Conference Day One: Thursday, 26 July 2018
8:00 am - 9:00 am Coffee and Registration
9:00 am - 9:10 am Opening Remarks from ChairpersonBrenton Harder, Head of Process Excellence,BNY Mellon
9:10 am - 9:50 am Case Study: Redesigning the Business Model for Process Excellence at INGAdriana Sheedy, Executive Director of Operations,ING
ING have been on a transformational journey forthe last year to redesign their business model for Operational Excellence.
Executive Director of Operations, Adriana Sheedy began the journey by analysing their processes, and looking beyond technology to see how things could be improved through process and new ways of working. Determined to increase end to end process efficiency with new process teams, Adriana now discusses some of the strategies she implemented with her teams, the excellent results they’re now achieving, and examples of her experience in process excellence.
- Discussing how ING in Australia learned and aligned strategy with their international counterparts in the Netherlands.
- Illuminating ING’s process improvements and efficiencies and how they achieved it
- Best practice and lessons learned from their transformation and what they are looking to for the future
Adriana SheedyExecutive Director of Operations
9:50 am - 10:30 am Case Study: Sydney Trains On Track To Delivering World Class Operational Excellence Through TransformationTony Eid, Executive Director,Future Network Operations
In this session Tony will discuss the transformation project that Sydney Trains is due to unveil and roll out in September 2018. Tony will discuss how he took a failing project to a project that will be delivered on time and on budget through operational excellence strategy. Tony discusses some of the major lessons learned surrounding process mapping, workforce engineering, implementing the latest technology correctly, benchmarking and the hardest challenge to overcome, people and leadership management!
- Building capability for business transformation by encouraging a workforce to change its mindset and buy into operational excellence, while cultivating leaders and change management champions!
- Delivering cross functional teams to implement dynamic timetabling, track work timetabling, customer management and all the intricate parts of moving 1.3 million people every day
- Lessons learned along the way and future focus on the opportunities and challenges, as well as how they may overcome them
Tony EidExecutive Director
Future Network Operations
10:30 am - 11:00 am Speed Networking
11:00 am - 11:30 am Morning Tea
Interactive Discussion Groups
Not only will you hear peer-to-peer led case studies and best practice, you will also receive Interactive discussion based session on pressing issues in Operational Excellence. How will the IDGs run?
- The entire audience will break up and choose IDGs based on which topics are most interesting to them.
- Each IDG is set in a roundtable format and will be facilitated by a thought leader
- Each delegate will have the opportunity to select 3 topics and will rotate between their choices every 30 minutes.
- Discussion groups are kept small to ensure all delegates get the opportunity to ask their most pressing questions, ensuring a perfectly tailored experience.
Table One11:30 am - 1:00 pm Empowering Employees for Transformational Change Philip Gaciuta, Director of Strategy,American Express
Philip GaciutaDirector of Strategy
Table Two11:30 am - 1:00 pm Business Model Reinvention
Table Three11:30 am - 1:00 pm Data Analytics To Accelerate Digital Transformation
Table Four11:30 am - 1:00 pm Building Capability In House VS Working With A Vendor
Table Five11:30 am - 1:00 pm KPI’s, Metrics and Measuring Operational Excellence
Table Six11:30 am - 1:00 pm Improving Leadership From The Top To Empower Employees Jonaelle Lucas, Director of Process Excellence,Mater Health Services
Jonaelle LucasDirector of Process Excellence
Mater Health Services
1:00 pm - 2:00 pm Lunch
STREAM ONE: CULTURE2:00 pm - 2:40 pm Case Study: Removing Barriers And Resistance For Employees To Achieve Higher Performance Michael Whelan, General Manager of Operational Excellence,Transurban
There are significant barriers to changing culture effectively when your company is undergoing a business model change. Transurban began on a business excellence journey to bring people and processes into alignment. This meant mapping out their workflows and understanding where to eliminate waste, as well as establishing a 5 year plan. However this transformation hasn’t come without its challenges, particularly in regards to their people who must be bought in to process excellence and understand what it is all about.
