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presents 3rd Annual European

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Lean, Six Sigma &

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Process Improvement
Summit
Workshop day: 29th October 2007 • Conference days: 30th & 31st October 2007
Site visit: 1st November 2007 • Hotel Okura, Amsterdam

Become a world-class organisation: Integrate Lean, Six

Build
the perfect
Sigma & process improvement and embed process
process
excellence
excellence in all your business functions
programme
with insights into:
■ LEAN: Launch Lean into
EXCLUSIVE TOYOTA WAY KEYNOTE PRESENTATION:
all your business functions Jeff Liker, Professor, Industrial and Operational
for a sure-fast streamlined Engineering, University of Michigan & author of
business by delving deeper into
supply chain, IT, HR and sales international best selling book ‘The Toyota Way’ –
and marketing, and perfecting the There is simply no better person to help you embed the
My Toyota approach Toyota approach in your organisation
■ INTEGRATION, INTEGRATION,
INTEGRATION: Combine your range of INDUSTRY KEYNOTE PRESENTATION:
process improvement projects into one
complete operational excellence strategy Bill Black, Chief Quality Officer, EADS
through portfolio management and a
combined process approach reveals how they became the largest
defence company in Europe through
■ BUSINESS ALIGNMENT: Ensure your focusing on process improvement
improvement programme brings maximum
business impact by pushing forward VOC and
embedding an unbeatable corporate wide improvement
strategy
■ CHANGE MANAGEMENT: Embed a sustainable culture
12 interactive workshops, 1 brand new site visit &
of operational excellence with first-rate leadership, 37 VP and deployment leader industry speakers featuring:
motivation and communication strategies
■ BENCHMARKING: Your one-off chance to plot your
Register
position within the European market and build an John Gowlett, VP Operations
unbeatable forward strategy for business process before 3rd
August and Group Managing Director,
excellence by participating in the brand new Sun Chemical Europe
VP and Senior Director benchmarking forum and get
€400 off

Hear the freshest insights from 37 industry case studies: Dick Dam,
VP Lean Six Sigma,
KLM Royal Dutch Airlines
Nuon, Sauer-Danfoss, Deutsche Bank AG, Aston Martin, Delphi
Thermal Europe, Grundfos A/S, EADS, GE Healthcare, CIT Group,
Sun Chemical, Dell, Pakistan International Airlines, Novozymes Robyn Pratt, VP Six Sigma and
A/S, Ingram Micro, SGL Group - The Carbon Company, Dupont, Operational Innovation,
Starwood Hotels
New York-Presbyterian Hospital, Prevent Automotive Group, BAE
and Resorts
Systems, KLM Royal Dutch Airlines, NV Organon, Ericsson AB,
Basell Polyolefins, Xerox Europe, Tenneco Inc, Bosch-Bursa,
Eric Bouwer,
Dresdner Kleinwort Investment Bank, Starwood Hotels and Resorts,
MD,
Johnson Controls, Deutsche Borse Group, Unisys Corporation, Fujitsu, Netherlands
Schering-Plough, Unilever Europe, BP, Philips Consumer Electronics,
GE Consumer Finance, Sara Lee International, Givaudan, Fujitsu
Aine O'Dwyer, Business
Presented in association with: Preferred Membership Media Partner: Conference Sponsors: Lead Sponsors: Process Improvement
Organisation: Leader EMEA,
25% discount
on 1 year Dell
ISSSP
membership

+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk

 Why attend the Amsterdam Summit?
Dear colleague,
KEY CONFERENCE TAKE-AWAYS
How much would it mean for you to integrate
and streamline all your process improvement Be a part of
projects into one holistic programme? the extensive
➤ Boosted efficiency to increase top line business? networking
➤ More effective use of resources across your departments and process initiatives? experience…
➤ Maximised cost savings through a streamlined programme?

But I’d be willing to bet that your process improvement approach is split into
numerous programmes, that all too often conflict with each other and are constantly
competing for both time and resources. So what’s stopping you?

• Are you unsure which route to take in the next few years to give you the most ROI?
• Or are you still undecided on which methodology is best suited to your business
and aligned with your corporate strategy?

Well now it doesn’t have to be the case! This year at Europe’s biggest process
improvement event, take your lead from over 37 companies that have successfully
built a culture of operational excellence across their entire business. The only process
improvement programme designed specifically to help you discover how you can build
one toolkit and improvement strategy that gives you everything you need and more!

Keynoted by Dr. Jeff Liker, the global bestselling author of ‘The Toyota Way’, and
Bill Black, CQO, EADS, this year’s 3rd Annual Lean, Six Sigma & Process
Improvement Summit has just got even bigger and better. Bringing you even more
revolutionary case studies than ever before on how to:

• Build one complete process excellence programme: Streamline your programme Join us in the exquisite Okura Hotel, the ultimate
into one clear strategic focus that will have real impacts on your business – Bosch- venue in Amsterdam for unbeatable networking
Bursa, Ericsson AG & Xerox Europe and learning opportunities.
• Align every single improvement project to your wider business goals by 29th October:
identifying the biggest hitting business cases and selecting the right tools to best Welcome drinks reception and quiz
meet your business needs – Grundfos, Prevent & Deutsche Bank Enjoy skylight cocktails and get to know your
• Make the most of your resources across projects with long-term portfolio and fellow delegates with a pre-conference ice breaker
resource management strategies from Sun Chemical quiz and drinks – What better way to get the most
out of your networking experience than by of
• Keep the momentum going: Make sure that you are still delivering the big wins sharing your general knowledge and process
after the initial improvement burst with change management strategies from Sara excellence skills?
Lee International, KLM Royal Dutch Airlines and Aston Martin
• Use Lean across all your business functions as a solid foundation to efficiency
– over 10 case studies on tried and tested Lean applications amongst Dephi
Thermal Europe, CIT Group, BAE Systems and Givaudan

And just to give you the hands-on skills you need to really take all this back to your
own organisation, take your pick from this years 12 tailor-made workshops on Lean,
successful deployment and process integration. Then boost your understanding with a
full day study tour to Nuon’s customer contact centre specially designed to show
you a real project based example of service deployment.

What better opportunity could you have this year to perfect your forward deployment
strategy and benchmark your progress against the industry’s best? I’m certainly
looking forward to the newly expanded knowledge sharing opportunities and can’t
30th October:
wait for you to join me.
Twilight dinner cruise
Positioned on the edge of the city centre, right
See you in Amsterdam next to the canal, you couldn’t pick a better
location for a conference. Wind down after a full
Best Wishes Teams of day of learning by enjoying a night’s dinner cruise
with exceptional cuisine whilst you take in the
7+ receive sights and sounds of one of the most exciting
cities in Europe.
40% off
Megan James
Summit Director – IQPC

VIP FREE GIFT

Have you attended the Amsterdam
Summit in the last 2 years?
STOP As a special loyalty bonus, this year we
are offering past delegates to the
European Summit a choice of exclusive
One-off TOYOTA WAY discounts and free gifts. Book on before
28th September and take your pick from:
workshop A. Free dinner cruise and champagne
hosted by DR. JEFF LIKER – worth €150
limited places only B. Free ipod shuffle
C. Free bottle of Champagne to enjoy
during your stay

+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk

 A selection of this year’s leading speaker panel:
Keynote Speakers:
TOYOTA WAY keynote: C-LEVEL keynote:
Dr. Jeff Liker, Professor, Industrial Bill Black, Chief Quality Officer,
and Operational Engineering, EADS
University of Michigan
and author of The Toyota Way

Dick Dam, VP Lean Six Sigma, John Gowlett, VP Operations and Dr. Wim Mens, Flemming Funch, VP for Global
KLM Royal Dutch Airlines Group Managing Director, Vice President Production, Quality, Environment & Safety,
Sun Chemical Europe NV Organon Novozymes A/S

Adrian Dunn, Global WorkOut Jean Pierre Scarlakens, Director Quality, Aine O’Dwyer, Business Process Eric Bouwer,
Programme Manager, Lean & Six Sigma, Sales & Marketing Improvement Leader EMEA MD,
BP Sauer-Danfoss Dell Fujitsu, Netherlands

Hans Spitsbaard, Graham Lewis, Lean Manufacturing Roger Camrass, Director John Neill,
Director Nuon Consultancy Group, Director, European Emissions Business Transformation CEO,
Nuon Controls, Tenneco Inc Practice, Fujitsu Unipart

Robyn Pratt, VP Six Sigma and Frederick Portal, Jan van de Venne, Development Quality Mildo Bleeker,
Operational Innovation, Lean Initiatives Manager, Manager, DfSS Programme Manager, Operations Manager FLE/P,
Starwood Hotels and Resorts Delphi Thermal Europe Philips Consumer Electronics Givaudan

Mike Webb, Procurement Performance Paul White, Aydin Kuzalti, Department Manager/ Marcus Demgenski, Director
Excellence Manager, Corporate Master Black Belt, Quality Management and Methods & Finance Shared Services &
Procurement, BAE Systems Aston Martin Six Sigma Organisational Champion, Benelux, Basell Polyolefins
Bosch-Bursa

Liz Taylor, Dr Siegfried Schmitt, Cornelis A. Versluis, Edward D. Craven, Black Belt,
Senior Manager - Six Sigma, Quality Director - Global IT, Quality Manager, Director of Innovation Strategy,
Ingram Micro GE Healthcare Grundfos A/S New York-Presbyterian Hospital

Dr. Berthold Kracke, Director,
Head of Department Quality
Management, Controls and
Change, Clearstream Banking,
Deutsche Börse Group
Frank Mekking, Continuous Dr.-Ing. Serkan Tavasli, Wim Heine,
Improvement Director EMEA, Strategy Executive, Director Learning
Global Workplace Solutions, Prevent Automotive Group & Development for Lean,
Johnson Controls Sara Lee International

