Vienna, Austria | May 24-25, 2018 - S A Partners · OE / CI Deployment Lead Shell Sanchay Roy, NL...

John Quirke, IEPartner & Global Lifescience Sector LeadS A Partners

Jeremy Pullen, USChief Executive OfficerPōlōdis

Martin Kunze, DEHead of Process Excellence Linde Global Services

Dr. Karsten Eller, DE Chief Operating Officer Beckers Group

Dr. Konrad Brueggemann, NLSenior VP Operations & Responsible Care Royal DSM

Prof. Dr. -Ing. Thomas Knothe, DEHead of Department Business Process & Factory ManagementFraunhofer IPK Berlin

Bruno Tertrais, FR3M EMEA Lean Manager3M

Matthew Stone, UK Former Product Management Director - OffshoreBaker Hughes

Ýr Gunnarsdóttir, NL OE / CI Deployment Lead Shell

Sanchay Roy, NL GM Continuous Improvement, Projects and Technology Shell

Antonio Valero, ESPresident of FEIQUE, Spanish Chemical Industry Federation / General Manager Dow Chemical Iberica

Dr. Michael Mödler, CHDirector D2E & LPB AcademyLonza Pharma & Biotech

S P O N S O R S L O T S AVA I L A B L E

• Lean and OpEx strategies in manufacturing• Continuous improvement: How to make it work• Positioning continuous improvement to act as a key enabler for

business performance and outcome• True employee engagement through system-based learning organisation• Changing the performance paradigm in operations:

Reducing errors while increasing throughput• Inventory reductions in complex systems: Example coatings• Speed up flow to better serve customers. Moving value to customers

to augment the improvement journey

• Maintaining operational agility in process manufacturing: Dealing with bottlenecks and plant alignments after M&As

• Reviving the European process manufacturing industry: Successful restructuring case studies

• Adjusting the organisational culture to the ongoing digital transformation• Fast prototyping for transformation into intelligent manufacturing• Digitising the plant: Guidelines for different digital maturity stages• Optimising processes by setting up a suitable process control architecture • DevSecOps and IoT – Seizing the opportunity for

regulated and secure hardware

Vienna, Austria | May 24-25, 2018

Key Practical Learning Points of the Summit:

Key Speakers:

2018 Vonlanthen Global Conferences and Summit s.r.o. All Rights Reserved

http://vonlanthengroup.com/en/events/operational-strategies-in-process-manufacturing-summit.html

Vonlanthen Group of Companies is made for innovative and senior business leaders focused on confronting challenges and seizing opportunities. We conduct extensive research and connect deal-makers and risk-takers across Europe and emerging markets to help propel companies to the next level. Our conferences, events and training schemes are designed for senior decision-makers working at the top of their industries with cutting-edge strategies, products, processes and technologies.Vonlanthen Group of Companies is the natural home forcompanies always on the lookout for opportunities, always searching for the next deal, and always with an eye on the competition.

About Us

• Manufacturing• Operations• Production• Process Management• Performance Management• Continuous Improvement• Operational Excellence• Engineering• Lean• Six Sigma• Plant• Risk and Safety

• Quality• Compliance• Supply Chain• Organisational Development• M&A• Leadership and Culture• Asset Management• Digitalisation• Automation• Knowledge Management• IT

Chief Executives, Directors, Vice Presidents, Department Heads, Leaders, and Managers specialising in:

Who Should Attend:

Vonlanthen Group is bringing you an exclusive knowl-edge-sharing platform dedicated to operations management for manufacturing leaders. By synthesizing different facets of this area, this conference will combine proven strategic approaches and measurements for optimising performance and streamlining operations across the manufacturing industry. This interactive industry meeting will be concluded by engaging exchanges amongst executives of a multitude of different sized manufacturing enterprises. We would be honoured if you could join us for this impera-tive discussion on how to stay lean and competitive in pro-cess manufacturing!

The ‘Operational Strategies in Process Manufac-turing Summit’, scheduled for May 24th-25th, 2018, will be reflecting on the challenges in the process industry.