- Understand the customer and how that affects workflows and true value adding tasks with collaborative efforts from the top to bottom
- Buy in: help employees understand how process efficiency and operational excellence can directly benefit them and improve employee experience
- Empowering employees to think in strategic and lean ways to improve their own workflows continuously
Michael WhelanGeneral Manager of Operational Excellence
STREAM ONE: CULTURE2:40 pm - 3:20 pm Why Understanding The Basics Of Continuous Improvement and Cultural Change are Essential To Achieving Operational Excellence Jim Glover, Group Manager of Continuous Improvement,Visy
Visy is a global leader in the packaging, paper and resource recovery industries.
Although growing and successful, the company has a legacy that it has previously operated across its diverse divisions in very much a siloed manner. Jim Glover, who’s previous work with Vistaprint was recognized with Shingo Award status in 2015, is now driving sustainable organisation-wide cultural change along with developing sustainable systems for everyday continuous improvement.
In this session, Jim will share some of Visy’s approach along with some of the basic building blocks of operational and process excellence consistent with organisation wide implementation that must span 120 sites across Australasia. He will also discuss some of the challenges surrounding cultural change in a large organisation and how to overcome them.
- Tackling top down change; ensuring that the senior executives are aligned & on board with continuous improvement
- Identify the importance of momentum for change and the impacts of inaction
- Understanding how you change a culture with an organisation wide approach
Jim GloverGroup Manager of Continuous Improvement
STREAM TWO: PROCESS2:00 pm - 2:40 pm Case Study: Towards Operational Excellence: Cochlear’s Lean Implementation Journey Over The Last 12 Years Rod Lopez, Head of Manufacturing,Cochlear
Cochlear has undergone a transformation journey to implement lean (and everything that goes with it) over the last 12 years, with Rod leading the manufacturing operations. The company’s manufacturing operations have evolved extensively since 2006 through periods of accelerated revenue growth (from AU$205 million to AU$1.2 billion) and increased global complexity with local and international acquisitions and escalating product and market segment proliferation.
In this session, Rod discusses the end to end transformation he has led based on his experience in the automotive sector. Rod also discusses the extraordinary mindset and culture shift his team has experienced and the approach to continuous improvement which has resulted in multimillion dollar savings in production costs while building scale, flexibility and enabling significant growth in volumes.
- Understand the transformation journey in Cochlear’s manufacturing operations
- Assess the cultural change that must be embedded within the organisation to achieve and sustain continuous improvement over the long term
- Learn from Rod’s wide range of experience as a practitioner and faculty at various MBA Schools and examine how this can be used in your organisation
Rod LopezHead of Manufacturing
STREAM TWO: PROCESS2:40 pm - 3:20 pm Case Study: How Service NSW Implemented A Circular Service Continuous Improvement Model To Change The Paradigm Of Service Steven Issa, Head of Operations,Service NSW
In the service industry, data can be overlooked as a crucial way to determine operational excellence. Using data to govern your processes is essential to ensure that changes are verified to be the most efficient improvement for your organisation and your customer.
This session discusses how Service NSW transformed their organisation to implemented the Circular Service Continuous Improvement model with the customer at the focal point. Steven will discuss the digital and cultural transformation required to implement such a model and the change to the paradigm of service, along with the data required to make the change.
- Tracking your data driven process improvement and creating data driven management of customers to provide full visibility of their needs
- Creating champions and empowering staff to be able to deliver feedback to the change managers and drive operational excellence
- Discuss the outcomes of such a collaborative operating model and how the digital transformation has been matched to support the needs of the customer and business
Steven IssaHead of Operations
STREAM THREE: TRANSFORMATION2:00 pm - 2:40 pm Reimagining Telstra’s End to End Processes and Delivering Operational Excellence Through Lean Six Sigma Nick Latham, General Manager of Change and Continuous Improvement,Telstra
This session discusses Telstra’s journey to drive efficiencies whilst also digitally transforming the business. Nick has put in place a three year strategy to not only up haul their end to end processes through the use of Lean Six Sigma, but also create a digital change and truly leapfrog ahead with the use of robotics and data analytics. This is with the aim to drive efficiency, improve workflows and enhance customer service.