Ger J. de Waard, TJ Scally, Director Quality and Steven Walton, Dr Siegfried Schmitt, Quality
Black Belt, Continuous Improvement, Director Right First Time, Process Director – Global IT,
Unisys Nederland NV CIT Group Excellence, Schering-Plough GE Healthcare

+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk

 Agenda at a Glance

Day 1: PRE-CONFERENCE WORKSHOPS • MONDAY 29TH OCTOBER, 2007

Deployment Workshops Master class
A: 4 simple steps toward Lean B: Deployment health checking: How C: Using visual Six Sigma: Ideas, J: Successful deployment Master class
8.00 – 11.00

integration to benchmark and improve your techniques, and case studies to Dr. Ian Wedgewood, Executive Director, Sigma
S. Nadeem Ahmed, Aero PP Engineer, company’s Lean Six Sigma accelerate problem solving and speed Breakthrough Technologies and author of Lean
Six Sigma MBB, Pakistan Programme up time to realising value Ian Cox, Sigma – A Practitioner’s Guide

9.00 – 15.00
International Airlines Andy Liddle, Ex Dupont Master Black Belt & Malcolm Moore, DOE OR
Specialist, Master Black Belt, JMP K: Two part Master class:
• Simulating Lean: A first step in engaging
D: Integration, integration, integration: E: Think strategic: Why starting Lean F: Sustaining Six Sigma: Using the Six leadership
• Leading in a Lean Environment
11.30 – 14.30

Double the power of the traditional
methodologies by using Lean, Six
Sigma and continuous improvement
hand in hand
Graham Lewis, Lean Manufacturing
Director, European Emissions Controls,
Tenneco Inc
15.00 – 18.00
Six Sigma as an ‘initiative’ leads to a
dead end
Paul Docherty, CEO, i-nexus
Sigma Maturity Model as your guide
on the Six Sigma journey Phil Falato, Head of Lean Practice, Fujitsu, Ella Bennett,
Prasad Raje, CEO and Fouinder, HR Director,
Instantis Fujitsu & Dan Jones, Unipart
*Includes networking lunch*

G: Lean for services: Applying lean in
your transactional environments for
a competitive service delivery
Simon Smith, Head of Lean and NPS
Europe,
GE Consumer Finance
H: Start from scratch by harnessing the
power of DfSS
Jan van de Venne, Development
Quality Manager, DfSS Programme
Manager, Philips Consumer
Electronics
I: Lean for Manufacturing: Go Lean or
go to China – The case for Lean
versus outsourcing For Full Workshop Details visit
Mike James, Group Managing Director,
ATS International www.iqpc.com/nl/eurosummit

19.00: Icebreaker drinks and quiz – Get to know your fellow delegates and kick start your networking experience

Day 2: MAIN CONFERENCE SESSIONS • TUESDAY 30TH OCTOBER, 2007

7.30: Registration & Networking 9.25: VP Session: Managing your portfolio of projects and 11.15: Creating complete organisational change by
8.30: Summit Director’s Welcome resources for maximised ROI and business embedding Lean Six Sigma across your entire business
improvement – John Gowlett, VP Operations and Group – Senior Reprentative, TBC, JMP
8.35: Chairman’s Opening Address Managing Director, Sun Chemical Europe
- Roger Camrass, Director Business Transformation 11.45: VP Session: Creating a smooth integration of Lean, Six
Practice, Fujitsu 10.05: VP session: Integrating innovation into your Six Sigma Sigma and process improvement with a bottom up
- Introduction by: Eric Bouwer, MD, Fujitsu, Netherlands programmes approach to implementation – Flemming Funch, VP for
– Robyn Pratt, VP Six Sigma and Operational Innovation, Global Quality, Environment & Safety, Novozymes A/S
8.45: Keynote Session: BILL BLACK, Chief Quality Officer, Starwood Hotels and Resorts
EADS: Embedding the skills and practices of continual 12.25: Networking Lunch
improvement into a multinational enterprise 10.45: Networking Break

Lean transformation: Streamline your entire Creating a corporate strategy: Making process Advanced Lean Six Sigma: Rolling out LSS into all
STREAMS business with Lean principles excellence the way you do business corners of your business

Total Lean: Supporting the strategic plan and
13.25 - journey towards excellence in operations
14.00 Richard Roach, Business Improvement Project
Leader, Lean Black Belt, Sun Chemical
Achieving process excellence though a strategic approach
to Lean Six Sigma
Simon Hartwell, Six Sigma Coordinator, Deutsche Bank AG
Using Six Sigma to achieve complete business
excellence
Aydin Kuzalti, Department Manager - Quality Management
and Methods & Six Sigma Organisational Champion,
Bosch-Bursa

From process improvements to a culture of quality: How
Lessons in Lean: Making continuous improvement
thinking in Quality becomes a day-to-day matter in
work on the shop floor
14.05 - Operations
Mildo Bleeker, Operations Manager FLE/P, Givaudan
14.40 Dr Berthold Kracke, Director, Head of Department Quality
Management, Controls and Change, Clearstream Banking,
Deutsche Borse Group
The power of multiplication: Achieving rapid, mass
mobilisation for your business transformation
programme
Kalvin Stollznow, Head of Operational Excellence and
Andrew Kidd, Head of OPEX Consulting Services,
Dresdner Kleinwort Investment Bank

How to be faster and better to market with Lean Integrating the DMAIC methodology from business strategy Deploying Six Sigma in finance, HR & Shared Service
product development execution to continuous day-to-day improvements Centres
14.45 - Marcus Demgenski, Director Finance Shared Services and
15.20 Frederick Portal, Lean Initiatives Manager, Delphi Anders Mansson, Six Sigma Programme Manager and Anitha
Thermal Europe Rustrom Sparmann, Six Sigma Driver, Ericsson AB Benelux, Basell Polyolefins

15.20: Networking Break

Making real process improvements that stick:
Funnelling the real value added steps between
15.50 - all your process improvement methodologies,
16.25 Graham Lewis, Lean Manufacturing Director,
European Emissions Controls, Tenneco Inc
Making continuous improvement a way of life: Moving Driving the Sales process: Using Six Sigma & Lean to
from a project and toolkit approach to an unconscious improve the win and capture rate in Europe
competence Ger J. De Waard, Senior Black Belt, Unisys Corporation
Hans Spitsbaard, Director Nuon Consultancy Group, Nuon

ROUNDTABLES - Pick from 6 extended discussion sessions

Using Lean in financial services to accelerate your Effectively aligning Six Sigma projects with your business Understanding the business problem and applying the
strategy appropriate tools for maximum value added in an IT
processes and delivery
environment
TJ Scally, Director Quality and Continuous Improvement, Cornelis A. Versluis, Quality Manager and Carsten Overgård, Senior
16.30 - Dr. Siegfried Schmitt, Quality Director - Global IT, GE
CIT Group Master Black Belt, Grundfos A/S Healthcare
17.30

Lean supply chain: Working with your suppliers to Creating a company wide process improvement strategy and Reach the most customers by implementing Lean Six
make process improvement a shared vision deployment framework Sigma in your sales & marketing departments
Mike Webb, Procurement Performance Excellence Dr.-Ing. Serkan Tavasli, Strategy Executive and Alireza Sigaroudi, Jean Pierre Scarlakens, Director Quality, Lean & Six Sigma,
Manager, Corporate Procurement, BAE Systems Six Sigma Programme Manager, Prevent Automotive Group Sales & Marketing, Sauer-Danfoss

17.35: Creating a value proposition to win new customers 18.15: Chairman’s Close of Day One 19.00: Luxury Dinner Cruise: Enjoy the sights of
through focusing on VOC in every improvement project Amsterdam whilst enjoying the finest cuisine
Aine O'Dwyer, Business Process Improvement Leader and drinks with all your conference peers
EMEA, Dell

Free Issue and 15%Subscription Discount

Register before
All attendees get a free copy of the leading magazine in its field, iSixSigma
Magazine, and a 15% discount on a subscription if you sign up when registering 3rd August and get
for the Summit (check box on the registration form, back page). iSixSigma
Magazine is proudly published by the same people who created iSixSigma.com. up to €400 off

+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk

 Day 3: MAIN CONFERENCE SESSIONS • WEDNESDAY 31ST OCTOBER, 2007
7.30: Registration and Networking 9.15: Organisational agility: Gaining the ultimate competitive 11.15: Celebrity keynote address: Implementing and
8.30: Chairman’s Opening Address advantage embedding the Toyota Way into your organisational
Charles Gray, Director, Unipart Nico Alonzi, European Director, George Group culture
9.45: Networking Break Jeff Liker, Professor, Industrial and Operational Engineering,
8.35: VP session: Leadership and Lean: How to embed Lean University of Michigan & author of international best
Six Sigma with the Change Acceleration Process (CAP) 10.15: Delivering Lean IT services selling book – ‘The Toyota Way’
- Dick Dam, VP Lean Six Sigma, KLM Royal Dutch Phil Falato, Head of Lean Practice, Fujitsu
Airlines 12.25: Networking Lunch
10.45: The Lean Journey: Creating a global architecture John
Neill, CEO, Unipart VP Benchmarking Lunch with Jeff Liker

Process integration: Combining Lean & Six Sigma

STREAMS with other continuous improvement programmes Change management: Aiding process improvement Creating a forward strategy
for maximum productivity deployment through first-rate people management

Changing business culture: Initiating a learning based Using 3rd generation Six Sigma & process
13.25 - Using DfSS in your supporting business functions for
approach improvement to support the growth of your business
14.00 revolutionised delivery
Wim Heine, Director of Learning and Development for Lean, Dr. Enrico Purle, Director Six Sigma Deployment &
Jan van de Venne, Development Quality Manager, DfSS
Sara Lee International Master Black Belt, SGL Group - The Carbon Company
Programme Manager, Philips Consumer Electronics

Process integration: Integrating Lean and Six Sigma By pre-qualification only: Global/ European Director/ VP
14.05 - Creating a successful deployment of continuous
with alternative methodologies Benchmarking forums
14.40 improvement programmes within a resistant environment
S. Nadeem Ahmed, Aero PP Engineer, Six Sigma MBB, – Frank Mekking, Continuous Improvement Director EMEA,
Pakistan International Airlines Global Workplace Solutions Johnson Controls
Using Six Sigma to support revenue growth in your
14.45 - Integrating Total Productive Maintenance (TPM) into business
Using the GE workout programme to build solid
15.20 your process improvement strategy and making it a Peter Van Der Akker, European Deployment Manager, LSS,
foundations and long-term worker engagement
company wide approach Xerox Europe
Adrian Dunn, Global WorkOut Programme Manager, BP
Riccardo Villani, Director TPM, Unilever Europe

15.20: Networking Break

15.50 - Client case study Changing the way an organisation thinks

16.25
led by Rath & Strong Martin Smith, Partner, PA Consulting Staying on top of the game: Where should LSS and
process improvement go in the next few years?

