www.leankonf.pl

DANIEL JONES

MARK REICH

MARK HAMEL

STEPHEN PARRY

IAN GLENDAY

MICHAEL BALLÉ

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10 CASE STUDIES e.g. LG Display, Shell, Lear Metals Europe

9 LEARNING SESSIONS e.g. Kaizen events vs. Daily Kaizen

4 WORKSHOPS e.g. Introduction to Lean Leadership for senior executives

fACTORY VISITS TO Toyota & Electrolux, General Motors

LEAN MANAGEMENTCONfERENCE

14TH

FOR MANUFACTURING AND SERVICES

Transforming companies into more effi cient organizations

Principal Conference Partner:

A practical guide – how to conduct effective process improvement workshops.

Mark Hamel

www.leankonf.plRegistration:

POLISH PREMIERE Of A BOOK

EACH PARTICIPANT WILL RECEIVEA COPY Of THE BOOK PUBLISHED IN POLISHAS A GIfT fROM THE ORGANIZERS

The approach presented in this book is consistent with the philosophy applied and distributed by Shingijutsu – international manufacturing consulting com-pany, founded by several former members of the team implementing the Toyota Production System, developed by Taiichi Ohno. The guidance may be used in two ways: at the corporate level – as a base to create and implement or improve Kaizen workshops standard in the organization and on a personal level – to develop motivated Kaizen practitioners.

PLENARY SESSIONS

16:15–17:00GKN DRIVELINE, Company culture change through continuous improvement Dr. Roman Dziuba – Managing Director of GKN Operations in Poland, Slovenia and Turkey, Grzegorz Wiśniewski – Plant Manager GKN Driveline in Oleśnica, Marusz Karolewski – Logistics Manager GKN Driveline in Oleśnica

17:00–17:15 Conference Closing | Prof. Tomasz Koch, Lean Enterprise Institute Polska

FACTORY VISITS

fACTORY VISIT 1 Factory visit to Toyota Motor Manufacturing Poland, Wałbrzych i Electrolux Poland, Świdnica

fACTORY VISIT 2 Factory visit to General Motors Manufacturing Poland

WORKSHOPS

8:00–16:00

Introduction to Lean Leadership for senior executives – workshop based on the method and experience of Lean Global Network | Mark Reich, Lean Enterprise Institute

Managing Kaizen events | Mark Hamel, KaizenFieldbook.com

Lean RfS (Repetitive Flexible Supply): putting the pieces together Ian Glenday, Repetitive Flexible Supply

Lean-Service Design and Route-Map Planning | Stephen Parry, Lloyd Parry

PLENARY SESSIONS

09:00–09:10 Conference opening | Prof. Tomasz Koch, Lean Enterprise Institute Polska

09:10–09:50Lessons learned from 25 years of Lean and the Future of LeanProf. Daniel Jones, Lean Enterprise Academy

09:50–10:30 What transformation do we seek? | Dr. Michael Ballé, Institut Lean France

10:30–11:00 COFFEE BREAK

11:00–11:40Lean transformation – kaizen perspective Mark Hamel, KaizenFieldbook.com

11:00–11:40

Creating the right work climate to engage managers and em-ployees in Lean Transformation | Stephen Parry, Lloyd Parry

11:40–12:20

How Toyota developed me to be a manager and then how I helped other companies through the Toyota Supplier Support Centre and the Lean Enterprise InstituteMark Reich, Lean Enterprise Institute

11:40–12:20

Report - Lean Management in service sector in Poland. Current status and new trends | Krzysztof Drozd, Dr. Remigiusz Horbal, Lean Enterprise Institute Polska

12:20–13:00

Poles and the Lean culture: reflections on Lean implementation projects in Poland Małgorzata Jakubik, Robert Kagan, Lean Enterprise institute Polska

12:20–13:00

Lean approach to involve managers in improvement activities | Mark Hamel, Kaizen-Fieldbook.com

13:00–14:00 LUNCH

LEARNING SESSIONS

14:00–17:00

Lean Challenges: Executive exchanges with Daniel Jones | Prof. Daniel Jones, Lean Enterprise Academy

Lead with respect | Dr. Michael Ballé, Institut Lean France

Kaizen events vs. Daily Kaizen | Mark Hamel, KaizenFieldbook.com

Effective Lean Transformation Model Built Upon Learning from Successes and Failures Mark Reich, Lean Enterprise Institute

Using Lean-Service thinking to address strategic and operational challenges, Stephen Parry | Lloyd Parry

Beyond process optimization – A3 and TWI methods to improve intellectual workDr. Remigiusz Horbal, Krzysztof Drozd, Lean Enterprise Institute Polska

17:00–18:00Meeting book’s authors | Prof. Daniel Jones, Dr. Michael Ballé, Mark HamelLean Enterprise Academy, Institut Lean France, KaizenFieldbook.com

19:00–22:00 GALA DINNER

LEARNING SESSIONS

09:00–12:00

Lean Challenges: Executive exchanges with Daniel JonesProf. Daniel Jones, Lean Enterprise Academy

Effective Lean Transformation Model Built Upon Learning from Successes and Failures | Mark Reich, Lean Enterprise Institute

Lean for a good start, or how a lean factory works | Andrzej Bielewski, Lean Enterprise Institute Polska

Effective audits or how to use daily auditing for continuous improvement of processes and people | Małgorzata Jakubik, Robert Kagan, Lean Enterprise Institute Polska

Conducting Kaikaku-type Kaizen Events to Achieve Strategic Improvement GoalsMark Hamel, KaizenFieldbook.com

Using Lean-Service thinking to address strategic and operational challenges Stephen Parry, Lloyd Parry