AVA I L A B L E N O W


Sponsor Slots:


• Ambition• Overcoming the hurdles• The stamina to sustain the program• Required mindset and behaviors• Enhanced inclusion and engagement as a result

Dr. Konrad BrueggemannSenior VP Operations & Responsible Care Royal DSM

Continuous Improvement: How to make it workCASE STUDY09:10

APPLYING LEAN AND OPEX LEADERSHIP PRINCIPALS IN THE PROCESS INDUSTRY

An innovative approach to maximize networking capabilities through two minute periods, where delegates can meet their peers and exchange business cards before rotating to the next company representativeSPEED NETWORKING:09:50

• This session will touch upon how CI can drive Operational Excel-lence ways of working in times of ‘calm and crisis’, to make positive changes in a deeply rooted culture and ways of working

• The foundation needed to put the business value ‘stake in the ground’ through a credible approach and business partnerships

• Integrating the right elements to make CI fit for purpose with focus on leadership, business priorities, front line, purposeful development of people, engagement and communication

• Diversions can be used by some as an excuse to ‘just do it – no time to think about this CI stuff’ or as an opportunity to act fast to deliver safe, focused, controlled and aligned results

• Breaking the paradigm of ‘we are already the top quartile’. Who do you benchmark for performance?

• How a pragmatic roll out and use of CI principles and approaches can establish a fit for purpose ways of working and a culture of collabora-tion to drive competitive advantage through relentless business focus

Positioning Continuous Improvement (CI) to act as a key enabler for business performance and outcome

Ýr Gunnarsdóttir OE / CI Deployment Lead Shell

Sanchay Roy GM Continuous Improvement, Projects and Technology Shell

WORKSHOP10:30

MORNING COFFEE AND NETWORKING BREAK11:30

• What we as a business need to be good at and why• The skills we need our people to be good at• Engaging employees in their individual learning journey

John QuirkePartner & Global Lifescience Sector LeadS A Partners

True employee engagement through a system-based learning organisation

CASE STUDY12:00

BUSINESS LUNCH12:40

• Integrating human performance principles in global organizations• Managing the risk of human error• Agility as a success factor for change Dr. Michael Mödler

Director D2E & LPB AcademyLonza Pharma & Biotech

Changing the performance paradigm in operations: Reducing errors while increasing throughput

CASE STUDY13:40

ACHIEVING MANUFACTURING PERFORMANCE EXCELLENCE

Sponsorship-related questions to:[email protected]


2108:3009:00

REGISTRATION AND WELCOME COFFEEOPENING ADDRESS FROM THE CHAIRMAN

~ DAY ONE

Sponsorship

Vonlanthen Group of Companies has extensive contacts with key decision makers at the world’s biggest companies. Our events and conferences bring industry leaders, deal makers, financiers and investors under one roof, providing you with unique sponsorship and branding opportunities that can deliver an immediate impact and put your message in front of a targeted, specialist audience.

To get your company, product or service in front of a dedicated and engaged group of business leaders, contact us to discuss:

• Conference exhibition opportunities to target new customers, enhance your reputation and strengthen relationships with existing clients• Event and conference sponsorship with branded materials and speaking opportunities• Webinars, podcasts, virtual conferences and short videos to generate leads, produce branded content and share your expertise• Using customer insights and feedback from social media to enhance product and service offerings

All our sponsorship opportunities are bespoke and developed to enhance value for both our partners and Vonlanthen’s network of business leaders.

• Coatings are complex formulations with many raw materials and often with unsteady customer demands

• Systematic monitoring still allows to minimize inventory KPIs • Apart from standard methods such as aging analysis, setting inven-

tory targets is key for significant reductions • Success is only possible by inclusion of the whole value chain from

procurement, over production up to sales

Inventory reductions in complex systems: Example coatings

Dr. Karsten Eller Chief Operating Officer Beckers Group

CASE STUDY14:20

AFTERNOON COFFEE AND NETWORKING BREAK15:00

• Slow tortoise and speedy hare paradigm• Do we recognize flow?• Think simple what is complex• A team in action

Bruno Tertrais3M EMEA Lean Manager3M

Speed up flow to better serve customers. Moving value to customers to augment the improvement journey

CASE STUDY15:30

• How will the European environmental trends impact the production of chemicals in EU?

