4th Annual LMJ Conference

May 21st to 22nd, 2013 The Hilton Metropole, Birmingham NEC

Speakers and case studies from:

From Lean Tools to a Culture of

Continuous Improvement

Sponsored by:

Past themes of the LMJ Annual Conference have included the application of lean tools, systems thinking and lean transformation. This year’s conference will focus on how to create and sustain a culture of continuous improvement. Case studies and speakers will provide their insights into how they have supported a cultural transformation whether at departmental, plant or organisational level.

However, we are not going to throw the baby out with the bathwater. While the development of a new culture should be a businesses first priority when aspiring to change, a correct selection and utilisation of lean tools also proves critical to success. It can be a real stimulus for engaging people and transforming the culture of an organisation.

I look forward to meeting you and your team in Birmingham.

Jon Tudor Chair, LMJ Annual Conference 2013Early Bird Offer

Register before Friday 26th April and save up to £365 per delegate

Ideas Exchange Sessions focused

on culture change and

transformation

Day one networking

dinner included in conference

ticket

NEW for the 2013 Annual Conference:

Special Interest Sessions Ideas Exchange CafeUnique to the LMJ’s Annual Conference are special interest sessions in the Ideas Exchange Cafe

• Informalgroupdiscussionsfocusingonleantopics of special interest to the LMJ community.

• DesignedspecificallyfortheLMJcommunitytoshareyour success and struggles with other practitioners.

• Enablesbenchmarkingofyourself.

• Effectivesubjectareafacilitationbysubjectareaexperts.

• Eachsessionwillhaveamaximumof20attendees.

Welcome to the 4th Annual LMJ ConferenceOver the past four years, LMJ’s

readership has grown to represent every continent on the planet.

In light of this, it only made sense to organise a conference that

reflectsthejournal’svaried,globalaudience. This year’s international

line up includes speakers from Denmark,Italy,Sweden,Serbia,the

USA and the UK.

To register, call +44 (0) 20 7401 6033 Or visit www.leanmj.com/annualconference Email: j.tudor@sayonemedia.com

Half day deep dive workshops for greater

learning

International Keynote Speakers include:

Nancy Powell Bartlett President The Bartlett Alliance, Texas,USA

A True Texas Tale! How the City of Irving Managed to Stay Up in a Down EconomyGovernments at all levels and all around the world are slashing budgets in response to the economic downturn. The slash and dash approach is often conducted with little insight into the root causes of a problem and tends tobreeddangerousandcounterproductivesolutions.Astaxrevenuesdecline, they curtail services, layoff/furlough employees, and close facilities. NotIrving,Texas!UsingLeanSixSigma(LSS)asitsframework,Irvingtransformed in its organisational culture by aligning LSS with key business strategies, saving thousands of employee hours and millions of dollars, while increasing customer satisfaction and building new green high-tech libraries and recreational facilities.

Ebly Sanchez Director Volvo Production System, Volvo Group, Sweden/USA

How Volvo Keeps Rolling: A Global Improvement Culture Powered By The Volvo Production SystemEbly’s career has been in the development and implementation of lean management practices in the automotive industry. He focuses on the progression of lean by means of fostering cultural change in the organisation and also on the challenges of applying lean beyond the manufacturing processes. His view is that it is impossible to achieve world class levels of competitiveness if lean is not implemented across the board; in product development, supply and purchasing.

Zoe Radnor Professor of Service Operations Management & Chair of British Academy of Management UK

Lean: A Failed Theory for Public Services? Lean has become a popular approach to public service reform. In the current era of reduced public spending, it promises to maintain service productivity,improveutilisationandmaintainquality.Drawingonliterature and empirical data, Zoe will argue that the implementation of lean to date has been defective – it has focused on the technical tools of implementation without an over-arching business logic to validate it. Zoe will argue that lean can only achieve its potential in public services when based within a public service dominant business logic. Without this, lean is doomed to fail both as a theory and a set of practices.

Tony Wallis Director Toyota Material Handling UK

Toyota’s Culture of Continuous ImprovementEvery business wants efficiency, they want the Eureka ingredient that takes themfromaveragetoexcellent.LeanprogrammesoftenfocusonthetoolsandtheframeworkalthoughitistheDNAofabusinessthatreallymakes the difference. The success and history of Toyota is driven by it’s the culture that drives continuous improvement in products, process and People.TonyWallisDirectoratToyotaMaterialHandlingUKshareshowToyota uses the Culture of continuous improvement to retain and improve the global success of one of the world’s most powerful brands.