Roundtables - Pick from 4 extended discussion sessions Benchmarking leaders:

16.30 -
17.30 Standardisation versus multiple toolkits? Which
approach holds the greatest business value?
Liz Taylor, Senior Manager - Six Sigma, Ingram Micro
Successfully implementing Lean and Six Sigma:
Negotiating the underlying conflicts of a combined
process improvement programme
Steven Walton, Director Right First Time, Process
Excellence, Shering-Plough
Thought leadership
Edward D. Craven, Black Belt, Director of Innovation Strategy,
New York-Presbyterian Hospital
Enhancing training strategies and creating motivation
Paul White, Master Black Belt, Aston Martin
Jean Pierre Scarlekens, Director Quality, Lean & Six Sigma,
Sales & Marketing, Sauer-Danfoss
Steven Walton, Director Right First Time, Process
Excellence, Shering-Plough
Berthold Kracke, Director, Head of Department Quality
Management, Controls and Change, Clearstream Banking,
Deutsche Borse

17.30: VP Session: Truly embedding operational excellence by 18.00: Chairman’s Closing Remarks and End of Conference
focusing on both processes and people - Dr. Wim Mens,
Vice President Production, NV Organon

18.00 – 21.00: Using the Toyota Way: Maximise your programme's success Places Limited -
with the 4P’s to implementation - Hosted by Dr. Jeff Liker Book now!

Day 4: STUDY TOUR • THURSDAY 1ST NOVEMBER, 2007

10.00 – 4.15: Visit to Nuon customer contact centre and headquarters, Amsterdam

“
Hear the great feedback from past Summit attendees: “
“
“It is great to see that others are facing the same
issues and how they have approached it”
Didier Lozachmeur,
Nova Chemicals “ “
“Great mix of speakers with a wide variety of
angles and experience.
Very useful networking”
John Gilburt, Executive Dircetor of Global
Process Excellence, UBS Investment Bank “
“
“Very useful – each presentation

“
had it’s unique messages and take “Fantastic opportunity to network and to
away learnings” benchmark actual experiences in different
Johan Vaantjes, Shell EP Europe industries”
Sven Legler, Alstom Power Service

Presented in association with: Preferred Membership Organisation:

iSixSigma.com is the world's leading online content
provider for the Six Sigma community. It provides the most
comprehensive and essential resources to hundreds of
thousands of quality professionals each month.
iSixSigma Magazine is the premier guide to successfully implementing Six Sigma.
Every other month the magazine delivers strategies, indispensable insights, profiles,
methodologies, benchmarking and tools dedicated to helping its readers resolve
today's complex business issues.
Don’t miss the opportunity to join the only organization, The
International Society of Six Sigma Professionals (ISSSP), committed
to promoting the adoption, advancement and integration of Six Sigma
in business. The ISSSP Community supports this mission through
advocacy and awareness efforts; professional recognition and
development; and by serving as an information and referral source.
Nonmembers attending the Summit will receive a registration pack on
site to apply for 25% discount on a one year membership to ISSSP!
www.isssp.com

+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk

 12 ways to boost your deployment
Pre-conference workshops and master classes • Monday 29th October, 2007
Networking lunch included for full day package
8.00 – 11.00
Workshop A: 4 simple steps towards Lean
Integration
S. Nadeem Ahmed, Aero PP Engineer, Six Sigma MBB,
Pakistan International Airlines
Lean is vital for surviving in an increasingly competitive market. Many
organisations however, are still unaware of how to move from theory to
practice or how to start and sustain Lean once it has been
implemented. This workshop will provide participants with the
solutions to overcome these challenges. With a highly
interactive format you will have the chance to learn how to
maximise the use of Lean within your organisation and
reap the undisputable benefits of reduced costs and
er
errors. By attending, you will take away the skills to: Beginn
• Integrate Lean into your existing programmes lev e l
hop
• Gain buy-in for a successful Lean implementation works
• Determine which Lean tools to use and when
• Apply other continuous improvement tools with Lean
Workshop B: Deployment health checking: How to
benchmark and improve your company’s Lean Six
Sigma implementation
Andy Liddle, Ex-Dupont
Targeted primarily at Lean Six Sigma deployment champions,
deployment sponsors, and MBB’s, this workshop will help you to
improve the delivery of your company’s deployment by applying Six
Sigma to the deployment process itself.
In this interactive workshop, which draws on a database of over 50
deployments across a wide range of companies and cultures, you will:
• Be given a framework and methodology for assessing your Lean Six
Sigma deployment
• Explore and assess some of the key success factors
• Benchmark your deployment against others
• Learn how to pin point improvement areas to generate deployment
improvement plans
This structured process promises to give you the insights you need
to increase the effectiveness of your deployment
Workshop C: Using visual Six Sigma, ideas,
techniques and case studies
Ian Cox, Master Black Belt, JMP and Malcolm Moore, DOE
Specialist, Master Black Belt, JMP
Visual Six Sigma (VSS) is an emerging approach, which augments the
well-established statistical approaches commonly taught to, and used
by, Six Sigma analysts. Drawing on strands from visualisation, data
mining and computer intensive methods, VSS allows you to focus on
the problem and the data it gives rise to, rather than being at the
mercy of a cookbook approach to analysis. The end result is learning
more, accelerating problem solving and improvement projects and
speeding up time to value, all more quickly than you do currently! See
how you can do this for yourself: This half day workshop introduces
attendees to VSS via two real-world case studies, taught using JMP
software.
11.30 – 14.30
Workshop D: Integration, integration, integration:
Double the power of the traditional methodologies
by using Lean, Six Sigma and continuous
improvement hand in hand
Graham Lewis, Lean Manufacturing Director, European
Emissions Controls, Tenneco Inc
Lean and Six Sigma have proved more durable than most business
initiatives but when should we use them and where? In this session
you will explore how to successfully combine the various tools and
philosophies to achieve maximum efficiency savings and revenue
growth. You will use a simple case study with a Current State Value
Stream Map and work towards an Action Plan and a Future State
Map. Along the way you will learn from each other.
• Following Value Streams to drive improvement
• Which to do first: Fix today’s problem or change the
er
culture? End uesan
le d L
• Which tools to use for which problem? hop
• Best practice sharing amongst participants works
Workshop E: Think strategic: Why starting
Lean Six Sigma as an ‘initiative’ leads
to a dead end
Paul Docherty, CEO, i-nexus
According to recent research, a third of all Six Sigma initiatives fail to
produce results and are abandoned, one third will produce mediocre
results and only one third are successful.
There is an emerging trend for best practice companies to
dramatically accelerate the benefits of Lean Six Sigma by leapfrogging
the traditional ‘initiative’ or pilot stage. The focus of this workshop will
be on the benefits of taking a more strategic view from the outset.
Moving directly to using LSS as a tool embedded into the ‘business
as usual’ management review is a breakthrough approach, which is
producing higher success rates, providing a reliable engine room for
real strategic change and proving more sustainable in the longer term.
Drawing from deployment experience in over 40 companies in Europe,
Asia and US, Paul will cover the latest techniques for linking strategy
with execution. He will discuss the integration of corporate strategy
and Balanced Scorecards with improvement programs, and why he
believes that improvement that is not aligned with strategy isn’t really
improvement at all.
Delegates will leave with a greater appreciation of how top companies
are developing their thinking in the following key areas:
• How to use Business Scorecards to link corporate strategy with
project and process execution
• How to align strategy with improvement programs such as
Lean and Six Sigma
Workshop F: Sustaining Six Sigma: Using the
Six Sigma Maturity Model as your guide on the Six
Sigma journey
Prasad Raje, CEO and Founder, Instantis
Have you started Six Sigma and you are unsure how to move it to the
next level? In this interactive workshop Instantis will walk you through
the steps to make this leap from launch to sustained process
improvement through using the Six Sigma Maturity Model™. The
model will help you define the commonly experienced stages of Six
Sigma maturity. Heralded by Roxanne O’Brasky, President and
Founder of ISSSP as “the first rigorous attempt to describe the Six
Sigma journey from launch and early success to culture
transformation.” this model has tremendous practical value for:
• Benchmarking your progress against industry norms
• Assessing implementation strengths and performance gaps
• Anticipating common adoption pitfalls
• Effectively communicating progress and building additional support
for the Six Sigma initiative across the enterprise
In this workshop Instantis will walk participants through how to use
the model, newly updated with feedback from over 100 companies,
and explain how it can be used as a compass to take your
operational performance to the next level.
15.00 – 18.00
Workshop G: Lean for services: Applying Lean
in your transactional environments for a
competitive service delivery
Simon Smith, Head of Lean and NPS Europe, GE
Consumer Finance
Lean, traditionally a tool used in manufacturing environments, holds
the potential to really accelerate and improve your customer service
delivery in a very simple way. Lean offers a truly stable business that
relies more on a complete continuous improvement culture rather than
individual projects, enabling a quick reaction to customer issues and
aiding growth. However, many companies struggle to apply and get
best value from the methodology due to poor implementation and an
inappropriate Lean model. In this workshop Simon will walk you
through how GE Consumer Finance have added Lean to their Six
Sigma toolkit enabling a significant increase in efficiency and
productivity. Take away lessons on how to:
• Make it happen: How to introduce the Lean philosophy to your
service based employees
• Understand and improve your business critical inputs and outputs
• Lean your transactional supply chain to the customer
• Measure the results: Customer satisfaction, retention and
business growth
 15.00 – 18.00
Workshop H: Start from scratch by harnessing
the power of DfSS
Jan van de Venne, Development Quality Manager, DfSS
Programme Manager, Philips Consumer Electronics
DfSS as a methodology has the potential to revolutionise the way you
work – bringing you greater results from your process improvement
projects. Sometimes the only way to streamline your working practices
effectively is to completely start from scratch and reinvent the wheel.
But this is not any easy task!
This interactive workshop will help you to fully understand how to
effectively deploy DfSS throughout your organisation and how to make it
stick.
Take away practical ideas on how to:
• Develop a deployment strategy to guarantee your DfSS programme’s
success
- How to get started
- Setting targets and measuring progress to keep DfSS on track
- How to apply DfSS to different operational areas
• How to get the support of the shop floor
- Teaching them completely new ways of working
- Minimising the disruptive impact of change on worker behaviour and
making change last
- Getting workers to help you better understand and reinvent working
processes
• Sustaining DfSS
- Stop DfSS from running out of steam by engaging middle and top
level management
- Focusing on long term growth and expansion
- Managing knowledge within the organisation to keep
improvement going once the project has been completed
15.00 – 18.00
Workshop I: Lean manufacturing: Go Lean
or go to China – The case for Lean versus
outsourcing
Mike James,Group Managing Director, ATS International
Manufacturing in low cost countries is growing rapidly. In some
industries competitive pricing is still unchallenged. But although
traditional manufacturing is being threatened, this challenges
enterprises to think in new creative ways. To stay competitive
manufacturers are looking for opportunities to improve the bottom line,
but does Lean deliver or do you need to go to China?
Mike will illustrate through real life cases at Toyota, Carlsberg and a
major Aerospace company, the pitfalls, challenges and benefits.
Take away:
• Practical examples of Lean where it has really delivered those
bottom line savings
• Strategies to ensure your project gets the desired results by
overcoming internal company politics
• Methods for how to initiate the mental change required
Suitable for all levels of Lean programme - This workshop will focus
on sharing best practices through discussion and working groups with
a surprising outcome!
NEW FOCUS FOR 2007:
LEAN TRANSFORMATION