12:00–13:00 LUNCH

CASE STUDIES

13:00–13:45

TE CONNECTIVITY, Lean Transformation at TE Connectivity – a way to the business successRafał Radwański – Plant Manager, Sławomir Migała – Continuous Improvement Manager TEOA

KGHM POLSKA MIEDŹ O/ZWR, TPM is rather about changing behaviours then machine’s mainte-nance – 2-year experience at the Division of Ore Enrichment PlantsAndrzej Konieczny – General Manager, Mirosław Kidoń – Chief Foreman for Production, Deputy Head of Tools and Repair Department, Tomasz Kanikuła – Chief TPM Specialist

WNS GLOBAL SERVICES, Prevention system in invoice processing processes in shared services centres | Dorota Polak-Gilewska, WNS Poland Quality Leader

13:45–14:00 BREAK

14:00–14:45

LEAR METALS EUROPE, Creating standards and exchanging best practices – case study of Lear Metals Europe product group | Dave Walsh – Operations Director Metals Europe, Michał Prasał – Regional Continuous Improvement Manager Metals Europe

LG DISPLAY, 5S as a foundation of a stable TPM system | Maciej Wolak – Production Department Manager, Bartłomiej Kotlarski – Production Engineer, TPM Task, Mariusz Maczuga – Minmax Engineer, TPM Task

RBS (Royal Bank of Scotland Group), Sustaining the Lean culture | Dr. Jan Tokarski, Lean Sustainability & Practice Manager

14:45–15:00 BREAK

15:00–15:45

HARRIS CALORIFIC INTERNATIONAL, Creating continuous flow – manufacturing cell implementation in Harris Poland | Ireneusz Nowak – Operations Manager, Wiktor Straszak – Chief process engineer and Lean Coordinator

ORIFLAME PRODUCTS POLAND, Lean Management as a way to organisational improvement – case study of the Oriflame cosmetics plant | Maciej Płończyk – Group Manufacturing Supply Chain Director, Jarosław Hatowski – Deputy Manufacturing Director Oriflame Products Poland, Maciej Kuliński – Lean Coordinator Oriflame Products Poland

SHELL BUSINESS SERVICE CENTER, Lean Sigma efficiency project in Stock Recording and Reconciliation Process | Joanna Szadkowska – Continuous Improvement Centre Lead, Patrycja Chucherko –Operations Manager – Manage HC Inventory

15:45–16:15 BREAK

10 JUNE 2014 11 JUNE 2014 12 JUNE 2014

intended for companies’ presidents and directors

intendend for manufacturing

intendend for services

One of six to choose from. Break 10:15–10:45.

One of four workshops to choose from.Breaks: 9:30–10:00, 14:00–14:30, lunch: 11:30–12:30.

Factory visits are only available for participants of the first two days of the Conference. Busses departure in front of HASTON CITY HOTEL building at Irysowa Street 1-3 Wrocław. Guidance during factory visits is avaiable only in Polish.

One of six seminars to choose from. Brake 15:15–15:45.

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PlenaRy sessions

16:15–17:00GKn DRiVeline, Company culture change through continuous improvement Dr. Roman Dziuba – Managing Director of GKN Operations in Poland, Slovenia and Turkey, Grzegorz Wiśniewski – Plant Manager GKN Driveline in Oleśnica, Marusz Karolewski – Logistics Manager GKN Driveline in Oleśnica

17:00–17:15 Conference Closing | Prof. Tomasz Koch, Lean Enterprise Institute Polska

FaCToRy VisiTs

factory Visit 1 Factory visit to Toyota Motor Manufacturing Poland, Wałbrzych i electrolux Poland, Świdnica

factory Visit 2 Factory visit to General Motors Manufacturing Poland

WoRKsHoPs

8:00–16:00

introduction to lean leadership for senior executives – workshop based on the method and experience of lean Global network | Mark Reich, Lean Enterprise Institute

Managing Kaizen events | Mark Hamel, KaizenFieldbook.com

lean Rfs (Repetitive Flexible supply): putting the pieces together Ian Glenday, Repetitive Flexible Supply

lean-service Design and Route-Map Planning | Stephen Parry, Lloyd Parry

PlenaRy sessions

09:00–09:10 Conference opening | Prof. Tomasz Koch, Lean Enterprise Institute Polska

09:10–09:50lessons learned from 25 years of lean and the Future of leanProf. Daniel Jones, Lean Enterprise Academy

09:50–10:30 What transformation do we seek? | Dr. Michael Ballé, Institut Lean France

10:30–11:00 CoFFee bReaK

11:00–11:40lean transformation – kaizen perspective Mark Hamel, KaizenFieldbook.com

11:00–11:40

Creating the right work climate to engage managers and em-ployees in lean Transformation | Stephen Parry, Lloyd Parry

11:40–12:20

How Toyota developed me to be a manager and then how i helped other companies through the Toyota supplier support Centre and the lean enterprise instituteMark Reich, Lean Enterprise Institute

11:40–12:20

Report - lean Management in service sector in Poland. Current status and new trends | Krzysztof Drozd, Dr. Remigiusz Horbal, Lean Enterprise Institute Polska

12:20–13:00

Poles and the lean culture: reflections on lean implementation projects in Poland Małgorzata Jakubik, Robert Kagan, Lean Enterprise institute Polska

12:20–13:00

lean approach to involve managers in improvement activities | Mark Hamel, Kaizen-Fieldbook.com

13:00–14:00 lUnCH

leaRninG sessions

14:00–17:00

lean Challenges: executive exchanges with Daniel Jones | Prof. Daniel Jones, Lean Enterprise Academy

lead with respect | Dr. Michael Ballé, Institut Lean France

Kaizen events vs. Daily Kaizen | Mark Hamel, KaizenFieldbook.com

effective lean Transformation Model built Upon learning from successes and Failures Mark Reich, Lean Enterprise Institute