Mauro Pino Vice President Vehicle Assembly Operations & Head of World Class Manufacturing Chrysler Group LLC, USA

Achieving Manufacturing Excellence Across the GlobeMr Pino will discuss how Chrysler develops, leverages, and sustains world-class manufacturing processes to reduce waste, increase productivity, and improve quality and safety in a systematic and organised way and across multiple, geographically dispersed facilities. He is responsible for operations at seven manufacturing facilities in the US and Canada that produce Chrysler,Dodge,JeepandRamvehicles.MrPinocontinuesinhisroleasHeadofWorldClassManufacturing(WCM),whereheisresponsiblefortheimplementation of the methodology, which is based on 20 pillars. Ten of these are technical pillars, but crucially the other ten are managerial.

Website: www.leanmj.com/annualconference Tel: 020 7401 6033 Email: events@sayonemedia.com

Jacob Austad Partner LeanTeam Denmark

What You Need Today in Order to Improve TomorrowInhispresentation,Jacobwillexplainthatbuildingacultureofcontinuousimprovement(supportedbytheuseoftools)isnotbasedondoingthingsright,butondoingtherightthings.Jacobwillexaminetheapplicationoflean tools and discuss the approach one should adopt if a new, different culture is to be generated. He will focus on the need to understand what customers value and what measures need to be taken in order to provide thedesiredsolutions.Delegateswillparticipateinasimpleexerciseinwhich they will be able to relate what Jacob discusses to their own activity and apply it in their workplace.

Speakers and Case Studies:

Tony Carr Plant Manager Caterpillar, Building Construction Products UK

How Six Sigma Became Embedded in the Culture of CaterpillarTony is responsible for the Building and Construction products at Caterpillar,inLeicester,UK.Hiscareerstartedin1985intheRoyalNavy,where he was a navigation officer, before moving to industry as an industrial engineer at Eveready Batteries. After holding a series of senior manufacturingandengineeringroles,hejoinedCaterpillarin1999asamanufacturing engineer, before moving across assembly, technical and operations positions until he became Plant Manager in 2009.

Sandra Cadjenovic CEO SCGM Serbia

Creating Serbian Power Rangers: LMJ’s Lean Diary UpdateThroughout2012LMJreadershavebeenreadingtheLeanDiary,followingSerbianplasticinjectionmoldingcompanySCGM’sleanjourney.Atthisyear’sconference, delegates will be able to listen to SCGM’s story in person as the company starts its second year of lean implementation. The session will explorehowbeforeleanthecompany’semployeesworkedsolelyintheirowndepartments,withlittlecross-functionalcollaboration.Within12months,leanhasbroughtthebusinesstogether,allowinggreatertransparencyandteamworking.DelegateswilllearnmoreaboutSCGM’sleansystemandkeypillars, from autonomous maintenance to lean cost management. The results have been impressive: profit has increased by 85%and income by 26%; OEE has risen from 61% to 80%, and the organisation now has 50% more customers than in the previous year. The workforce also grew, and 11 of its 62staffarenowfullyengagedwithlean.ThesessionwillexplainwhythismanufacturerfromtheBalkanscallsitspeople“powerrangers”.

Steve Yorkstone Internal Consultant Sustainable Futures, Edinburgh Napier University UK

What’s Lean Got To Do With ItAnyone who has dealt with a university would probably agree that theHigherEducation(HE)isasectorripeforapplyingleanthinkinginorder to do what it does better. However, the very nature of the sector presents a challenge. As one HE Leader put it, universities essentially offer “trainingincynicism”.Stevehassuccessfullyrunkaizeneventsandledleanimplementations in a number of Universities. He will discuss the challenges of making higher education leaner, the root causes of these problems and the strategies we can use to overcome them. He will then relate that learningtoleaninanycontext.

Sarah Jury-Onen Lean Head of Profession DepartmentofWorkandPensions UK

Notes from a Long Lean JourneyThe implementation of lean thinking has been a massive challenge for the DepartmentofWorkandPensions(DWP),oneofthebiggestpublicsectororganisations in the UK. In this presentation Sarah will discuss their seven yearleanjourney,examiningthestrategicapproachanddeliverymodelof lean within an organisation of over 100,000 employees. The early days oftheirjourneywillbeexplained,leadingtothestrategy,integrationandleadershipapproachseenattheDWPtoday.SarahwillillustratehowtheyhavecreatedanenvironmentinmanyoftheDWPsiteswhere‘leanispartoftheireverydaywork”,andwillalsoshareherchallengesandareaswhichhave had varying degrees of success.

