Continuous Business Process Improvement Masterclass

About

The concepts of lean thinking, six sigma and other methods of business process improvement have been used to great success a range of organisations both domestically and internationally and that there are real measureable gains that every organisation can benefit from. Yet these concepts are relatively new to New Zealand and have only recently gained traction in New Zealand over the last few years.

Implemented properly with strong support, process improvement will reduce costs, improve productivity and increase staff engagement with the organisation. All three are key to ensuring your organisation remains competitive and viable in these tough times both locally and globally.

Sceptics in your organisation will claim they’re too busy, they don’t have time to sit down and think and we’ve always done it this way. And both practitioners and experts will agree that change is uncomfortable but correcting bad habits, rethinking process and challenging the norm is the only way to bring about real benefits.

Throughout these two days, our Continuous Business Process Improvement Masterclass features expert presentations and case studies including international addresses by Tony Bates former supply chain manager from GM Holden. The sessions will cover different approaches to Business Process Improvement and how to succeed and avoid mistakes of others.

The Masterclass is focused around the four major themes of:
• Strategy - Linking organisational strategy to your process improvement efforts
• Deployment - Ensuring smooth deployment and rollouts of your programmes
• Metrics - Measuring performance and showing value
• People -  Showing leadership, managing your staff and creating a sustainable culture

Whether you’re in manufacturing or the service industry, in the finance team or production, if you’re looking to understand how gains can be made through streamlining processes and the effort required, then you need to attend.

Need to know more? Then attend our full day workshop on the 15th of July by Mel Thornley

Planning your BPI process – Priority mapping and finding ways to get quick process improvement gains
Through exercises and hands-on activities, Mel will take you through process and priority mapping to show you just how to quick wins and get started on your business process improvement programme.

Workshop

Planning your BPI process – Priority mapping and finding ways to get quick process improvement gains
In this interactive workshop centred around BPI planning, attendees will be provided with case study examples and hands-on exercises that will assist them in mapping out their own business processes and current challenges. Through this, attendees will find out how they can get solve problems, get quick wins and most importantly secure support for a more comprehensive business process improvement program.

This workshop will cover:
• Core concepts of BPI
• Understanding your business goals and organisation
• Measuring your baselines
• Mapping out your business processes
• Prioritising and Identifying areas for improvement
• Finding quick wins and deploying them successfully
• Techniques for dealing with potential challenges
• Analysing the BPI process and preparing to expanding the scope of your programme
• Managing markets and other external factors
Mel Thornley, Managing Director, Thornley Group

Agenda

Agenda: Day 1

8.30

Registration & Coffee

9.00

Opening remarks from the Chair

Mel Thornley, Managing Director, Thornley Group

9.10

International Address: Setting the scene and thinking globally about business process improvement

Globally, interest in continuous business process improvement continues across a variety of industries. In this opening session, we quickly re-examine core concepts and cover new trends global and how international competition, globalization, technology and natural disasters like the Japan earthquake are changing the way we think about BPI in Australasia.
• What’s happening overseas and what industries and companies are adapting new measures?
• How have techniques changed and technology improved business processes?
• How does risk management and disaster management factor in?
• Future predictions: What will change and won’t change?

Tony Bates, Consultant, PAC Group - Australia

10.00

Analysing, choosing, customising the right BPI methodology for you

There are plenty of methodologies to choose from, six sigma, lean,kaizen, but which one do you choose? We’ll cover the pro’s and con’s of each method and examine a number of case studies and the appropriateness of each one for that industry.
• Understanding the main concepts and methods of each methodology
• Weighing up the pros and cons through cost-benefit analysis
• Where have these methods worked and why?
• Questions and concepts you’ll need to take away with you

Mike Watson, Chief Executive, Business Excellence Foundation

10.50

Morning tea

11.10

Applying end-to-end process mapping to enhance your strategy and overall business performance

Based on our experience dealing with clients from across a variety of industries, we’ll examine how end-to-end process mapping can help identify roadblocks and challenges in your processes. We’ll also examine how the results can be then be used to assist in further business improvements.
• Relating strategy to end-to-end process mapping
• Creating process maps and applying the results to enhance the performance of your organisation
• Real life examples where process mapping has delivered results and how to avoid common problems