Using lean-service thinking to address strategic and operational challenges, stephen Parry | Lloyd Parry

beyond process optimization – a3 and TWi methods to improve intellectual workDr. Remigiusz Horbal, Krzysztof Drozd, Lean Enterprise Institute Polska

17:00–18:00Meeting book’s authors | Prof. Daniel Jones, Dr. Michael ballé, Mark HamelLean Enterprise Academy, Institut Lean France, KaizenFieldbook.com

19:00–22:00 Gala DinneR

leaRninG sessions

09:00–12:00

lean Challenges: executive exchanges with Daniel JonesProf. Daniel Jones, Lean Enterprise Academy

effective lean Transformation Model built Upon learning from successes and Failures | Mark Reich, Lean Enterprise Institute

lean for a good start, or how a lean factory works | Andrzej Bielewski, Lean Enterprise Institute Polska

effective audits or how to use daily auditing for continuous improvement of processes and people | Małgorzata Jakubik, Robert Kagan, Lean Enterprise Institute Polska

Conducting Kaikaku-type Kaizen events to achieve strategic improvement GoalsMark Hamel, KaizenFieldbook.com

Using lean-service thinking to address strategic and operational challenges Stephen Parry, Lloyd Parry

12:00–13:00 lUnCH

Case sTUDies

13:00–13:45

Te ConneCTiViTy, lean Transformation at Te Connectivity – a way to the business successRafał Radwański – Plant Manager, Sławomir Migała – Continuous Improvement Manager TEOA, Szymon Maciałek – Supply Chain Manager

KGHM PolsKa MieDŹ o/ZWR, TPM is rather about changing behaviours then machine’s mainte-nance – 2-year experience at the Division of ore enrichment PlantsAndrzej Konieczny – General Manager, Mirosław Kidoń – Chief Foreman for Production, Deputy Head of Tools and Repair Department, Tomasz Kanikuła – Chief TPM Specialist

Wns Global seRViCes, Prevention system in invoice processing processes in shared services centres | Dorota Polak-Gilewska, WNS Poland Quality Leader

13:45–14:00 bReaK

14:00–14:45

leaR MeTals eURoPe, Creating standards and exchanging best practices – case study of lear Metals europe product group | Dave Walsh – Operations Director Metals Europe, Michał Prasał – Regional Continuous Improvement Manager Metals Europe

lG DisPlay, 5s as a foundation of a stable TPM system | Maciej Wolak – Production Department Manager, Bartłomiej Kotlarski – Production Engineer, TPM Task, Mariusz Maczuga – Minmax Engineer, TPM Task

Rbs (Royal bank of scotland Group), sustaining the lean culture | Dr. Jan Tokarski, Lean Sustainability & Practice Manager

14:45–15:00 bReaK

15:00–15:45

HaRRis CaloRiFiC inTeRnaTional, Creating continuous flow – manufacturing cell implementation in Harris Poland | Ireneusz Nowak – Operations Manager, Wiktor Straszak – Chief process engineer and Lean Coordinator

oRiFlaMe PRoDUCTs PolanD, lean Management as a way to organisational improvement – case study of the oriflame cosmetics plant | Maciej Płończyk – Group Manufacturing Supply Chain Director, Jarosław Hatowski – Deputy Manufacturing Director Oriflame Products Poland, Maciej Kuliński – Lean Coordinator Oriflame Products Poland

sHell bUsiness seRViCe CenTeR, lean sigma efficiency project in stock Recording and Reconciliation Process | Joanna Szadkowska – Continuous Improvement Centre Lead, Patrycja Chucherko –Operations Manager – Manage HC Inventory

15:45–16:15 bReaK

10 JUne 2014 11 JUne 2014 12 JUne 2014

intended for companies’ presidents and directors

intendend for manufacturing

intendend for services

One of six to choose from. Break 10:15–10:45.

One of four workshops to choose from.Breaks: 9:30–10:00, 14:00–14:30, lunch: 11:30–12:30.

Factory visits are only available for participants of the first two days of the Conference. Busses departure in front of HASTON CITY HOTEL building at Irysowa Street 1-3 Wrocław. Guidance during factory visits is avaiable only in Polish.

One of six seminars to choose from. Brake 15:15–15:45.

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The International Lean Management Conference is organized every year since 2000. Thanks to cooperation with USA based Lean Enterprise Institute and UK based Lean Enterprise Academy, the most known world gurus in Lean Management are guests of the Conference year by year. About 400 persons participate at the Conference each year, and as much as 30% of them hold the positions such as president, vice-president or director at domestic and foreign production and services enterprises.

The Conference is considered the most professional Lean Management event in Central and Eastern Europe. It is also an unique opportunity to meet in one place many world and domestic experts and industry practitioners, advisors, authors and other prominent individuals dealing with the concept of Lean Management every day. Apart from presentations given by world class experts, real life examples of Lean implementation from enterprises and service organizations in Poland are presented, as well as factory visits and workshops are offered.

I am looking forward to hosting you at the Conference,Prof. Tomasz KochLean Enterprise Institute Polska

13th edition of the Conference attracted to Wrocław 400 participants

ABOUT THE CONfERENCE

fOR 14 YEARS THE MOST PROfESSIONAL LEAN MANAGEMENT CONfERENCE IN CENTRAL AND EASTERN EUROPE

SPECIAL GUEST SPEAKERS

Daniel Jones Michael BalléFounder and Chairman of the Lean Enterprise Academy in the U.K., Daniel Jones is a senior advisor to the Lean Enterprise Institute, management thought leader, and mentor on applying lean process thinking to every type of business. Jones advises organizations in different sectors on their lean transformations, helped establish the first company University in the UK at Unipart, wrote the UK Government’s Rethinking Construction report and Lean Thinking for the NHS. Jones was the European Director of MIT’s Future of the Automobile and International Motor Vehicle Programs. He is advisor to the European Efficient Consumer Response movement and editor of the International Commerce Review. Jones has also organized Lean Summit conferences in Europe. He is the author with James Womack of the influential and popular management books that describe the principles and practice of lean thinking in production, The Machine that Changed the World, and Lean Thinking: Banish Waste and Create Wealth in Your Organization, and the workbook Seeing the Whole Value Stream. Their book Lean Solutions: How Companies and Customers Can Create Value and Wealth Together extends these ideas to consumption, provision, and service delivery.