Graeme Shaw Head of Station Upgrades London Underground UK

London Underground’s ‘Lean Transformation Programme – The Relentless Pursuit of Waste’Over the last two years, London Underground has taken unprecedented steps to allow its staff to make business changing decisions; to be allowedtopracticeandexperiment.Theprocess,involvingeverylevelandspecialisation within this arm of London Underground, has had a dramatic effect, creating a paradigm shift that is often thought of as impossible. Graemeandhisteamwillexplainhowestablishedandseeminglysacredsystems were dismantled and reassembled as an overall systemic process that met common goals and will give an insight into the empowerment and enthusiasm that realised, deep within the public sector.

Joseph Ricciardelli CEO Tecla Consulting Serbia

Website: www.leanmj.com/annualconference Tel: 020 7401 6033 Email: events@sayonemedia.com

Speakers and Case Studies:

Andrew Lahy Vice President Global Logistic Solutions Panalpina World Transport Limited

Engaging Teams To Keep Products MovingApplying tools and techniques is the easy part of implementing lean. The real challenge is to engage the workforce and make lean a key part oftheorganisationalDNA.Inthispresentation,Panalpinawillshowhowits Logistics division is applying and adapting traditional manufacturing lean principles to engage its global workforce. The company takes a new approach to lean logistics, with a focus on inventory reduction and product dispositioning. Because at the end of the day, Logistics is about the constant flow of products, not storage. Things need to be moving – fast. Asset velocity is the key.

Alex Wells Head of Service Improvement & Excellence RoyalLiverpool&BroadgreenHospitals UK

Playing the long game, creating a Lean culture for careThis case study will illustrate how theatres and Hepatobiliary pathway at the trust has engaged with their lean programme and where a Lean culture is transforming the way in which they work.TheRoyalLiverpool&BroadgreenUniversityHospitalsNHSTrustembarkedontheirLeanjourneyoverfouryearsago.WhilsttheTrusthaveembraced Lean and successfully applied Lean principles to improve patient care,itisrecognisedthatthisisjustthebeginning.Therealchallengeahead is embedding a Lean culture across the whole organisation. Inthispresentation,AlexwillopenbygivingcontexttoTheRoyalLiverpool’scurrentLeanjourneyandhowusingLeantoolshasbenefittedthe organisation. An ongoing challenge however is creating sustainability byembeddingacultureofLeanratherthanjustusingLeanasatoolkittosolve problems.

Robin Smith Head of Privacy, Risk & Safety University Hospitals of Leicester UK

Improving Patient Care with Lean Health Informatics ToolsInformation is the currency of the modern healthcare organisation. Within the University Hospitals of Leicester health informatics has been introduced in order to deliver improvements in the flow of data, information and knowledge using people, process and technology via new lean techniques. This case study reviews the three key areas where leaner health informatics delivered real change. These were;The delivery of patient care; Information management; Information technology.

Ian Bradshaw F-35 Head of Assembly Operations BAE Systems UK

Policy Deployment at BAE SystemsAligning your company towards its goals is an essential element for a lean programme. In this presentation Ian will describe how the organisation’s goal of one fighter unit per day had to be communicated to all leaders andinvolveplanning,involvementandaccountabilityonanextremelywide ranging scale. Ian will illustrate how they had to move from poor communication across functions where targets and measures were often missed. Ian will illustrate the critical factors to engaging employees with thepolicydeployment,howtheyusedtheObjectives,Goals,StrategiesandMeasures(OGSM)methodandhowkeymeasuresofquality,costanddelivery were delivered.

Website: www.leanmj.com/annualconference Tel: 020 7401 6033 Email: events@sayonemedia.com

Day One Special Interest Workshop 11:00am to 12:30pm

Visual Leadership: The Five Structures that Focus and Drive Strategic Improvement Gwendolyn Galsworth President, Visual Thinking Inc, USA

Compelling, natural leaders are rare in any field, including business and industry where a flood of priorities compete for resources and attention. VisualLeadershipprovidesexecutiveswithapowerfulandhighly-visualframework for focusing and then driving key corporate outcomes. The result?Thatexecutivecansayyestothefewandwaittothemany—withoutsacrificing operational performance or the business case. Attend this session and learn about the synergy between the five core structuresofDr.Galsworth’sVisualLeadershipapproach:1) TheOperationsSystemImprovementTemplate;2) TheX-TypeMatrix;3) VisualMetrics(metricsthatdrive);4) TheVisualWarRoom;5) TheOperationsRoadMap.In their sum, these help busy leaders to find, focus, and drive corporate intent.