Master class J: Successful deployment master class

Dr. Ian Wedgwood, Executive Director, Sigma the next big talking point:
Breakthrough Technologies and author of Lean Sigma • The basics: What it is and how it works
• Starting a program: The deployment roadmap
– A Practitioner’s Guide • Phase 1: Planning for change
Dr. Ian Wedgwood has more than ten years of experience using, deploying, - Selecting a provider
training, and consulting on Six Sigma and Lean Sigma. He has led and facilitated
deployments in industries ranging from electronics and medical devices to - Roles and responsibilities
chemicals and healthcare, and has trained and mentored numerous Executives, - Projects identification and selection
Champions, and Belts. He holds a Ph.D. and First-Class Honors degree in Applied • Phase 2: Rapid profitability improvement
Mathematics from Scotland’s St. Andrew’s University. - Factors affecting project success
There is absolutely no doubt that Lean and Six Sigma as process - Use of Kaizen
improvement methodologies deliver results, as proven consistently - Managing for success
countless times over literally thousands of projects across hundreds of • Phase 3: Long term growth
businesses. What is different is the degree of success. Some - Applying Lean Sigma to product and service development
organisations struggle to capture the big savings that others gain quite • Phase 4: Internalisation
easily. Some organisations are slow to gain momentum; others see the - Gaining the ability to train and sustain
organisational change in a matter of months. • Phase 5: Strategic planning
- Turning Lean Sigma competency in a strategic tool
Learn from a veteran deployment professional the key factors that
impact return on investment and that can turn a mediocre program into

Master class K: Introducing Lean – A simulation game to help you with practical learning

Phil Falato technical aspects of Lean, but also the

Head of Lean Practice & Ella Bennett, skills, knowledge and behaviours
required at all levels to achieve a 19.00
g
HR Director, Fujitsu successful continuous improvement Evenin d
Leading in a Lean environment in your organisation. The design of quiz a n
ils
Managing in a Lean environment is a Unipart workshop designed to the Unipart workshop is based on the cockta
help enable and empower managers in the difficult transformation and “The Unipart Way” and is where
culture change required in Lean and continuous improvement Managers challenge performance and
programmes: The transition from “Command and Control” to develop real problem solving and coaching
leadership and coaching in a Lean culture. skills.
The workshop will provide you with not only on the principles and
PERFECT
31st October, 2007, 18.00 – 21.00 • Evening Toyota Way workshop
THE
TOYOTA
Dr. Jeff Liker, Professor, Industrial and Operational Engineering, University of Michigan
& author of best selling book – ‘The Toyota Way’ WAY
Using the Toyota Way: Maximise your programme’s success with the 4P’s to implementation
Toyota’s success as the number one auto maker in the world has led organisations in many industries to want to learn the secret to its
success, using Lean and Six Sigma to emulate Toyota’s operational excellence in short lead times, low cost, and high quality. For this
reason ‘The Toyota Way’, by Dr. Liker has become an international best seller, delving deeply into the underlying management principles
that go beyond tools. Also writing books on product development, talent development and culture, Dr. Liker will give you an inside
perspective into Toyota’s success.

In this workshop Dr. Liker will delve into the 4P model in some detail and its uses in your business. You will have the opportunity to engage Dr. Liker in a dialogue
about how you can best learn from the Toyota Way to become a high performance organisation continually driving out waste.

