Conference Day Two: Friday, 27 July 2018
8:00 am - 9:00 am Coffee and Registration
9:00 am - 9:10 am Opening Remarks from ChairpersonKirrilly Pavett - Head of Operational Excellence Pacific Zone, Schneider Electric
9:10 am - 9:50 am Creating the base for a New Continuous Improvement Model at Phillip Morris InternationalJorge Tovar - Continuous Improvement Regional Manager of Latin America, General Electric- Mexico
This session looks at the new model of Continuous Improvement that improves not only the methods and tools understanding, but the mindset, systems and overall transformation. Jorge will discuss his very own methodology and how it can be used in many industries such as manufacturing & services with different complex situations by drawing on his experience of implementation at Phillip Morris International and other companies like GE, Microsoft and Schneider Electric.
- Understand how to apply the Continuous Improvement Cube using Deming Cycle (PDCA) as a management system instead of a tool
- Exploring Jorge’s journey in Operational Excellence and Continuous Improvement, including lessons learned and best practice
- Understanding how cultural transformation, mindset shift and empowerment of all employees are capable of achieve significant continuous improvement gains
Jorge TovarContinuous Improvement Regional Manager of Latin America
General Electric- Mexico
9:50 am - 10:30 am Panel: Discussing the Strategic Goals and Priorities Of Transformational Operational Excellence And Organisation Wide ImpactsBen Ward - Chief Operating Officer and Senior Vice President, Queensland Building and Construction Commission
Juliana Palou - Vice President of Operations Strategy, BNY Mellon
Operational Excellence must be aligned with strategic goals to be truly successful. This involves not only setting goals, targets and priorities, but also means communicating the vision to employees and ensuring there is a customer benefit. This panel discusses the COO perspective of strategy and how they are transforming their organisations to create effective and sustainable operational excellence.
- Facilitating a transformational culture shift in leadership that filters down and empowers employees all the way at the front line
- Discovering the goals, targets and priorities that operational excellence should be achieving by aligning with strategyincluding KPI’s around customer centricity, employee experience, digital transformation, productivity and ROI
- Discussing the future of Operational Excellence including trends in the workplace, business model changes and how OPEX changes in slower economies
Ben WardChief Operating Officer and Senior Vice President
Queensland Building and Construction Commission
Juliana PalouVice President of Operations Strategy
10:30 am - 11:00 am Why Do Most Companies Fail to Implement an Operational Excellence Program?Marco Costa - Director of Operations, Aquila Australia
This session discusses the main reasons for Operation Excellence implementation failure and what are the recommended steps to make sure the program is well established and became sustainable. The speaker will share some case studies from his 13 years of experience leading Operational Excellence implementation in many companies from different industries and different cultures including companies located in Latin America, Europe and Australia.
Marco CostaDirector of Operations
11:00 am - 11:30 am Morning Tea
11:30 am - 12:10 pm Innovation & Discipline - An Unlikely but Unstoppable Partnership
In recent years, Monash University has undertaken a rigorous program of works that has required an exercise of innovation and discipline, in equal measure, to achieve success for the University. In this presentation, Peter Marshall, Chief Operating Officer and Senior Vice- President will detail the principles underpinning the enterprise wide transformation taking place at one of Australia’s most exciting Universities.
- Exploring the innovation initiatives that Peter is driving at Monash University
- Understanding what discipline has looked like and how this relates to OPEX
- Determining best practice for the
12:10 pm - 12:50 pm Case Study: Towards Operational Excellence: Cochlear’s Lean Implementation Journey Over The Last 12 YearsRod Lopez - Chief Operating Officer, Baraja
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 LopezChief Operating Officer
12:50 pm - 1:50 pm Lunch
STREAM ONE: CULTURE1:50 pm - 2:30 pm Case Study: Developing a Culture of Business Excellence at Dexus Warren Evans - Head of Business Excellence, Dexus
Dexus has been on a journey of change, shifting from a traditional property landlord to a leading Australian innovator.