Workshops Day Two Special Interest Workshop 13:30 to 15:30

A3 Thinking To Support Lean Product Development Ahmed Al-Ashaab Senior Lecturer, Cranfield University, UK

Ahmediscurrentlyinvolvedinaprojectthatlooksatthesynergiesbetweenconcurrentengineering(QFD,DFM/DFA,FMEA,NPD/Imethodologies),leanproductdevelopment(leanthinking),knowledge-basedengineering(knowledgemanagementandmodelling,manufacturingprocessandresourcescapabilities),andalsocollaborativeproductdevelopment(knowledge-drivenweb-basedcollaborationandcollaborativeenvironments).This workshop will present the interesting study on lean product and process development that Ahmed’s team at Cranfield University is working onwithaconsortiumofEuropeanpartners,includingRolls-Royce,Indesit,Volkswagen A.G. and Visteon Engineering Services.

Website: www.leanmj.com/annualconference Tel: 020 7401 6033 Email: events@sayonemedia.com

Workshops The conference includes a number of hands on workshops included in the cost of the ticket. For the most up to date list of conference tickets please go to the conference website at www.leanmj.com/annualconference

Day Two Special Interest Workshop 13:30 to 15:30

“Time Compression” – The Heart of Lean Sarah Lethbridge LeanServicesManager,LeanEnterpriseResearchCentre Cardiff Business School

Taiichi Ohno, one of the key architects of the Toyota Production System, saidthatitwashisjobto‘turnrawmaterialsintocash,asquicklyaspossible’; therefore lead time reduction is at the heart of a lean approach. Thisinteractiveworkshopwillexplorehowdifferentorganisationshavefocused on reducing the lead time delivery of a product or service. The session will include a simulation which will demonstrate the benefits of lead time reduction and which can be easily used by participants to illustrate the power of lean within their own organisations. It will then begintoexploreallofthemanywaystotrytodecreaseleadtime.

Learning outcomes • Appreciateallofthemanyorganisationalbenefits of lead time reduction • Understandallofthedifferentwaysthatleanpractitioners categorise‘differenttypes’oftime • Understandwhichoperationsmanagementconcepts can help to reduce lead time • Recognisehowsomeoftheleantoolscanhelp us to properly understand lead time

Agenda DayOneTuesday 21st May 2013

08:15 Registrationtea/coffee

09:00 Chair welcome and announcements Jon Tudor, Head of Programmes, LMJ

09:05 Opening Address HowVolvoKeepsRolling:AGlobalImprovementCulturePoweredbytheVolvoProductionSystemby EblySanchez,DirectorVolvoProductionSystem,VolvoGroup

09:50 Morning Keynote MorningKeynote:AchievingManufacturingExcellenceAcrosstheGlobe Mauro Pino, Vice President – Vehicle Assembly Operations & Head of WCM, Chrysler Group

10:30 Morning tea/coffee break

11:00

11:45

12:30 Lunch and networking

13:30 Lunchtime KeynoteTrueTexasTale!HowtheCityofIrvingManagedtoStayUpinaDownEconomy Nancy Powell Bartlett, President, Bartlett Associates USA

14:20 Academic Keynote Lean: A Failed Theory for Public Services? ProfessorZoeRadnor,ProfessorofServiceOperationsManagement&ChairofBritishAcademyofManagement

14:45 Afternoon tea/coffee break

15:15

16:00

16:45 Afternoon Keynote Toyota’s Culture of Continuous Improvement TonyWallis,Director,ToyotaMaterialsHandlingUK

17:30 CloseDayOne

19:15 Sponsored Networking Dinner Alldelegates,speakersandVIPguestscanrelaxandnetworkintheLMJ’sAnnualDinner,casualdresswithfun,foodanddrink.

21:30 Close

Stream A Details to be confirmed shortly.