• Philosophy - Build the foundation of the long-term philosophy that drives Toyota to make investments in people and customer satisfaction
• Process – Acquire practical methods for driving out waste and their underlying purpose
• People – Learn how Toyota invests in developing deep skill and problem solving capability, and how you can do the same
• Problem solving – Discover the benefits of surfacing problems daily, creating a continuous learning culture as have Toyota
 Main conference days: 30th & 31st October, 2007
Exclusive Keynote presentations
YN AY TA
Dr. Jeff Liker, Professor,
KE W YO
TE
Industrial and Operational
TO
O
Engineering, University of
Michigan & author of
best selling book –
‘The Toyota Way’
Implementing and embedding the Toyota Way into your organisational
culture
With over 300,000 books sold, The Toyota Way has become an
international best seller. The Toyota Way Fieldbook details how to apply
Toyota methods and principles in your organisation. The remarkable,
sustained competitive advantage of Toyota has companies throughout the
world recognizing that lean is indeed the next revolution in effective
organisation. Dr. Liker’s twenty years of study and work with Toyota get to
the root of what has made Toyota a global manufacturing powerhouse.
Dr. Liker will share his deep insights into Toyota’s system and provide an
overview of Toyota’s management principles with case examples.
• Learn the importance of placing improvement programs in the broader
context of a company philosophy
• Understand the underlying purpose of the Toyota Production System
(TPS) process improvement tools
• Assess the investments your company makes in developing people
compared to Toyota’s approach to talent development
• Dig deeper into Toyota’s approach to root cause problem solving
VP & thought leader plenary sessions: Bringing
you the best in process excellence strategies
John Gowlett
VP Operations and Group Managing Director
Sun Chemical Europe
Managing your portfolio of projects and resources to maximise ROI and
business improvement
The successful implementation of Lean Sigma in a large international
organisation requires great care and attention to ensure that the high number
of projects are selected appropriately, executed and tracked, in order to
achieve the desired improvement goals, whilst maximising profitability. Sun
Chemical will show how a system has been created to enable this process,
based on efficient organisation of resources, good project selection
methodology and detailed project tracking (including financial results). As a
result they have successfully achieved and sustained a Lean Sigma ROI of
300%. John will discuss:
• Creating an effective Lean Sigma structure
• Selecting the right people and the right projects
• Tracking the progress of your projects
• Monitoring the financial success of Lean Sigma
• Sustaining and expanding Lean Sigma
Robyn Pratt
VP Six Sigma and Operational Innovation
Starwood Hotels and Resorts
Integrating Innovation into your Six Sigma programmes
The Hotel market is one of the most competitive with only a limited number
of potential customers at the high level end. Starwood, one of the leading
companies, has succeeded in winning new customer through their strategic
innovation approach to process improvement. Robyn will discuss with you
their use of the ‘Blue Ocean Strategy’ a revolutionary tool for differentiation
and customer focus, as an integral part to their Six Sigma programme.
• What is the Blue Ocean Strategy and what will it give your process
improvement programme?
• How to win and retain new customer through innovative strategies
• Using the Blue Ocean Strategy to build your revenue potential
• Realising the importance of innovation for your company’s future
Want to hear more about Lean and the Toyota methods?
Then don’t miss:
● Lean simulation 2 part master class on Toyota deployment
● Exclusive evening workshop with Jeff Liker on how to implement the 4P’s
● Jeff Liker keynote on how to build a culture of excellence through ‘The
Toyota Way’
+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk
IN EY
Bill Black,
D N
K
U O
Chief Quality Officer,
ST TE
EADS
RY
Embedding the skills and practices of continual improvement into the
culture of a multinational enterprise
The international Aerospace and Defence industry is becoming increasingly
complex as a result of supply side and demand side globalisation coupled
with unrelenting price pressure and increasing environmental compliance
constraints. This demands a dramatic and yet sustainable increase in
operational performance of all actors in the extended enterprise. There are
no quick hits, there is only sheer hard work over a prolonged period, this is
a marathon not a sprint. The best people to make the required operational
improvements are our operational people working at lower level
management, but how do your help them to be able to design and
implement the improvements they need to ease their daily work?
• How to make systematic improvements in their processes in areas where
workers are already overloaded
• How to give operational level workers the skills, the experience and the
confidence necessary for buy-in
• How to make them believe that they really can make a difference to the
operational performance of their company
EADS is tackling these issues on a day-to-day basis and in this session you
will learn how the EADS improvement programme is structured and where
they are in this ‘marathon’.
Flemming Funch
VP for Global Quality, Environment & Safety
Novozymes A/S
Creating a smooth integration of Lean, Six Sigma and process
improvement with a bottom up approach to implementation
Novozymes has for many years had a strong improvement culture and been
very successful, resulting in high and continuous productivity gains.
However, the approaches were different and the use of systematic and
scientifically based tools were scarce. To sustain and maximize these
improvements Novozymes decided to introduce Six Sigma and Lean to
excel their already existing process performance and improvement culture.
In this session you will learn 1) How to introduce Six Sigma/Lean in a
bottom up approach 2) About cases done in both the supply chain and
administrative processes 3) Learnings from the introduction and way
forward. Flemming will advise in:
• Creating a competency platform to integrate Six Sigma and Lean
• Implementing improvement tools cross functionally
• Using statistical audits to find GAPs for improvement
• Implementing upstream control and Lean QC
Phil Falato, Head of Lean Practice, Fujitsu
Delivering IT the Lean Way
The Lean IT organisation promises to deliver better service at lower cost
through the elimination of waste across a number of IT processes, from
systems and applications development, through to service provision. But the
traditional Lean manufacturing tools appropriate for the closed system of a
factory environment need to be enhanced and added to if they are to work in
the open system of a services environment. The key within these
environments is to complement traditional Lean tools with a range of
techniques aimed at eliminating or managing the customer variability which
make services environments so unpredictable. This session discusses
Fujitsu’s sense and respond approach to delivering IT in a Lean way through
1) eliminating or managing customer variability, 2) eliminating by considering
the service process as an end-to-end customer experience, and 3) creating
intelligence at the customer interface.
Phil will discuss:
• Learning how to sense and respond to the customer environment in real
time
• Recognising and eliminating the waste which exists at the interface
between traditional IT silos
• Empowering the front line
• Delivering IT at half the cost
John Neill, CEO, Unipart
The lean journey - Creating a global architecture
Unipart’s Chief Executive, John Neill will share his insights and
experience on the creation and implementation of a successful Lean and
continuous improvement culture within the Unipart Group over the past
25 years. John will also share his perspective on the most difficult
aspects of the Lean Journey:
• Creating and sustaining a Lean Global Architecture that
unambiguously sets the standards required and provides the platform
for every employee to be world class in their role
• How to implement a Lean architecture – The Unipart Way Inside - that
delivers improved productivity with reduced costs/waste: Better, faster,
cheaper
Dick Dam
VP Lean Six Sigma
KLM Royal Dutch Airlines
Leadership and Lean: How to embed Lean Six Sigma with the
Change Acceleration Process (CAP)
In this session Dick will describe the KLM approach to Lean Six Sigma:
Lean, Leadership and Logistics. By using the CAP profile tool the KLM
Six Sigma Office identified 2 areas of important focus 1) Leading
changes and 2) Making change last.
• Using the Change Acceleration Process (CAP) to successfully embed
a process improvement culture
• Making the move from ‘business as usual’ with a complete
acceptance for process improvement
• Overcoming middle management resistance with active top level
support and thought leadership
• Focusing on the ‘control’ stage of the DMAIC process for sustainable
change
Nico Alonzi
European Director
George Group
Organisational Agility: Gaining the ultimate competitive advantage
In a constantly changing business environment, successfully predicting
the future has become an almost impossible task. Strategies can define
the direction, scope and boundaries of shareholders expectations, but
it’s the capability of the organisation to rapidly adapt and equip itself
with the right skills that will ensure successful strategy execution. This
agility can then become your sustainable competitive advantage.
Stream 1: Lean transformation –
Streamline your entire business with Lean principles
Total Lean: Supporting the strategic plan and journey towards
excellence in operations
In this session Richard will discuss how Sun Chemical is using Total Lean /
Operational Excellence Office to support the company strategic plan. ‘Total
Lean’ is giving a clear picture of the Current State and highlighting the
requirements for moving to a Breakthrough Future State. To ensure success
in this journey, Sun Chemical has selected and adapted a powerful Lean
Sigma tool kit, complimenting Six Sigma / Continuous Improvement within
Sun Chemical by uncovering project opportunities.
• Integrating Lean into all your business operations for complete
transformation
• Uncovering project opportunities for Lean implementation
Richard Roach
Business Improvement Project Leader, Lean Black Belt
Sun Chemical
Lessons in Lean: Making continuous improvement work on the shop
floor
This session will highlight a number of key learnings taken from first hand
experience of implementing Lean principles in a foods ingredient
manufacturing environment. Initiated a couple of years ago as a local means
of mobilising operator involvement in continuous improvement, Lean gained
significant traction earlier this year when the original initiative was absorbed
into a strategic Lean Sigma programme run across all flavours sites globally.
This is when the best of both worlds met: Local bottom-up shop floor
involvement and top-down strategic cohesion.
• Managing operators: How they can be both the strongest and the weakest
link in continuous improvement
• Improving your bottom line: Linking improvement initiatives with financial
targets
• Achieving strategic cohesion: Breaking down silos and setting common
priorities
• Adding horsepower: Concentrating scarce resources on a limited number
of selected projects
Mildo Bleeker
Operations Manager FLE/P
Givaudan
+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk
George Group has worked with many organisations to improve their
“Organisational Agility” and will share the critical success factors
necessary to help you enable this capability:
• Adopting specific organisational structures,
• Building in different operating systems
• Integrating continuous improvement methods, such as Complexity
Reduction and Lean Six Sigma
Aine O’Dwyer
Business Process Improvement Leader EMEA
Dell
Creating a value proposition to win new customers through focusing
on VOC in every improvement project
This session will share with you Dell’s Lean/Six Sigma journey to develop
the ultimate customer experience. Excellent customer experience is the
new competitive battle ground. Aine O’Dwyer will reveal the secret
behind Dell’s Customer Experience journey. Learn how the company
leveraged the Lean/Six Sigma methodology to identify the true voice of
the customer. By focusing on customer listening posts, Dell developed a
range of process improvements resulting in higher product quality, lower
cost and the best customer experience.
• Applying Lean/Six Sigma techniques to deliver excellent customer
experience
• Translating voice of the customer into process improvement
programmes
Dr. Wim Mens
Vice President Production
NV Organon
Truly embedding operational excellence through focusing on both
processes and people
Continuous improvement in a pharmaceutical finished dosage
manufacturing environment is a must to stay competitive and to meet
customer demands. A few years ago Organon started a Total Productive
Maintenance (TPM) programme that today has resulted in annual
productivity improvement of 5%. The TPM programme has been
extended with a culture programme which really contributes to
establishing Operational Excellence in our operation.
• Establishing and maintaining continuous improvement attitude
• Realising cost reduction and productivity improvements
• Creating a culture of cooperation and teamwork
How to be faster and better to market with Lean product development
Delphi Thermal has experienced rapid growth in Europe supplying all the
major automotive OEMs supported by a 250 strong engineering centre. A
fiercely competitive environment has driven the need to “do more with less”
in the “Product Development Factory”. The lean journey described in this
session illustrated with examples and case studies will help you to define a
process for your organisation to shift the lean challenge from physical
production operations to the higher level of transactional and intellectual
business processes. Extensive coverage of the resistance to change and the
cultural aspects of the lean transformation across 25 nationalities will
highlight the pitfalls you need to avoid to succeed in your own transactional
lean transformations. The process is equally applicable in banking,
healthcare, IT, services or industry.
• Implementing pre-requisites for Lean transformation
• Winning hearts and minds by using the participative Lean transformation
process
• Applying the 5 Lean principles to the product development process
• Sustaining the gain with the 3 indispensable elements to Lean
implementation
• Conclusions for deploying transactional Lean transformations
Frederick Portal
Lean Initiatives Manager
Delphi Thermal Europe
Making real process improvements that stick: Funnelling the real value
added steps between all your process improvement methodologies
TQM, Lean, Six Sigma, Business Excellence, Seven Pyramids – do your
Process Improvement Teams have their department name on a Velcro™
backed plate waiting for your next big idea? In this session you will look at
how to use the right tools for the right projects and how to add new tools
without throwing out all the old ones. Tenneco automotive have seen a 40%
improvement in target metrics through their consistent experience in using
Lean and Six Sigma tools together. In line with this Graham will discuss:
• The critical role of Leadership
• The difference between a philosophy and a toolbox
• A case study in integrating Lean, Six Sigma and other tools
Graham Lewis
Lean Manufacturing Director, European
Emissions Controls, Tenneco Inc
 Stream 2: Creating a corporate strategy –
Making process excellence the way you do business