• How energy cost trends can be a threat or an opportunity?• How can the Circular economy impact the way we operate in Europe?• Climate change policies, a threat or an opportunity in EU?

Antonio ValeroPresident of FEIQUE, Spanish Chemical Industry Federation / General Manager Dow Chemical Iberica

Competitiveness of European chemical manufacturing. A view into the future

CASE STUDY16:10

PANEL DISCUSSION17:40

BUSINESS DINNER19:00

CHAIRMAN’S CLOSING REMARKS AND END OF DAY ONE17:20

Sponsorship-related questions to:[email protected]


21

~ DAY ONE

• How to align current and future business demands with technologi-cal and organizational developments

• How to integrate different disciplines and technologies into the transformation process

• How to use integrated modular architectures to create fast proto-types for early proof of concepts

Prof. Dr. -Ing. Thomas KnotheHead of Department Business Process & Factory ManagementFraunhofer IPK Berlin

Fast prototyping for transformation into intelligent manufacturing

CASE STUDY09:10

THE DIGITAL TRANSFORMATION OF PROCESS MANUFACTURING

• Key decision-making factors on make vs buy decisions for digitalization• Make vs buy, and cloud vs on-premise factors • The importance of an Edge strategy

Matthew Stone Former Product Management Director - OffshoreBaker Hughes

Choosing the suitable process control architectureCASE STUDY09:50

MORNING COFFEE AND NETWORKING BREAK10:30

• How to automate your back-office processes like machine assignment, order confirmation, tool calibration, and vendor returns tracking with a software bot

• What tools can be used to automate PC based processes• Hands on – interactive part: How to find the right process and

involve the right people• Lessons learned from 2 years of robotic process automation in the

chemical business environment

Martin KunzeHead of Process Excellence Linde Global Services

How would automation look like, if your robot does not have any moving parts?

WORKSHOP11:00

• Most hardware companies still struggle with disciplined track and trace for secure and regulated hardware — knowing who has the hardware and how to communicate with them for recalls and service

• Extending software/firmware DevSecOps systems into manufacturing can cost-effectively enable post-install compliance and customer/user engagement

• IoT-capable hardware addons are becoming very cost effective. In combination with DevOps, this opens the door for robust track and track solutions at low cost.

• This sets the stage for advanced use cases such as the use of deep learn-ing to accelerate field trials and measure ongoing device effectiveness

Jeremy PullenChief Executive OfficerPōlōdis

DevSecOps and IoT – Seizing the opportunity for regu-lated and secure hardware

CASE STUDY11:40

BUSINESS LUNCH12:20


SPONSORSHIP OPPORTUNITIES13:20

AFTERNOON COFFEE AND NETWORKING BREAK14:00

PANEL DISCUSSION14:30

CHAIRMAN’S CLOSING REMARKS AND END OF SUMMIT15:00


08:3009:00

REGISTRATION AND WELCOME COFFEEOPENING ADDRESS FROM THE CHAIRMAN

~ DAY TWO

After his diploma in business engineering in 2003, Martin Kunze started at KPMG in the Post Merger Integration Division for big clients all over Europe and the USA. In 2008, he joined Süd Chemie AG as global manager for corporate business services to prepare their SAP Finance and BI Systems for the envisioned MBO from One Equity Partners. By 2010, Martin moved to The Linde Group as global process owner for AP/AR and cash management. In his 7 years within Linde, he implemented a global card and alternative payment solution, helped to roll out the group wide used banking interface, and supported several vendor payment and cus-tomer cash allocation platform installations. Recently, Martin was appointed to head of process excellence, taking care of process excellence in all operational finance areas (RTR, AR, AP, CO, AA) and helps in the establishment of Linde Group’s robotics process automation initiative.