Desiree Botica, General Manager, Sysdoc

11.55

Finding and deploying the right BPI methodology that matches your business

The optimal Business Improvement methodology to select depends on a number of organisational factors such as process category, organisational size and complexity, BPI maturity, management styles and prevailing culture. In this review of cases and research, we examine some of the key questions to ask before adopting a particular improvement approach. The talk examines:
• How to recognise and assess an organisations BPI maturity level
• Appropriate BPI methodologies to different levels
• The importance of culture and management style
• The role of organisational learning in improvement

Dr Nigel Grigg, Associate Professor Centre for Industrial Management and Innovation, Massey University

12.40

Lunch

1.30

Benchmarking: Identifying, comparing, adapting, and implementing best practice

Benchmarking is a powerful method for breakthrough thinking, innovation, improvement and for delivering exceptional bottom-line results. It is now one of the most popular improvement tools as organisations become more global and recognise the need to compare and learn from the best in order to to be internationally competitive. In this presentation, Robin will provide an overview of benchmarking and show examples of how benchmarking has been applied and to what effect.
• Concepts of benchmarking and how it can be applied to your organisation
• International trends and examples of benchmarking
• How technology and social media make benchmarking easier
• When to use which type of benchmarking and how benchmarking should be integrated into an organisation’s approach to business excellence.

Dr Robin Mann, Director, Centre for Organisational Excellence Research

2.15

Case study: Implementing Lean business process improvement in a commercial analytical testing laboratory

We have been using lean tools over the last few years to improve our lab operations. In this case study, we will describe the journey we have undergone, how our mindset and culture have evolved, and give you some examples of ways that lean has made a difference in our organisation.
• Lean has the potential to impact all areas of your organisation’s balanced scorecard
• The importance of strong and committed leadership
• Implementing lean at the right pace

Steve Howse, General Manager, Hill Laboratories
David Havard, Section Manager and Lean Co-ordinator, Hill Laboratories

3.00

Afternoon tea & prize draw

3.15

Risk management in BPI: Avoiding process failure

Risk can arise from both internal and external sources. In this review using anonymous but real examples, Nilesh will show a case where BPI has gone awry and the reasons for failure. He will also share ways you can rescue your BPI process and how it links in the overall BPI strategy.
• Main groups of risk: Financial, human and the external environment
• Case studies: Analysing what wrong and why
• Implementing a robust risk management system

Nilesh Pandit, Manufacturing Excellence Coach, Improve NZ

4.00

Panel discussion: Success and failures - advancing the case for business improvement

Rounding the day out, we’ll sit down experts to create a list of just what makes the difference in business process improvement success and failures and the possible solutions from their perspectives
• What contributes to success? What creates mediocrity and failure?
• What methodologies have worked really well for various industries?
• What’s changing and how can you turn around your organisation?

Nilesh Pandit, Manufacturing Excellence Coach, Improve NZ
Paula Halliday, Corporate Quality Manager, Waitemata DHB
Dr Nigel Grigg, Associate Professor, Centre for Industrial Management and Innovation
David Havard, Section Manager and Lean Co-ordinator, Hill Laboratories

5.00

End of day one & networking drinks

Agenda: Day 2

9.00

Welcome back from the Chair

Mel Thornley, Managing Director, Thornley Group

9.05

Creating and delivering effective leadership and change management support for BPI

A big part of BPI is ensuring that that there is strong effective leadership and change management support to guide the process forward. Using a variety of concepts and anecdotes Llyod will discuss strategies for creating champions and leaders in our organisation making sure they are there to support and create change.
• Identifying your change champions and what they need
• Training, managing and helping your leaders and teams create fruitful results
• Watching out and dealing with anti-champions and anti-leaders

Lloyd Murphy, Consultant, Thornley Group

9.45

Review: What is required to integrate lean thinking and qualifications for sustained BPI?