This session takes you on that journey, describing the business need and the structure and enablers that underpin the process.
Learn about the cultural shift required to take Dexus to a place of continuous improvement, and how the business overcame the challenges faced on the way.
The Business Excellence function has been a catalyst to organisational change and continues to drives value through delivering results, building capability in our people and embedding new ways of working.
Warren EvansHead of Business Excellence
STREAM TWO: PROCESS1:50 pm - 2:30 pm Case Study: Driving Transformation through Lean, Innovation and Personal Productivity in Schneider Electric’s Front Office Kirrilly Pavett - Head of Operational Excellence Pacific Zone, Schneider Electric
In this session, Kirrilly exemplifies how she is transforming Schneider Electric’s front office to be operationally excellent, using techniques she has been refining over the last 3 years in the organisation. This includes introducing transformational change through Lean, Innovation and Personal Productivity. Leveraging the customer journey mapping to ensure their processes are always based around the customers’ need, and coupling technology enhancements to improving operational excellence. She will also discuss the importance of culture and mindset to help her employees take the leap of faith!
- Ensuring fit with technology and process- how do you make sure the technology will enhance rather than hinder efficiency?
- Changing culture in the front office to create a mindset of innovation and continuous improvement
- Impacting the employee and customer experience positively and consistently with process excellence
STREAM TWO: PROCESS2:30 pm - 3:10 pm Case Study: Building An Operational Excellence Strategy With The Customer First For Increased Effectiveness Anna Szabo - Head of Business Development Operations and Strategic Projects, King & Wood Mallesons
This session discusses end to end process efficiency with the customer and firm-wide strategic alignment always in mind as the primary reason for any improvement. There is no organizational growth when we improve processes that the customer doesn’t value. This involves rethinking the way that we view value, redesigning process and recreating the customer journey. In this session, Anna will discuss how she has spent one year truly understanding her clients’ needs, pain points and wish lists before recommending operational change.
§ Viewing the customer journey (internal and external) through the perspective of the customer
§ Developing the right employee and customer experience through process excellence
§ Lead the culture change in a fast changing product innovation and technology-led environment
§ Aligning operational excellence and strategy to drive value and growth
Anna SzaboHead of Business Development Operations and Strategic Projects
King & Wood Mallesons
STREAM THREE: TRANSFORMATION1:50 pm - 2:30 pm Booktopia’s Journey To A Delivery Based Operating Model For Increased Customer Satisfaction
Booktopia is currently undergoing a significant transformation to change their operating model from revolving around getting large volumes of books out to customers, to developing a more customer centric delivery model that focuses on providing customers with choice and convenience, in being able to decide when they want their books delivered. In this session, Phillip discusses the major changes that have had to occur to create this change throught the organization, including the people and technical change to support the transition.
- Examine Booktopia’s operating model change and the journey they have been on to create it
- Determine the technology that Booktopia is introducing to support their changing operating model
- Understand how Operational Excellence is impacted through the transition and how to create a truly efficient model with customers at the heart
STREAM THREE: TRANSFORMATION2:30 pm - 3:10 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
3:10 pm - 3:40 pm Afternoon Tea
Interactive Discussion Groups How will the IDGs run?
- The entire audience will break up and choose IDGs based on which topics are most relevant and interesting to them.
- Each IDG is set in a roundtable format and will be facilitated by a thought leader in the space
- Each delegate will have the opportunity to select 2 topics and will rotate between their choices every 30 minutes.
Table Two3:40 pm - 4:40 pm Transforming Operational Excellence Through IT and Across The Organisation Victor Quiroz - Head of Implementations and Operations, MAPFRE Australia
Victor QuirozHead of Implementations and Operations
Table Three3:40 pm - 5:10 pm Sustainable Digital Transformation And Future Technology John Makhoul - Group Head of Process Excellence, Fairfax Media
John MakhoulGroup Head of Process Excellence