Michael is the co-author of two bestsellers, business novels of a Lean turnaround: “The Gold Mine” and: ”The Lean Manager”. Both novels received Shingo Research and Professional Publication Award. Michael is a Managing Partner at ESG Consultants. For the past fifteen years, he has studied Lean transformation helping companies develop a Lean culture. Michael coached executives in obtaining exceptional performance through using the Lean tools, principles and management attitudes in fields as diverse as manufacturing, healthcare and administrative processes. He worked for such companies as Renault, Faurecia, Alstom, BNP Paribas. He is a leading expert on lean transformation initiatives, and an engaging and colorful public speaker, experienced in running interactive workshops with large audiences. Michael is co-founder of the Projet Lean Entreprise and the Institut Lean France. He holds a doctorate from the Sorbonne.

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SPECIAL GUEST SPEAKERS

Stephen ParryMark Reich Ian GlendayMark HamelStephen Parry is an internationally recognised authority in the field of Lean Change Management, Operational Transformation and the development of Lean service enterprises. He has applied ‘Lean-Service’ principles to the design and operation of corporations in Europe, Japan, India, Australia, the Philippines and the USA. His work establishing Fujitsu Services has been defined “the Toyota of services”: as Toyota revolutionized the flow and delivery of products, materials and knowledge in manufacturing, Parry ‘s approach transformed the flow and the delivery of support, knowledge and innovation in services. His management approach was covered in the Harvard Business Review “Lean Consumption” by James Womack and Dan Jones and resulted in being awarded the “Best Customer Service Strategy” in the National Business Awards and European Service Centre of the Year “Best People Development Programme” and a personal award for “Innovation and Creativity”. He authored the book “Sense and Respond: The Journey to Customer Purpose” which outlined a new operating model for organisations based on the principles of the Lean movement.

Highly accomplished executive with broad international experience in global Japanese automotive company including extensive experience in Japan and North America working for TSSC (Toyota Supplier Support Center), Corporate Strategy, Production Control, and Product Planning. Mark has a practical experience in implementing the Toyota Production System in various industries including automotive, food, furniture, healthcare, and others that achieved significant gains in productivity and quality and reductions in inventory.During 23 years at Toyota, Reich held a number of posts. He was assistant general manager of the corporate strategy division where he managed and implemented Toyota’s North American strategic (hoshin) process, designed jointly with Toyota’s Japan headquarters. He launched efforts to strengthen Toyota Way principles in administrative areas in North America, and facilitated the integration of its design and manufacturing organizations. Mark is now Director of Strategy and Operations at Lean Enterprise Institute. He is fluent in written and spoken Japanese.

Ian started his lean journey as a micro-biologist running a fermentation plant producing enzymes, where he first began developing Lean/RFS concepts and principles for application in process industries. After time out to gain an MBA from Bradford Business School he joined Reckitt & Colman. He led an MRPII project to class “A” status in their pharmaceutical division. He then moved to the house-hold and toiletries division where he was responsible for initiating and implementing a pan-European supply chain strategy based on the lean concept of “every product every interval”. He then became Head of Policy Deployment at Colman’s of Norwich where substantial increases in sales per employee, market share and profit margins were achieved by applying Lean Thinking across the whole company. More recently Ian has been working with companies as an independent Lean coach and sensei. His approach to applying lean in many types of industries, including chemicals, paints, pharmaceuticals, grocery, food and drinks, is refreshingly different, instructive and always entertaining. Ian has written two books on Lean: “Breaking through to flow” in 2009 and in 2013 “Lean/RFS: putting the pieces together”. Both books have won the prestigious Shingo Research and Professional Publication Award.

Mark brings experience gained from a successful 20-year career in industry and almost a decade as a lean implementation coach. He has played a transformative role in lean implementations across a broad range of industries including aerospace and defense, automotive, building products, business services, chemical, durable goods, electronics, insurance, healthcare and transportation. Mark has successfully coached lean leaders and associates at both the strategic and tactical level. He has facilitated many hundreds of kaizen events and conducted numerous training sessions and workshops.He is dual APICS certified in production and inventory management (CPIM) and integrated resource management (CIRM). Mark is also a national Shingo Prize examiner, has helped develop exam questions for the AME/SME/Shingo Lean Certification, and is Juran certified as a Six Sigma Black Belt.Mark authored the Society of Manufacturing Engineers published book, Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events, which Polish edition will be launched at this year’s Lean Management Conference.be launched at this year’s Lean Management Conference.

have won the prestigious Shingo Research and Professional Publication Award.have won the prestigious Shingo Research and Professional Publication Award.have won the prestigious Shingo Research and Professional Publication Award.

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LEARNING SESSIONS

Kaizen events vs. daily Kaizen

Effective Lean transformation

Lean for a good start, or how a lean factory works

Effective audits or how to use daily audit-ing for continuous improvement of proc-esses and people

Speaker:Mark Hamel

Speaker:Mark Reich

Speaker:Andrzej Bielewski

We at LEI believe that there are 5 essential questions that any organization must be able to clearly answer to ensure that its lean trans-formation is successful. These questions are:1. What is our purpose, what value to cre-

ate – our True North – or what problem are we trying to solve?