Over the last two years 13 case studies have been written on companies using the Lean Thinking philosophy with many of their staff completing the NZQA Competitive Manufacturing qualifications with impressive results, both in the short and medium terms. The author of these 13 case studies will discuss:
• The achievements of these companies across nine different industries
• Investment in time to learn, apply and qualify for the Competitive Manufacturing qualifications
• The fundamental reasons for leaders, managers and team members engaging in such a holistic journey
• Factors influencing the journey and do the investments justify the return?

Greg Ellis, Managing Director, Spirals Resultants

10.20

Morning tea

10.35

Case study: Managing the lean transition, getting grass-roots support and getting your staff into action!

Over the last 3 years Trevelyan’s Pack & Cool has implemented a lean journey, improving its productivity and creating a culture shift to empower staff as part of the process. In this case study, James will go through how they’ve been used BPI to make lives easier and won staff over.
• The story 3 years ago: What needed to change
• Applying lean techniques: Short, mid and long term changes
• Getting staff on board - improving staff relationships and getting them excited over change!
• Stumbling blocks – Jumping over cultural issues, stubborn staff and other blockages

James Trevelyan, Operations Manager, Trevelyan’s Pack & Cool

11.20

Case Study: Supply chain – Factoring BPI in the supply chain process

Using his background in GM Holden as a case study, Tony will examine the merging of the concepts of supply chain management and BPI which have big risks but big rewards. In this session, Tony will share the lessons he’s learnt at Holden and explore the various portions of supply chain management and where best to focus your efforts.
• Concepts - Supply chains, networks and distribution
• Optimisation: Choosing the right areas to focus
• Translating results into further successes

Tony Bates, Consultant, PAC Group - Australia

12.00

Lunch

12.45

Wanting to understand more? Sit down with our experts in these round tables to discuss various aspects of process improvement.
Table 1: Evaluating pro’s and con’s of BI methodologies and matching it with your requirements
Mike Watson, Chief Executive,
Business Excellence Foundation
Table 2: Motivating and leading your team and managing the human element
Lloyd Murphy, Consultant, Thornley Group
Table 3: Stepping it up: Evaluating your performance, supply chain management and the next phase of process improvement
Tony Bates, Consultant, PAC Group - Australia

1.45

Managing external suppliers using BPI techniques

How do you work with external suppliers and bring them into your BPI process? In this session we’ll discuss what we needed to discuss with our suppliers and how to align both internal and external processes to maximise the relationship.
• Pieces of the puzzle: Mapping out your relationships with your suppliers
• Figuring out where the roadblocks are
• Getting supplier buy-in and matching up your process with your suppliers and vice versa
• Improvements you should see and overcoming the challenges

Mel Thornley, Managing Director, Thornley Group

2.25

Afternoon tea

2.40

Case Study: Developing and implementing green strategies to improve productivity and reduce waste

Based on his experience at FIL, Gavin will cover the green strategies and thought processes employed from start to finish during the development of the Portside drive project and how it complements more traditional approaches to lean manufacturing.
• Studying the business’s operating environment and understanding the purpose of the business
• Using interactive planning to re-design all aspects of operations along “cradle to cradle” principles, re-conceiving waste as food
• Achieving consensus, commitment and the ability to adapt and learn at all levels of the organisation
• Implement the re-design and manage the day to day operations by the
• BPI tool set – Continuously improve the new design, quickly reacting to changes in the operating environment

Gavin Cherrie, Director, Eco Effect
Gavin was former CEO of FIL.

3.20

Case study: Lessons learnt on choosing the right tools for across your organisation and the road ahead

Metso New Zealand has been using the tools from the lean toolkit to ensure their organisation remains globally competitive. In this session, Keith will discuss the changes that Metso has undergone when implementing lean and how they’ve shaped lean principles and tools to fit their own industry and requirements.
• Understanding our business and background
• Crafting the lean tool kit to their usage
• Hard evidence: Getting ROIs, metrics and the difficulty of unmeasurables
• The payback and the road ahead

Keith Cooke, Administrative Managing Director, Metso New Zealand

4.00

Closing remarks from the Chair and end of conference

Sponsors

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