith, CIO, Supply Chain Coordination Limited, NHS
G. Reporting the business value of OPEX activities in an innovative way that engages the board
Learn a new visual model for reporting on the progress and business value of your improvement initiatives across the business, followed by discussion and questions from the group.
▪ An innovative model for representing the results of your CI programme in a holistic, visual way
▪ How much detail to put into your reports and why
▪ Focusing your report around the strategic objectives of your programme
▪ Making your visualisations dynamic, representing progress and savings over time
Marcin Golabek, Continuous Improvement Director, Ficosa
H. Taking a Lean approach to RPA implementation as an enabler for service productivity
Dominique will share a short case study about the DNA experience of RPA and Lean implementation across the service area of the major Telco business, followed by a sharing of experiences and questions from the group. Points for our discussion will include:
▪ Re-designing organisational structures and responsibilities around the introduction of new robot colleagues
▪ Taking a Lean approach to adapting work flows in an environment incorporating robotics
▪ Managing the transition to a hybrid digital/human workplace, bringing people on board across the Service area
▪ What business outcomes have we seen from RPA so far and what are our future plans?
▪ What would we do differently if we had our time over?
Dominique Akl, Head of Corporate Service Delivery, DNA
I. Supporting the business case for the transformation
We will be looking at the financial justification for a transformation and how it ties into the organisational strategy, including:
▪ Forecasting realistic process efficiency gains
▪ Considering whether the change will improve customer service in a way that can’t be done on current systems
▪ Looking for other potential advantages of the transformation: how will it give you an edge in your market?
J. Why your senior executives need help and what OPEX leaders can do for them
The next frontier on many senior OPEX professionals’ roadmaps is to apply improvement tools at the leadership level, to support decision making and create a culture that strives for excellence from the very coalface all the way to the top. You will hear a practical case study followed by a discussion around the challenges of making this happen. In particular, we will be covering:
▪ The demands on senior executives to make key decisions and the implications of those decisions against a background of increasing time pressure and expectations
▪ How NTMA is tackling these issues and what it has learned from its programme to date
▪ What continuous improvement leaders can do to help their senior executives
John Maxwell, Head of Continuous Improvement, National Treasury Management Agency, Ireland