Please visit www.leanmj.com/annualconference

Stream B

Policy Deployment to Drive Change

Speaker to be confirmed BAE Systems

WorkshopVisual Leadership: The Five Structures That Focus and Drive Strategic Improvement

DrGwendolynGalsworth,President,VisualThinking Inc.

Engaging Teams to Keep Products Moving

Andrew Lahy, Vice President, Global Logistics Solutions, Panalpina World Transport Limited

What’s Lean got to do with it

Steven Yorkstone, Internal Consultant, Sustainable Futures, Edinburgh Napier University

Delegatestransferbetweenbreakouts

Stream A London Underground’s ‘Lean Transformation Programme - The Relentless Pursuit of Waste’

Graeme Shaw, Head of Station Upgrades, London Underground

Stream B

The Long Lean Journey

Sarah Jury-Onen, Lean Head of Profession, DepartmentofWorkandPensions

Ideas Exchange CafeKick-starting a lean programmer

Chair:RobertoPriolo,Editor,LMJ

Creating Serbian Power Rangers

SandraCadjenovic,CEO,SCGM(Serbia)JosephRicciardell,CEO,TeclaConsultingItalia

Details to be confirmed shortly.

Please visit www.leanmj.com/annualconference

Creating a Culture of CI in the Public Sector

Co-chairs:ProfessorZoeRadnor and Nancy Powell Bartlett,

Delegatestransferbetweenbreakouts

Website: www.leanmj.com/annualconference Tel: 020 7401 6033 Email: events@sayonemedia.com

08:15 Registrationtea/coffee

09:00 Chair welcome and announcements Jon Tudor, Head of Programmes, LMJ

09:10 Morning Keynote Leadership Processes For The Long Term RichardHolland,ManagingDirector,TBM,UK,India&SouthAfrica

09:55 LMJ Board Keynote Knowing The Why & How JacobAustad,Partner,LeanTeam(Denmark)

10:30 Morning tea/coffee break

11:00

11:45

12:30 Lunch and networking

13:30

15:30 Networking Break

15:45 Panel Debate A Culture of Continuous Improvement

16:30 CloseDayTwo

Agenda DayTwoWednesday 22nd May 2013

Stream A How Six Sigma Became Embedded in the Culture of Caterpillar

Tony Carr, Plant Manager Caterpillar

Stream B

Details to be confirmed shortly

RobinSmith Head of Privacy, University Hospital Leicester

Ideas Exchange CafeRemoving barriers and resistance in your lean journey

ChairRobertoPriolo,LMJEditor

Details to be confirmed shortly

Sarah Lethbridge Lean Services Manager LeanEnterpriseResearchCouncil, Cardiff University

“Playing the long game, creating a Lean culture for care”

AlexWells,InterimHeadofServiceImprovement&Excellence, RoyalLiverpool&BroadgreenHospital

Reward and Recognition Programmes

ChairRobertoPriolo,LMJEditor

Delegatestransferbetweenbreakouts

Afternoon Workshop

Afternoon Workshop

Afternoon Workshop

Personal Development to Impact Company Culture

Detailstobeconfirmed

A3 Thinking to Support Lean Product Development

Dr.AhmedAl-Ashaab,SeniorLecturer,Cranfield University

The Lean Coach

PeterWatkins,GlobalLeanDirector,GKN(TBC)

Website: www.leanmj.com/annualconference Tel: 020 7401 6033 Email: events@sayonemedia.com

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Booking Form

4th Annual LMJ ConferenceMay 21st to 22nd, 2013 The Hilton Metropole, Birmingham NEC

From Lean Tools to a Culture of Continuous Improvement

Early Bird Offer Register before Friday 26th April and save up to £365 per delegate

To register, call +44 (0) 20 7401 6033 Or visit www.leanmj.com/annualconference Email: j.tudor@sayonemedia.com

Discounts

Both Conference Ticket & Visual Thinking Seminar: 21 to 24 May

Visual Thinking Seminar: 23 & 24 May or 29 & 30 May

Conference Ticket: Both 21 & 22 May, includes 21st May Networking Dinner

Delegate fees Book and pay by 26th April

£545 +VAT

£595 +VAT

£1,025 +VAT

Standard Pricing

£695 +VAT

£695 +VAT

£1,295 +VAT

Discounts of Standard Pricing Only:Teams of 3-4: 35% Discount Teams of 5-6: 40% Discount Teams of 7 or more: 50% DiscountPublic Sector Discounts Available on Request.

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