Achieving process excellence through a strategic approach to Lean Six
Sigma
Deutsche Bank created and runs its Six Sigma programme from the top
down, aligning its projects to the strategic goals of the organisation. By
communicating these goals down through the management and staffing
levels, all are able to contribute with project ideas, generating a top-down/
bottom-up result. In the first full year (2006) they trained over 370 Green
Belts, 12 Black Belts and completed 40 projects, generating €7 million in
benefits. In this session Simon will show you how Deutsche Bank created its
programme and ensured it was aligned to their business goals.
• Understanding the strategic needs - Listening to the Voice of the
Customer (VOC), the business, the process and the employee
• Identifying the key success factors - Understanding your As-Is position
• Moving from strategy to Six Sigma - The roadmap from objective to
success
• Realising the benefits of Six Sigma - From increased customer satisfaction
to cost reduction, improved capacity to employee growth and
development
Simon Hartwell, Six Sigma Coordinator, Deutsche Bank AG
From process improvements to a culture of quality: How thinking in
quality becomes a day-to-day matter in operations
One of the hardest tasks in process improvement implementation is
embedding a culture of quality and excellence in your operations staff’s daily
practices. How do you keep them in tune with continuous improvement and
how do you turn a methodology into a way of life? Berthold will discuss:
• The step by step process to setting-up a quality department that makes a
difference to your operational systems
• How to make quality part of day-to-day operations
Dr Berthold Kracke, Director, Head of Department Quality
Management, Controls and Change, Clearstream Banking,
Deutsche Borse Group
Integrating the DMAIC methodology from business strategy execution
to continuous day-to-day improvements
During this session Ericsson will share their 10 years experience of deploying
Six Sigma, from a local bottom up initiative to defining and executing
company strategies. Deploying Six Sigma throughout the company is a way
Stream 3: Advanced lean Six Sigma –
Rolling out LSS into all corners of your business
Using Six Sigma to achieve complete Business Excellence
The Bosch, Bursa/Turkey started the way of Business Excellence in 1996. To
reach the company vision and strategic targets, the organisation has
managed new activities, projects, customer complaints and competitiveness.
In this session you will learn How to begin Business Excellence process and
how to then support the Six Sigma approach to Business Excellence
throughout the organisation.
• Integrating Business Excellence, Six Sigma and other
activities throughout your organisation
ma
• Securing successful results on the way to Business Six Sigence
Excellence c e
Ex ard ll
• Sustaining successful results after the initial stages of Aw rs
improvement Winne7
Aydin Kuzalti 200
Quality Department Manager & Six Sigma
Organisational Champion, Bosch-Bursa
The power of multiplication: Achieving rapid, mass mobilisation for your
business transformation programme
From 0 to 60 in 100 days! In an impressively short time, the Operational
Excellence team at Dresdner Kleinwort Investment Bank launched a
business transformation programme that is already delivering profit and loss
impact that rivals those of front office departments. So, how has this small
team of 6 done it? By using every trick in the book - and then making up
some new ones! Through the story of their start up, you’ll discover the
mistakes they have made, the lessons they have learnt and, most
importantly, the buttons they have pressed that have really worked. Find out
why they have functional heads knocking at their door asking for help, their
training sessions are booked out 12 months ahead and their terminology
has entered the corporate vocabulary.
• How to do a lot with a little resource: Understanding how a team of 6 has
engaged hundreds of people across functional silos
• Understanding the keys to engaging sponsors, and getting buy-in from
even the doubters and resisters
• Creating a buzz: How to get other people to do your marketing for you
• Moving from tactical process improvement to enterprise operational
excellence
Kalvin Stollznow, Head of Operational Excellence and
Andrew Kidd, Head of OPEX Consulting Services
Dresdner Kleinwort Investment Bank
+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk
for Ericsson to achieve operational excellence in everything they do. Anders
and Anitha share with you techniques on:
• Moving from Six Sigma as a methodology and toolbox to an integrated
process improvement culture
• Merging behaviour, operational and IT changes into one Improvement
Management Process
• Managing both break-through and day-to-day improvements with DMAIC
• Using process improvement in all areas of your business for complete
business excellence
• Creating business alignment: Linking process improvement programmes
into your global strategy executions
Anders Mansson, Six Sigma Programme Manager and Anitha Rustrom
Sparmann, Six Sigma Driver, Ericsson AB
Making continuous improvement a way of life: Moving from a project
and toolkit approach to an unconscious competence
The liberalisation of the Dutch energy market challenged the industry. New
legislation increased process complexity. Consumers and new competitors
put enormous pressure on existing players to become more customer
focussed. Nuon took on the challenge and embarked on the ‘journey to
Lean’ with the ambition to be the best utility company in Europe. They set
out to raise customer satisfaction, quality and improve the bottom line at the
same time. In this session you will learn 1) How to start a continuous
improvement program 2) What are the key success factors 3) How to move
from project portfolio to continuous improvement as a management
philosophy.
• Mobilising resources to deploy the methodology
• Gaining buy-in from the shop floor for continuous improvement
• Getting the attention of all management levels to ensure full support
and cooperation
• Integrating continuous improvement in the business planning
cycle for sustainability and commitment
Hans Spitsbaard SEE
Director Nuon Consultancy Group MORE
Nuon FROM NUON
BY VISITING
THEIR CUSTOMER
CONTACT CENTRE
Deploying Six Sigma in your finance, HR and Shared Service Centres
This session will look at how to overcome the complexities of implementing
Six Sigma in a HR and Shared Services environment. With more and more
companies outsourcing operations, in order to keep your process
improvement success it is essential that Six Sigma is expanded into these
functions. Marcus will discuss his use of Six Sigma as a Shared Services
Director and how it has impacted on their business. Discover strategies for:
• Sustaining improvement results in a transactional environment?
• Selecting, coaching and leading Black Belts for sustainable results?
• Integrating external benchmarking with internal process improvements
• Evaluating project approach versus general process improvement culture,
based upon Six Sigma
Marcus Demgenski
Director Finance Shared Services & Benelux
Basell Polyolefins
Driving the Sales process: Using Six Sigma & Lean to improve the win
and capture rate in Europe
Unisys Corporation was once best known as one of the world’s largest
mainframe manufacturers, but now 81% of its revenue derives from its
services business in the areas of Security, Outsourcing, System Integration
and Real Time Infrastructure, thereby applying our 3D-VE methodology with
embedded Lean Six Sigma. As part of this Unisys has been applying a sales
and delivery excellence programme to improve both win and capture rates
on submitted proposals. As a result, in just over 6 months, they have
captured 10M$ more smaller value business than they would have done
otherwise. Ger has been at the centre of this programme to improve the
sales process on the smaller (Lean) deals for Europe and will be sharing key
improvement elements on:
• Leaning the internal sales and approval processes to maximise the win
and capture rate
• Maintaining competitive position while retaining acceptable margins during
deal negotiations
• Training your sales team to use the improved process
• Creating a process that supports the quick decision making and internal
approvals of smaller value deals
• Deploying a leading best sales approach connected with Lean Six Sigma
Ger J. De Waard
Senior Black Belt
Unisys Corporation
 Stream 4: Process Integration – Combining Lean, Six Sigma with other
continuous improvement programmes for maximum productivity
Using DfSS in your supporting business functions for revolutionised
delivery
In this session Jan van de Venne will discuss their “Right Design Right”
concept: How the Philips Six Sigma journey created a breakthrough in
product quality through a limited number of Black Belts changing the way of
working in Philips CE Development Centres across the globe.
• Moving technicians to become change agents
• Starting from within the business units and how to gain top down attention
• Right Design: The importance of requirement management and the role of
a Value Proposition House
• Design Right: The importance of the Six Sigma design, verification and
validation methods
• Integrating DfSS in your Business Creation Process: A crucial step in
sustainable improvement
• Evaluating the possibilities and impossibilities of DfSS in early supplier
involvement
Jan van de Venne
Development Quality Manager, DfSS Programme Manager, Philips
Consumer Electronics
Process integration: Integrating Lean and Six Sigma with alternative
methodologies
Both the Lean and the Six Sigma methodologies have proven that it is
possible to achieve dramatic improvements in cost, quality, and time by
focusing on process performance. But are you achieving maximised value
added? Many companies in Europe are looking for an approach that allows
them to combine both methodologies into an integrated system or
improvement roadmap that is aligned to other continuous improvement tools
and techniques.
The integrated approach to process improvement will help audiences to
understand:
• How to use of Value Stream Mapping to develop a pipeline of projects that
lend themselves either to applying Six Sigma, Lean or alternative tools
• Learning of Lean principles first to increase momentum, introducing Six
Sigma and other tools later on to tackle the more advanced problems
• Adjusting the contents of the training and tool selection to the needs of
the specific organisation
S. Nadeem Ahmed
Aero PP Engineer, Six Sigma MBB
Pakistan International Airlines
Stream 5: Change management: Aiding process improvement
deployment through first-rate people management
Changing business culture: Initiating a learning based approach
Introducing continuous improvement as a sustainable element in a functionally
structured organisation demands a cultural change. The design of common
(cross border) processes, the linking of these processes to daily work, and the
ownership and performance of these processes creates the need for new roles
and responsibilities. Intensive collaboration between levels (vertically) and units
(horizontal) will be a pre-requisite for success. The challenge is how to begin? In
this session a company wide approach will be presented in which a variety of
learning and training tools can be used as an enabler for creating more value.
• Using Lean as a method to introduce continuous improvement
• Making it happen: Deploying a model for change
• How to achieve vertical and horizontal alignment
• Building a common language for continuous improvement
Learn about the objectives Sara Lee are focusing on across their business
functions:
• Establishing efficiencies in manufacturing and administration
• Improving effectively in sales and marketing
• Speeding up the time to market
Wim Heine
Director Learning & Development for Lean
Sara Lee International
Creating a successful deployment of continuous improvement
programmes within a resistant environment
Deploying continuous improvement programs in a service delivery orientated
environment is challenging. The various commercial models towards
customers, difficulties in comparing and analysing data, and the conservative
attitude towards process improvement strategies, does not simplify the
deployment of such initiatives. To avoid all resistance companies should focus
on what is possible and ensure engagement and involvement of all levels within
the company. Sharing best business practices, using the individual knowledge
to improve overall performance is crucial. In this session Frank will share his
experiences to help you improve your business:
• How to engage and involve internal management
• Implementing the Global Scorecard as a tool for data provision
• Deploying a global programme by using local individual knowledge
Frank Mekking
Continuous Improvement Director, EMEA
Johnson Controls
+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk
Integrating Total Productive Maintenance (TPM) into your process
improvement strategy and making it a company wide approach
This session will address Unilever’s leading TPM initiative. Riccardo will walk
you through how they deployed this methodology throughout the business
with great success. Hear advice on:
• Rolling out TPM to all corners of your business
• A case study from Unilever on how they have advanced in their leading
TPM projects across the company
• Making TPM give you the best results for your business
• Involving your key worker and management in order to fully integrate TPM
into your everyday way of working
Riccardo Villani
Director TPM
Unilever Europe
Client case study led by Rath and Strong – contact
megan.james@iqpc.co.uk for more details
Get the most out the enormous range of networking opportunities
available across the 4 day event. Get to know your fellow delegates
the night before over a few drinks and joining the icebreaker quiz.
The take a trip down the beautiful canals of Amsterdam whilst
enjoying a sumptuous 3 course meal - what better way to meet
with your potential business contacts?
Using the GE workout programme to build solid foundations and long-
term worker engagement
In the last 3 years BP has run in excess of 150 WorkOut-themed events around
the world. By experimentation, they have discovered that they can add tools
and de-couple parts of the methodology to create a number of approaches
with which to start the process improvement conversation, engage the
workforce and solve problems in the business. In this interactive discussion
session Adrian discuss:
• Using WorkOut as a starting point to engage the organisation
• Taking a modular approach to your WorkOut
• Adding tools from other Lean/Six Sigma approaches to meet your specific
project needs
• What else can the WorkOut programme can be used for?
Adrian Dunn
Global WorkOut Programme Manager
BP
Changing the way an organisation thinks
Lean has achieved notoriety as the next thing in process improvement. Many
firms claim to be making their processes Lean and many consulting firms claim
to offer services to help them get there but the results often tell a different story.
Few companies have achieved the success promised. Whilst the methods,
tools and techniques are widely available, the results seem harder to copy in
practice. Often the reason is not the tools people use, but the way they think. In
light of this, this session will explore why many organisations achieve only a
pale imitation of the Lean ideal, and what can be done to change the way your
organisation thinks.
• Creating a belief system that drives successful Lean deployment
• Examining real examples of how the same tools with different thinking drive
very different results
• Mechanisms for switching light bulbs on in your organisation and driving
change
Martin Smith
Partner
PA Consulting
 Stream 6: Creating a forward strategy