2. How do we improve the actual work?3. How do we develop the people?4. What management system and what

leadership behaviors are required?5. What basic thinking or assumptions un-

derlie this transformation?Many organizations struggle to answer these basic questions. LEI believes that depending on how we answer these questions and how we transform the organization based on these 5 questions, will determine the success or failure of the lean transformation. In the process of working with Toyota and LEI, Mark has had the opportunity to support the lean transformation of many organizations, recently GE and Herman Miller. Based on those experiences Mark will be discussing the common failure modes of a lean trans-formation.

This session explains the next steps which have to be undertaken after value stream mapping. The main elements of the Lean Manufacturing concept, which contributes to radical improvements, will be described:• continuous flow cells and lines,• pull system based on kanban signals,• standardized work,• Lean material handling organization,• frequent deliveries, etc.The interaction between these elements is analyzed as well as their influence on the effectiveness of the whole value stream. The practical directions on how to imple-ment the subsequent elements of the Lean system will be given. All problems are explained using the simulated manufac-turing company.

Audits are indispensable when it comes to sustaining Lean environment and develop processes and people. However, it is dan-gerously easy, if you are not careful with how you run them, for audits to deviate to-wards rigid checks that scare all employees to death and make them “paint the grass green”. During the session we will therefore focus on the design of the good auditing process, on who should audit, how often, how long an audit should take, just to men-tion a few of the key topics.Participants will also have a chance to study examples of good audit sheets, evaluation scales and visual management tools sup-porting effective post-audits process. One of the essential focus areas during the session will be the role of the audits in the develop-ment of people involved in the activity, both those who audit and those whose processes are being audited.

Principle driven kaizen, the trans-formative combination of kaizen events and daily kaizen, represents the True North of continuous im-provement. If that’s the case, why do so many organizations choose one exclusively over another? Aren’t they missing out?During this breakout session, we will explore the similarities of and differ-ences between pure event delivered kaizen and its daily kaizen counter-part, their inherent cultural and tech-nical advantages and challenges and, most importantly, how to pragmati-cally transition your organization so that it can leverage both effectively.

A special program for manufacturing

model built upon learning from successes and failures

Lean Challenges:

Lead with respect

Speaker:Daniel Jones

Speaker:Michael Ballé

What is specifically lean about lean leadership? Lean management guru Michael Ballé will share the learning journey of a CEO who transformed his company as he transformed himself, learning the key skills of leading with respect: 1) leading from the ground up, 2) the discipline of action-learn-ing, 3) Intensifying collaboration and 4) engaging every employee in the joy of creation. This real-life business case will give you a radically new in-sight on what exactly is a lean system, and how get hard results from people engagement.

Prof. Daniel Jones is the greatest au-thority in Lean Management. He will lead an interactive session for senior ex-ecutives – group discussions, dialogue and forum debate. A good deal of time will be spent on answering questions. The session motto is: What have we learnt about key Lean challenges? Four topics will be subject of special focus:• Deciding where you are going –

Hoshin planning• Diagnosing where to act – analyzing

your value streams• Building the capabilities to act – line

management• Creating innovative solutions for the

web era.Initial summary regarding those topics will be followed by round table discus-sions and action planning.

A special program for companies’ presidents and directors

Executive exchanges with Daniel Jones

Speaker:Małgorzata Jakubik,Robert Kagan

10 JUNE14:00–17:00

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CASE STUDIES

Using lean-service thinking to address strategic and opera-tional challenges

Beyond process opti-mization –A3 and TWI methods to improve intellectual work

Conducting kaikaku-type Kaizen events to achieve strategic improvement goals

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11 JUNE

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11 JUNE09:00–12:00

Many kaizen events, rather than facili-tating small incremental improvement as the name “kaizen” infers, drive radi-cal improvement (kaikaku). As long as the improvements are pulled by what matters to the organization (and stra-tegic goals), done with people and not to people, and the culture and lean management systems are in place to ensure sustainability, this is a very good thing! So, what are the basic principles and approaches to leverage high impact kaikaku events? During this session, we will explore those very things, discuss the role of lean leaders and share some success stories.

What to do when typical process optimi-zation is not enough, because does not result in any improvement ideas or all the improvement options are related to costly IT investment? What to do when our processes are variable, complex and key problems are caused by external rea-sons? During this break out session we will present on few concrete examples, how to use TWI and A3 methods (which are very effective but still not recognized in many service companies) to improve such processes. What is interesting the scenario of implementation of the both methods assumes important role of lead-ers and managers. In this way it is possi-ble to significantly increase engagement of middle management in improvement activities.

The purpose of this session is to provide delegates with a foundation in theory and significant case-study insight into how Lean-Service principles can be in-troduced successfully into pure service organisations and office environments using the practical application of several key Lean-Service methods.To do that we need to understand:• The difference between Lean in manu-

facturing and Lean in services.• How to use Lean to address business

strategic challenges and day-to-day operating challenges.

• How to rethink goals, targets and measurement systems from the cus-tomers’ perspective.

• Overview of typical Lean service methods and approaches for people development, work design, process improvement, customer engagement and continuous improvement.

• What will be required from top man-agement, middle management, im-provement experts, and most impor-tantly, staff.

A special program for services

Speaker:Stephen Parry

Speaker:Krzysztof Drozd,Remigiusz Horbal Speaker:

Mark Hamel

LEARNING SESSIONS

Lean Transformation at TE Connectivity – a way to the business success

TPM is rather about changing behaviours then machine’s main-tenance – 2-year expe-rience at the Division of Ore Enrichment Plants

Prevention system in invoice processing processes in shared services centres

This session will discuss the way the TE Connectivity plant in Bydgoszcz achieved the business success thanks to the continuous improvement pro-gram TEOA (TE Operating Advantage). Following issues will be covered: the resources needed to implement and sustain TEOA, business problems which were the obstacles to that program and the connection between TEOA and the key customers. The KPIs improvement as well as other plant’s and company’s achievements will be presented. Last but not least the list of current initiatives taken to implement Lean culture and plans for the future will be named.