- Redesigning processes and services: overviewing Telstra’s 3 year plan
- Implementing robotics and using data to inform process improvements for guaranteed success
- Discussing the challenge around culture change and buy in
Nick LathamGeneral Manager of Change and Continuous Improvement
STREAM THREE: TRANSFORMATION2:40 pm - 3:20 pm Case Study: Using Business Architecture To Support Transformation Konrad Kempe, Business Process Architect,Sydney Water
Sydney Water is on a journey to put the customer at the heart of asset management. To support this transformation, the right Business Architecture approach can add real value.
This session discusses how Australia’s largest water utility is maturing its Business Architecture understanding to bring programs and people together to deliver a new operating model. This step change enabled Sydney Water to manage risks in a planned way for treatment assets worth over $6 billion.
- Understand how to mature Business Architecture to bring programs and people together to deliver a new operating model
- Learn about how a Business Architecture approach, focusing on visibility, consistency and progress, successfully introduced a first business process management software (BPMS) deployment
- Discuss how Sydney Water put the customer at the focus of the organisaton to deliver real value through their new operating model and business architecture
Konrad KempeBusiness Process Architect
3:20 pm - 3:50 pm Afternoon Tea
3:50 pm - 4:30 pm Case Study: Analysing How Data Assessment Can Take You To The Next Level In Your OPEX JourneyBrenton Harder, Head of Process Excellence,BNY Mellon
Through the combined application of traditional redesign process improvement methodologies, intelligent process automation (IPA) and data centricity, Brent and his team drive operational efficiency throughout BNY Mellon.
In this session, Brent specifically focuses on the flow of data and how this impacts OPEX. He will discuss some of the wins he has had in deploying these projects, with a frank outlook of his experience at BNY Mellon over the last three years.
- Analysing the need to change the way we change: understanding how to actually transform your business
- Identifying where automation can be applied and cut through the hype of how it can actually change processes and work flows for greater efficiency
- Discussing what Brent believes is helpful for organisations to implement, the lessons learned through his experience, and where he is looking to go next
4:30 pm - 5:00 pm Panel: Determining Why Operational Excellence Should Be Customer Centric And How To Achieve It For Increased Revenue and InnovationMustafa Ghulam, Business Improvement & Customer Experience Manager,Willoughby City Council Lisa Davis, Chief Operating Officer,Equifax Katie Vivers, Head of Operational Excellence,Starlight Children’s Foundation
This session attempts to explore the importance of customer based operational excellence, where the focus is completely on what the customers wants. We’ll discuss how customer centricity affects not only your people in the front office, but even redefines the role of the back office to be customer focused! Not only will this impact your revenue in the short term, but begins to set a precedent and culture that will power your organisation through economic lows!
- How to use OPEX to achieve business strategy and customer centricity
- Expanding the scope of Operational Excellence in your organisation and what customer centricity looks like
- Comparing some of the most innovative Operational Excellence transformations and discussing the future of Operational Excellence
Mustafa GhulamBusiness Improvement & Customer Experience Manager
Willoughby City Council
Lisa DavisChief Operating Officer
Katie ViversHead of Operational Excellence
Starlight Children’s Foundation
5:00 pm - 5:10 pm Closing Remarks from ChairpersonBrenton Harder, Head of Process Excellence,BNY Mellon
5:10 pm - 6:10 pm Networking Drinks and Awards NightMorgan Jones, Transformation Manager,Origin Energy
Morgan JonesTransformation Manager