Using 3rd generation Six Sigma & process improvement to support the growth of
your business
The Six Sigma implementation at SGL followed an integral multi-generation approach.
The initial focus was on Operational Excellence supported by DMAIC + Lean (1st
Generation Six Sigma). Involving suppliers and customers and enhancing the Six
Sigma toolbox by DfSS was the second step (2nd Generation Six Sigma). But how do
you proactively support growth and innovation with Six Sigma? In this session, learn
how the SGL Excellence initiative has adapted the Six Sigma methodology and tools
to the needs of the different businesses. The 3rd Generation Six Sigma supports the
growth of our different businesses in an increasingly complex and dynamic
environment.
• Implementing a Six Sigma programme with an integral multi-generation approach
• Adapting the Six Sigma methodology and tools to the needs of your business
• Supporting the growth of your business with Six Sigma
Dr. Enrico Purle
Director Six Sigma Deployment and Master Black Belt
SGL Group - The Carbon Company

VP, Senior Director and Deployment Leader forum – by pre-qualification only (Eligibility based on seniority of delegate)
Apply for our extended discussion forums on how to grow your companies
process improvement and business strategy. Made up of presentations,
roundtables and strategy sharing exercises this new format is the perfect way to
ensure business impact. Focus of discussion includes:
Using Six Sigma to support revenue growth in your business
The real impact of Lean and Six Sigma can be seen when it starts to generate new
income and provide new revenue streams for your business – process
improvement is not just a cost cutting measure!
This high level benchmarking discussion group is specially designed to help you
make the step from bottom line savings to top line growth. Peter will lead
discussions on:
• How to know your companies unique selling points and match them in your
delivery to the market
• Using Six Sigma as a revenue generator by growing your customer base
• How to differentiate between cost saving and revenue projects
• Building in process improvement into your annual targets
Peter Van Den Akker
European Deployment Manager, LSS
Xerox Europe
Staying on top of the game: Where should Lean, Six Sigma and process
improvement go in the next few years?
Lean and Six Sigma is on the move in Europe, but do you know how it is
developing? Through this interactive discussion session led by selected panelists,
this is specially designed to give you the freshest knowledge on how leading
companies are adapting the methodologies and creating a culture of process
excellence.
• What tools are the hottest at the moment and driving the best results?
• How to best mix the methodologies to suit your business objectives
• How to create the ultimate business transformation programme
Steven Walton
Director Right First Time, Process Excellence
Shering-Plough
Jean Pierre Scarlakens
Director Quality, Lean & Six Sigma, Sales & Marketing
Sauer-Danfoss
Dr Berthold Kracke
Director, Head of Department Quality Management, Controls and
Change, Clearstream Banking
Deutsche Borse Group

Interactive roundtables
Take your pick from 10 extended discussion groups spread across two afternoons to help you maximise your deployment. Discussions will focus on:

Using Lean in financial services to
accelerate your processes and delivery
As the Financial Services industry becomes
more and more competitive, a growing number
of companies are turning to Lean to deliver the
competitive edge. Through deploying a Lean
programme, you can empower your employees
to identify waste, eliminate it and stream-line
your processes. Through eliminating waste,
your company can boost productivity levels and
significantly reduce cycle times, which in turn
will deliver a superior customer experience. In
this session TJ will discuss how to:
• Start your Lean deployment in a financial
service
• Realise the benefits of Lean in the short and
long-term
• Identify your inputs and outputs for a Lean
system
TJ Scally
Director Quality and Continuous
Improvement, CIT Group
Lean Supply Chain: Working with your
suppliers to make process improvement a
shared vision
Achieving supply chain improvement is critical
to continued competitiveness of the UK
aerospace and defence industry – leading them
to create a supply chain modernisation and
enterprise excellence programme across the
industries. With competition growing across
Europe this case study will showcase ideas on
how to implement Lean throughout your entire
supply chain for increased efficiency and time
to customer. Mike will walk you through:
• How the UK Aerospace and Defence Industry
has created a common standard for process
improvement (SC21)
• What the SC21 (Supply Chains in the 21st
Century) Programme consists of
• How to get involved
Mike Webb, Procurement
Performance Excellence Manager,
Corporate Procurement, BAE Systems
Effectively aligning Six Sigma projects with
your business strategy
Six Sigma projects have the biggest business
impact when the projects are aligned with
business strategy. This is however not always
the case in bigger organisations. Grundfos A/S
implemented a method to define Six Sigma
projects based on the overall strategy where the
black belts play a particular important role. In
this presentation you will learn an effective
approach on selecting and prioritising six sigma
projects and thereby achieve more results
faster.
• Defining projects based on strategy
• Involving black belts in selecting projects
• Achieving results faster
Cornelis A. Versluis
Quality Manager and Carsten
Overgård, Senior Master Black Belt,
Grundfos A/S

Creating a company wide process Leveraging best practice: Understanding the Reach the most customers by implementing
improvement strategy and deployment business problem and applying the appropriate Lean Six Sigma in your sales & marketing
framework tools for maximum value added departments

• Deploying the Six Sigma Business System as a
roadmap to business excellence
• Deployment of the corporate strategy: Using
accordant roadmaps and adapting the process-
driven organisational structure in consideration
of corporate culture
• Using Balanced Scorecard to steer the
corporate strategy as well as to benchmark
plants within the Six Sigma principle
• Implementing a Six Sigma Performance
Measurement System as a early-warning
system
• Developing a company-specific toolbox on the
operational level for process improvement
activities in a standardised approach based on
ISO/ TS 16949 guidelines
• Importance of Human Sigma
Dr.-Ing. Serkan Tavasli
Strategy Executive and Alireza
Sigaroudi, Six Sigma Programme
Manager, Prevent Automotive Group
The healthcare industry is under great pressure to
contain cost and to expedite bringing new
products to market making best practice essential
to their success. As such Lean Six Sigma is an
integral part of the company’s quality system.
From this extensive experience Siegfried will
discuss with you how applying methodologies like
Six Sigma and Lean, amongst others, should be
approached to lead to the expected
improvements. Amongst other things this will be
discussed in relation to the Healthcare industry
with strict of regulations, often differing from
country to country. This presentation addresses
the approach to selecting and applying the right
tools without compromising regulatory
compliance.
• Identifying business optimisation areas
• Selecting the quality tools
• Addressing regulatory constraints
• Working towards compliance process
simplification
Dr Siegfried Schmitt
Quality Director - Global IT
GE Healthcare
Sauer-Danfoss has been deploying Lean and Six
Sigma since the early nineties, mainly in
manufacturing. Jean-Pierre started in sales and
marketing Europe with the Lean Six Sigma
methodologies and tools in 2004. With this functional
area being very different from a production entity it
therefore requires a different approach, specially
adapted to the sales and marketing environment. The
combination of Lean and Six Sigma has enabled
Sauer-Danfoss to identify quickly the main sources of
waste and to use the most appropriate tools to get
breakthrough improvements. In this session Jean
Pierre will discuss:
• Defining your business critical input and output
processes in a sales and marketing environment
• Finding out what the customer wants and feeding
the knowledge back into your business for lasting
customer satisfaction
• The human factor: Getting your sales and
marketing employees on board for best process
improvement results
Jean Pierre Scarlakens
Director Quality, Lean & Six Sigma,
Sales & Marketing, Sauer-Danfoss
 Standardisation versus multiple toolkits?
Which approach holds the greatest
business value?
This interactive discussion session will walk
you through the process improvement
deployment process and help you to
formulate a strategy that works best for your
organisation. Negotiating your way through
the huge process improvement toolkit; Six
Sigma, Lean, Lean Sigma, DfSS, TPS,
DMADV and the rest, is no easy task. There
are many improvement programme
roadmaps for business improvements in the
marketplace but which will give the best
results for your business? A single standard
approach, or a customised mix of tools and
roadmaps?
This discussion session will cover:
• Analysing the benefits of a standard
program versus the benefits of a
diversified programme
• How to decide which is best for your
business
• Avoiding the traps in deploying
improvement programme
Liz Taylor
Senior Manager - Six Sigma
Ingram Micro
Successfully implementing Lean and Six
Sigma: Negotiating the underlying
conflicts of a combined process
improvement programme
Can Lean and Six Sigma work hand-in-hand
to improve the quality of your business and
drive down costs through better waste
management and problem solving
methodologies? This discussion will look at
some of the opportunities and issues
encountered with the implementation of this
change program in Schering-Plough,
applicable to your own businesses.
Steven will discuss in detail:
• Why it’s Lean and Six Sigma, not one or
the other, but both
• The importance of enablers
• Sustainability through governance
• The 4Ps of implementation
Steven Walton
Director Right First Time,
Want
Process Excellence
to hear
Shering-Plough
more on the
4P’s? then
attend the Jeff
Liker evening
workshop
Thought Leadership
This session will discuss leadership
strategies to engage an organisation and
drive culture change. Emphasis will be
placed on developing a communication plan
for organisational process improvement
initiatives.
Attendees of this session will discuss
strategies for:
• Using thought leadership and
communicating senior level support to
achieve organisation buy-in throughout an
organisation
• How to communicate the a vision for
change
• Engaging difficult stakeholders and turning
them into champions
• Aligning improvement initiatives with
strategic initiatives
Edward D. Craven, Black Belt,
Director of Innovation Strategy,
New York-Presbyterian Hospital