Problems with machines, breakdowns, unexpected stoppages seriously en-danger the continuity of the production process in every production plant. Prac-tice has shown that reliable and steadily working machines build a base of each production system. However, it does not always have to mean investments in new equipment. The management of the Ore Enrich-ment Plants Division decided in 2012 to change the organisation of machine maintenance processes and implement TPM (Total Productive Maintenance).TPM is a machines and equipment maintenance made by the operators and maintenance specialists. In practice it means that operators take the main responsibility for machines’ operation instead of being passive recipients of services provided by maintenance de-partment staff. If there is no change in behaviors, there will be no chance for efficient TPM implementation. Mainte-nance itself is not enough…

The early error detection system for double payments established in WNS will be pre-sented during this session. The problem with double payments is very common not only in BPO/SSC businesses but also in all companies processing big amounts of invoices. BPO sector is characterised by big amount of orders, frequent interac-tions with the customers and unexpected fluctuations in orders amount. The error detection process designed by WNS integrated with an automated tool enables the early detection and control of an error to prevent it from getting into the stage which would cause customer com-plaint. The concept development process and problems that WNS was faced with before the stabilisation was achieved will be discussed.

Speaker:Rafał Radwański – Plant ManagerSławomir Migała – Continuous Improve-ment Manager TEOASzymon Maciałek – Kierownik Łańcucha Dostaw

Speaker:Andrzej Konieczny – General ManagerMirosław Kidoń – Chief Foreman for Production, Deputy Head of Tools and Repair DepartmentTomasz Kanikuła – Chief TPM Specialist

Speaker:Dorota Polak-Gilewska – WNS Poland Quality Leader

PL PLPLEN EN

EN

Logos presented for demonstration purposes. Partner companies are their sole legal owners.

11 JUNE 11 JUNE11 JUNE13:00–13:45 13:00–13:4513:00–13:45

PL PL PLEN EN EN

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Logos presented for demonstration purposes. Partner companies are their sole legal owners.

CASE STUDIES

Creating continuous flow – manufacturing cell implementation in Harris Poland

Lean Management as a way to organisational improvement – case study of the Oriflame cosmetics plant

Lean Sigma efficiency project in Stock Recording and Reconciliation Process

This session will be devoted to the issue of changing a batch production into one-piece flow in U-shaped cells. There were 10 cells created in the plant during one year. They are highly flexible and produc-tive and allowed to achieve outstanding level of ergonomics, safety and quality. Floor space reductions up to 65% con-vinced everybody that one-piece flow is the best method to avoid plant exten-sion or bearing the high costs of leas-ing manufacturing space. The inventory reduction up to 70% allowed the plant to reach the corporation’s leaders level. Knowledge and experience gained as well employees’ involvement increase cannot be overestimated. That was the best investment in human capital in such a short time. The results achieved and enthusiasm gained during that project drive the next improvements of the value stream nowadays.

Oriflame Products Poland Sp. z o.o. as a one of the first plants within Oriflame group decided in 2008 to implement Lean Manufacturing tools with the goal of increasing the efficiency. The project gathered the momentum and changed its scope over the years. Presentation will summarize experiences gathered during the last 6 years beginning with choosing the implementation meth-od, throughout successes and disappoint-ments, until the current state. Elements of the general concept as well examples of practical solutions applied in the value stream will be discussed. Such topics like change management, challenge of sus-taining the achieved results and creating the Lean culture in the organisation will be brought up as well. The presentation will be enriched with practical comments by employees involved in different stages of the project.

This presentation will show a Lean Six Sigma Black Belt project, delivered in Shell Business Services Center in Krakow. The project was concerning Shell global hydrocarbon stock inven-tory, and in particular stock reconcilia-tion process. The project focus was on transactional controls. Those controls are performed by staff in four locations (Krakow, Glasgow, Kuala Lumpur and Manila) for all kinds of oil products Shell has on stock across the globe. As part of the project work of about 100 people was measured and analyzed. With this data, it was possible to prove, that the process under consideration includes several non-value adding control steps and other activities, as well as reworks, which could have been eliminated. The project explained to stakeholders, why “standard process” is not standard across all countries, and what can be done to align it.

Speaker:Ireneusz Nowak – Operations ManagerWiktor Straszak – Chief process engineer and Lean Coordinator

Speaker:Maciej Płończyk – Group Manufacturing Supply Chain DirectorJarosław Hatowski – Deputy Manufactu-ring Director Oriflame Products PolandMaciej Kuliński – Lean Coordinator Oriflame Products Poland

Speaker:Patrycja Chucherko – Operations Mana-ger – Manage HC InventoryJoanna Szadkowska – Continuous Improvement Centre Lead

11 JUNE 11 JUNE11 JUNE15:00–15:45 15:00–15:4515:00–15:45

Creating standards and exchanging best practices – case study of Lear Metals Europe product group

5S as a foundation of a stable TPM system

Sustaining the Lean culture

The aim of the sesion is to present the system of creating the common stand-ards and exchanging experience within a group of 5 plant of one product group. The plants vary very much as far as cul-ture and Lean experience is concerned – ranging from 1 year (Legnica) to even several dozens of years (Rietberg). That offers a wide range of opportunities for the group to promote and implement proven solutions in new locations (e.g. TPM, standardized work). On the other hand that kind of cooperation motivates the more experienced plants to further development by promoting systems that operate successfully in “younger” plants (e.g. milk run).

This session will describe the TPM im-plementation steps at Polish plant of LG Display. Numerous films and photos will be used to illustrate activities that created solid foundation of an effective TPM sys-tem. The speakers will provide a detailed description of all the actions related to TPM workshops, machines’ cleaning and dirt sources elimination. The special attention will be paid to the development of operators involvement in creating the Failure Notification System, Autonomous Maintenance instructions and in pursuing the maintenance standards in daily work. The integration of both 5S and TPM sys-tems through performing the joined audit will be discussed as well. The presentation will be closed with a short report from the TPM Festival in South Korea, where the employees from Polish LG Display plant presented their best practice examples.

As many world-wide banks RBS has un-dertaken far-reaching changes over the past few years. Introduction of new ways of working following Lean principles to our branches, service centres and global headquarter has brought the entire or-ganization substantial financial benefits. The same was in Warsaw Hub, where a number of Lean deployments have been done in areas as different as Operations and Finance. To sustain the changes in-troduced it was decided to build a Lean Sustainability framework. This meant e.g. deciding on whether Sustainability should be a separate function or should be embed-ded in BAU (Business As Usual), creating a network of Local Lean Change Agents, introducing visual management principles among senior stakeholders to create a ‘pull’ of Lean behaviours, introducing RCPS (root cause problem solving) sessions as a standard of solving issues or performing Post-Implementation Reviews aiming at giving the business recommendations on their Lean journey.

Speaker:Dave Walsh – Operations Director Metals EuropeMichał Prasał – Regional Continuous Improvement Manager Metals Europe

Speaker:Maciej Wolak – Production Department Manager Bartłomiej Kotlarski – Production Engineer, TPM TaskMariusz Maczuga – Minmax Engineer, TPM Task

Speaker:Jan Tokarski – Lean Sustainability & Practice Manager

11 JUNE 11 JUNE11 JUNE14:00–14:45 14:00–14:4514:00–14:45

PL PL PLPL PL PL EN EN ENEN EN EN

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WORKSHOPS

12 JUNE

12 JUNE

12 JUNE

12 JUNE

Speaker: Mark ReichHour: 8:00–16:00Language version: English

Speaker: Ian GlendayHour: 8:00–16:00Language version: Polish, English

Speaker: Mark HamelHour: 8:00–16:00Language version: Polish, English

Speaker: Stephen ParryHour: 8:00–16:00Language version: Polish, English

Introduction to lean leadership for senior executives – workshop based on the method and experience of Lean Global Network

Lean RfS (Repetitive flexible Supply): putting the pieces together

Managing Kaizen events

Lean-service design and route-map planning

IntroductionThe role of leadership is key to maximising the benefits of applying and sustaining Lean to help solve business

problems. The wider network of Lean Institutes around the world (the Lean Global Network) has been engaged in researching and codifying the key characteristics leaders need to achieve this.

ObjectivesThe purpose of this workshop is to help leaders develop organisational and individual capabilities to sustain and

expand Lean transformation. The workshop is designed to:• Articulate and engage leaders in understanding the fundamentals of Lean thinking and Lean transformation

process, and their role in taking an organisation to the next level of performance.• Engage leaders in thinking about their business problem situation and their role in addressing it.Workshop BenefitsThrough instruction, small group discussions and exercises, the workshop participants will:• Reflect on their organisation’s efforts to implement Lean.• Understand the nature of Lean as a methodology of problem solving that helps organisations learn and develop

capabilities for growth and improvement.• Identify gaps between the current state of the organisation and the desired state.• Reflect on their own individual efforts to implement Lean.• Understand the key roles, mindsets, behaviours and assumptions of Lean leaders that support the development

of a sustainable culture of problem solving.• Identify gaps between the current roles, mindsets, behaviours and assumptions and those of a Lean leader.• Review those gaps (both at the organisational and individual levels) and develop a plan to close the gaps identified.

Based on the 2014 Shingo Research Award book written by Ian Glenday, RfS Ltd and Rick Sather, VP Customer Supply Chain, Kimberly-Clark USA.Many see the prime focus of the Toyota Production System (TPS), or lean, as eliminating waste. Eliminating waste is a consequence of the original TPS foundation which was heijunka also referred to as flow. The workshop will explain how flow logic consists of a series of five steps. Most Lean teaching only focuses on the latter two steps missing out the essential first three steps. The aim of these steps was to create a stable repeating fixed schedule that Toyota originally called patterned production. This gave the foundation for a truly sustainable continuous improvement cul-ture. This process is, however, both counter-intuitive and flies in the face of conventional wisdom on how to improve performance – just two of the reasons it is not more widely understood or applied.

As demonstrated by companies such as Wiremold and Danaher, effective kaizen events are often a prerequisite for a successful lean transformation. They drive momentum, organizational learning and engagement, along with sus-tainable, step function improvements. The systemic use of kaizen events helps establish an organization’s techni-cal and cultural foundation for daily kaizen activities. In this one day workshop, participants will learn how to:

• Ensure that kaizen events are „pulled” by what matters to the organization• Effectively pre-plan kaizen events• Execute the event itself, following a standardized kaizen event sequence and applying proven work strategies,

tools, and techniques• Sustain kaizen gains through rigorous post-event follow-through and leader standard work

Changing technologies, service models and competitive landscapes are today’s normal business challenges. How-ever, few have the ability to adapt let alone exploit these changing circumstances because of their traditional cultural approaches to management, measurement and people development.We need to ensure all departments are aligned to the real needs of customers and enable customer value to flow seamlessly from product design, marketing, sales, production right through to customer support.To do that we need to understand:• Why today’s service models do not support the modern customer.• How to align all our business departments with customers’ needs.• How to rethink goals, targets, job roles and measurement systems.• Why management and leadership need a new perspective.• How to develop end-to end transparency and top to bottom trust.