Enhancing training strategies and creating motivation

Training and workforce motivation is crucial to the long-term success of your process improvement programmes and in terms of creating a complete
process excellence culture. In order to keep your project leaders on the ball you need to make sure you are continuously improving your internal
training and development programme. Paul, an experienced Six Sigma trainer from Aston Martin, will share with you some of his experiences in building
a successful workforce development strategy.
• Analysing the elements that make a successful training strategy
• Demonstrating practical methods and tools to enhance learning within the working place
• Building technology into your Six Sigma training
• Embedding enthusiasm and motivation in your Six Sigma employees
Paul White
Master Black Belt
Aston Martin

Day 4: Site visit • 1st November, 2007

Nuon customer contact centre and headquarters, Amsterdam

History of Nuon:
Nuon has established a leading position in the Dutch market as an integrated energy company. Nuon’s strategy is to achieve profitable growth
as an integrated energy company operating in a recently liberalised market in North-West Europe, giving it a new competitive focus. Alongside
this, as part of its public responsibility, the company invest continuously to ensure reliability of supply and production. Nuon has an established
Lean and Six Sigma strategy that is rolled out to all functions of its business. In this site visit you will experience how these philosophies are
being used on a day to day basis in their sales, marketing and contact centres based at their Amsterdam headquarters.

Structure of visit:
10.00: Meet at hotel reception and register

10.15: Depart from Hotel

10.45: Arrive at Nuon Amsterdam headquarters

11.00: Host Welcome and introduction:

11.15: Introductory presentations on the background of Nuon and their

journey to process excellence – Hans Spitsbaard, Director Nuon
Consultancy Group, Nuon Why attend a site visit?
Site visits are the perfect way to see a real
12.30: Lunch
project in action. Through an extensive tour
1.30: Tour of Nuon shop floor including: around their unique operations and an in
• Marketing & sales departments depth presentation you will come away with
• Customer contact centre the nuts and bolts of how to make your
• Technical grid projects deployment project really work. There
simply is no better way to learn than by
2.45: break seeing the results first hand! PLUS – Due to
the hands on approach, site visits lend
3.15: Meeting with department and process improvement managers & open
discussion session themselves perfectly for group learning and
team motivation.
4.15: Depart for hotel

Experience a mature process improvement programme first hand and take (Please note places are restricted for
away fresh ideas to secure your own implementation success. consultants or other European utilties)

+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk

 Sponsors and Exhibitors

Lead Sponsors:
Fujitsu Services is a leading European information technology
services company. Its business is helping its customers realise
the value of information technology through the application of
consulting, systems integration and managed service
contracts. It serves customers in the private and public sectors
across Europe including retail, financial services, healthcare
and government. With an annual turnover of £2.46 billion ( 3.59 billion), it employs over
19,000 people across 20 countries. Headquartered in London, Fujitsu Services is the
European IT services arm of the US$43.2 billion ( 32.5 billion) Fujitsu Group. Visit
uk.fujitsu.com for more information.
The Unipart Group is one of Europe’s leading
logistics and business services companies and a
pioneer in the implementation of Lean thinking in
Manufacturing, Logistics and Office Transactional
process environments. The transformation of the Unipart Group from part of a state-
owned automotive company to a world-class global enterprise with a wide-range of blue
chip customers is a European success story. At the heart of this transformation was the
acquisition of deep Lean knowledge and 25 plus years practical experience in
implementing Continuous Improvement and engaging employees and suppliers in long
term sustainable change.
Unipart Expert Practices is the Practitioner Consultancy division within Unipart that
delivers real business benefit through the implementation of Lean and Continuous
Improvement delivered by Unipart Practitioners with operational and consultancy
success. Unipart has the proven ability to successfully deliver Lean and Continuous
Improvement transformations in the Government Public Sectors and in the commercial
Private Sector in a wide range of markets: Retail, Automotive, Aerospace and Technology.
Throughout Europe, Asia and North America, Unipart has delivered real and profitable
transformational change for customers in insurance, healthcare, government and
manufacturing environments. For over 25 years Unipart has been on a Lean Journey.
Unipart has the experience and ability to implement Lean and Continuous Improvement
better, faster and cheaper for customers throughout the world.

Conference Sponsors:
Rath & Strong / Aon Management critical areas of value creation: Fast Innovation: The only JMP, a business unit of SAS: Spend
Consulting is the leading global true approach for creating innovation that is fast, more time learning Six Sigma and
provider of Lean Sigma and Six differentiated and disruptive and delivers marketleading less time learning software. JMP
Sigma Solutions, working on service growth Conquering Complexity: Unique, patented provides powerful analytics, custom
issues with companies such as: JP methods to eliminate the complexity in your offering that design capabilities and a fl exible
Morgan Chase, ABN Amro, Quest Diagnostics, Johnson & your customer will not pay for Lean Six Sigma: We are the scripting language in one solution that supports all phases
Johnson, Canada Post and Zurich Financial Services. We global leader in creating Lean Six Sigma operations for of the DMAIC process. Our Six Sigma Menu, an intuitive
are in our 70th year of providing Process Improvement to service and product companies We deliver both the navigational tool, maps the analytic capability of JMP to all
Service and Manufacturing companies on a global basis. strategic insight and operational execution required for our DMAIC principals. www.jmp.com
www.rathstrong.com consulting clients to surpass their growth, speed and cost
goals. Further, we create the essential capability and
Since 1986, George Group has cultural transformation for our clients to achieve and Media Partners:
created an unsurpassed record of sustain superior shareholder returns. We invite the CEO
successful partnerships with Global concerned with growth in shareholder value to read the
Quality Magazine, the Quality
2000 companies. We have built executive overviews of our groundbreaking books and
Buyers Guide, NDT and
thought leading practices in the compare alternatives. www.georgegroup.com
Materials Test Supplement,
and Vision & Sensors
Supplement are free publications offered to
manufacturing professionals who have responsibility
Session Sponsor: for ensuring quality within their manufacturing plants.
Editorial features provide practical information, ideas,
PA Consulting Group is a global management, systems and technology consulting firm that and equipment solutions related to implementing test,
delivers business transformation for clients in more than 35 countries. We have a practice inspection, and measurement, as well as controlling
dedicated to applying lean principles and methods, both in the manufacturing sector and and evaluating processes. In addition, each monthly
more widely in logistics, service industries and the public sector. We offer comprehensive issue of Quality Magazine provides managers the latest
training and facilitation in lean tools and techniques. We specialise in the design and delivery of programmes for clients information on standards, training, software,
seeking to achieve sustainable continuous improvement. Our ethos is that to change the way an organisation works you certification, Six Sigma, and lean manufacturing.
have to change the way it thinks. Our approach is to keep the toolset simple and engage managers and staff at all www.qualitymag.com
levels, using success to breed success. Our experience is that this is the best way to achieve change that is fast and
sustainable. Tel: +44 20 7730 9000, Fax: +44 20 7333 5050, info@paconsulting.com

Associate Sponsor:
SBTI is the leading Lean Six Sigma consultancy with a history of 60+ corporate deployments.
SBTI delivers a full range of services that include strategic planning & assessments, multilevel
leadership workshops and Belt training. We provide the knowledge needed to link Lean
Sigma with your strategy bringing quick and effective results. Building Better People. Building
Better Companies. www.sbtionline.com

Pre-conference Cocktail Sponsor:

Instantis is the market’s leading provider of software to effectively align, track, measure and
report all aspects of enterprise Six Sigma programmes and project management from strategy Sponsorship & Exhibition Opportunities
to idea to final realisation. Capable of supporting any number of simultaneous management
initiatives, global leaders such as Xerox, Credit Suisse, Ingram Micro, Abbott Laboratories and If you want to position your company’s solutions
more have chosen Instantis solutions more than four to one over other options to increase and expertise in front of the most senior decision
results and reduce cycle times by as much as 50%. www.instantis.com
makers from across Europe, then call us on
+44(0)207 368 9500 to discuss a package
tailored to your business goals. Based on the
Featured Exhibitors: Presented in association with: needs of the delegates, the European Lean, Six
Sigma & Process Improvement Summit 2007 is
accepting limited sponsorship in each of the
following categories:
• Six Sigma & Lean consultants
• Six Sigma software developers
www.oaklandconsulting.com www.i-solutionsglobal.com
• DFSS consultants
• Business Process Improvement consultants
Preferred Membership Organisation: • Lean & Six Sigma training companies
• Lean & Six Sigma recruitment companies
• Change management consultants

Call now to make sure you get the best exposure!

www.minitab.co.uk www.crystalball.com www.igrafx.com
+44(0)207 368 9500

+44 (0)20 7368 9300 • www.iqpc.com/nl/eurosummit • enquire@iqpc.co.uk

 European Lean, Six Sigma & Process Improvement Summit
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Site visit: 1st November 2007 • Hotel Okura, Amsterdam
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