The workshop will also feature facilitated debates:• Why management and leadership need to create a different work-climate.• Case Studies: How and where do you start?

A special program for companies’ presidents and directors

A special program for manufacturing

A special program for services

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fACTORY VISITS

factory visit to Toyota Motor Manufacturing Poland, Wałbrzych i Electrolux Poland, Świdnica

factory visit to General Motors Manufacturing Poland

Bus departurein front ofHASTON CITYHOTEL buildingat Irysowa Street1–3 Wrocław

Bus departurein front ofHASTON CITYHOTEL buildingat Irysowa Street1–3 Wrocław

Toyota plant in Wałbrzych manufactures manual transmissions for Auris, Avensis, Corolla, and Aygo, multi-mode transmission M-MT for Aygo as well 1.0-litre gasoline engines for Aygo and Yaris. The production capacity of the plant in Wałbrzych makes TMMP Toyota’s largest unit production facility outside Japan. Electrolux plant in Świdnica produces freestanding and built-in gas, gas / electric and electric cookers. The line of products includes cookers with induction, vitroceramic and ceramic cook-tops as well as cookers with double ovens. The products from Świdnica are made mainly for domestic and European markets.

The GMMP plant is owned by Opel / Vauxhall – European part of General Motors and specializes in the production of the Astra model line and Cascada cabriolet. 15 years of experience in the production of cars, care for the environment and commitment to developing a competent team have been recognized with many awards, among which one is The Minister of the Environment Award.

12 JUNE

12 JUNE

FACTORY VISIT 1

FACTORY VISIT 2

CONfERENCE fEE

12JUNE 2014

WORKSHOPS Fee for participants of the entire Conference

Persons not taking part in the first two Conference days

Introduction to Lean Leadership for senior executives – workshop based on the method and experience of Lean Global NetworkMark Reich

1800 PLN + 23% VAT

2800 PLN + 23% VAT

Managing Kaizen eventsMark Hamel

1800 PLN + 23% VAT

2800 PLN + 23% VAT

Lean RfS (Repetitive Flexible Supply): putting the pieces togetherIan Glenday

1800 PLN + 23% VAT

2800 PLN + 23% VAT

Lean-Service Design and Route-Map Planning.Stephen Parry

1800 PLN + 23% VAT

2800 PLN + 23% VAT

FACTORY VISITS Fee for participants the entire Conference

Toyota Motor Manufacturing Poland, Wałbrzych i Electrolux, Świdnica

650 PLN + 23% VAT

General Motors Manufacturing Poland, Gliwice

650 PLN + 23% VAT

10, 11 JUNE 2014

PLENARY SESSION, SEMINARS, CASE STUDIES

Early registration fee Upon registration until 10.04.2014

Regular Conference fee upon registration after 10.04.2014

First participant from company 3200 PLN + 23% VAT

3600 PLN + 23% VAT

Second participant from the same company

3000 PLN + 23% VAT

3400 PLN + 23% VAT

Third and more participants from the same company

2800 PLN + 23% VAT

3200 PLN + 23% VAT

SELECTED DAY Participation in only one conference day 2000 PLN + 23% VAT

Factory visits are only available for participants of the first two days of the Conference.The fee for the factory visits organized during the Conference covers only and exclusively the costs incurred on organization of these visits (transport, meals). The conference fee for consultants is 25% higher than the listed prices.In exceptional cases organizers reserve the right to refuse registration without giving any reasons.

Logos presented for demonstration purposes. Partner companies are their sole legal owners.

Register before April 10th and pay lower fee!

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REGISTRATION

Confirmation of initial registration through payment of the Conference fee. Only payment of the Conference fee guarantees availability of chosen seminars, workshops and factory visits and it is a condition for participation in the Conference. After the payment is made you will receive an advance invoice.

Registration consist of two steps:

The payment should be transferred to the following bank account:Lean Enterprise Institute Polska Sp. z o.o., Raiffeisen Bank 16 O. WrocławPL94 1750 1064 0000 0000 2011 7238, SWIFT: RCBWPLPWReference: 14th Conference

Additional informationConference languages are Polish and English. Cancelation of participation needs to be submitted to organizers until 31. May 2014 in writing (konferencja@lean.org.pl). If the registration is cancelled, handling fee of 250 PLN net will be charged. There will be no refunds if a cancellations is made after 31. May 2014. . However, in justified cases you can offer another person in your place.

Conference PlaceHASTON CONGRESS CENTER at Haston City HotelIrysowa Street 1-3, 51-117 WrocławPhone: +48 (71) 322 55 00Room reservation: mstachowicz@haston.plwww.haston.pl

The password “Lean Conference” entitles to discount on rooms prices for the Conference participants in the following hotels:

Haston City Hotel **** +48 71 322 55 00 Diament **** +48 71 735 03 50 Qubus Hotel Wrocław **** +48 71 797 98 00 Scandic Wrocław **** +48 71 787 00 00 Wrocław Hotel Park Plaza **** +48 71 320 84 00

A list of additional hotels in Wroclaw available on: www.booking.comLEI Polska does not guarantee room availability in above listed hotels.

Registration of the company and participants on www.leankonf.plConfirmation of initial registration will be e-mailed immediately after registration.

Initial registration

Guaranteed registration

STEp 1

STEp 2Marta SzymańskaConference Officertel. +48 71 707 09 71mobile +48 505 978 789konferencja@lean.org.pl

www.lean.org.pl

Lean Enterprise Institute Polska Sp. z o.o.Muchoborska Street 18, 54-424 Wrocławtel. +48 71 798 57 33, fax +48 71 798 57 34info@lean.org.plwww.leankonf.pl

CONTACT:

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