Martin Kunze, DEHead of Process Excellence Linde Global Services

Dr. Karsten Eller studied chemistry at the Technical University Berlin and Yale University, USA. He has worked for over 25 years in the chemical industry, being based in Germany, USA and China. He is currently the chief operating officer for Beckers Group, a globally active industrial coatings company with production in 24 plants in 19 countries. Within Beckers, he is responsible for production, EHS, procurement, supply chain management, IT, strategic controlling, M&A, and communication. His past responsibilities within the Group include R&D, Sustainability, and the American Coil Coating Business. He has previously worked for BASF, Degussa (now Evonik), Schering (now Atotech), and Exxon in various roles. Karsten is married and lives in Berlin.

Dr. Karsten Eller, DE Chief Operating Officer Beckers Group

After completing his master’s and PhD in chemical engineering at ETH Zurich, Konrad Brueggemann pursued post-doctoral studies in the US. Afterwards, he was hired by Hoff-mann-LaRoche where he spent a few years in the central R&D labs and piloting facilities of Roche Basel. After a few years, he transferred to the US where he spent almost 10 years in operations at Roche US and later at Royal DSM. He later went into plant management and site director/VP assignments in the vitamins and pharma environment. During his time in the US, he had experience with EPA, FDA, and OSHA audits, where one of his sites received the OSHA VPP Star certification. He then took over the global manufacturing and technology organization of DSM Nutritional Products, the number one vitamin and carotenoid producer in the world. His responsibilities included 13 manufacturing sites in the US, Europe, and China. After 6 years, he transferred to the Netherlands and became the managing director of a global service organization of Royal DSM. A few years later, he took over the current assignment, the functional leadership of operations and became a member of the Royal DSM Leadership team.

Dr. Konrad Brueggemann, NLSenior VP Operations & Responsible Care Royal DSM

Prof. Dr.-Ing. Thomas Knothe is head of the Business Process and Factory Management De-partment at Fraunhofer IPK, Corporate Management Division and is responsible for the ap-pliance methodology of the enterprise modelling tool, MO²GO. After finishing his studies in information technology for production, he started his career at Fraunhofer IPK in 1998.Prof. Knothe lectures at several universities in Germany and abroad and since 2017, he holds an honorary professorship at the University of Applied Science in Wildau. He coordinates several national and international research projects according to Industry 4.0 in Germany. His industrial background comes from leading various business and process development projects in IT-service, aerospace, automotive, and process industry.Prof. Knothe holds several patents in intelligent manufacturing, e.g. self-organized planning and control for maintenance repair and overhaul of transportation systems like aircrafts. He is the chairman of the German Association for Interoperability (DFI e.V.) and as a member of ISO where he is involved with International Standardization regarding information processing for production.

Prof. Dr. -Ing. Thomas Knothe, DEHead of Department Business Process & Factory ManagementFraunhofer IPK Berlin

Ýr is a results-oriented professional with 20 years of experience delivering sustainable fit for purpose business improvement initiatives across a range of industries and disciplines (oil and gas, energy, automotive, telecom, banking, technology, pharmaceutical, non-profit). Her focus is on value delivery, end to end process improvement, and operational excellence. Her approach utilizes a range of tools and techniques (OE, Lean, performance and process man-agement, communications) designed to unleash a team or organization’s people to deliver sustainable and continuously improving results.Ýr joined Royal Dutch Shell in the Netherlands in August 2012 as a Senior OE/CI Deployment Lead. She is accountable for driving operational excellence/continuous improvement, effi-ciency mind-set, and operational excellence across the enterprise with the aim of accelerating business value within Shell.

Ýr Gunnarsdóttir, NL OE / CI Deployment Lead Shell

Sanchay Roy has a broad background in consumer & professional products, new product development, and business transformation. He has expert knowledge and proven success in end to end transformations. Has managed multiple global programs in supply chain, lean Six Sigma, quality, e-business and industrial design. In his current role, where he works with each of the technical divisions in Shell Projects and Technology, Sanchay is responsible for deploying a fit-for-purpose, effective CI strategy that greatly streamlines projects execution and significantly improves productivity and performance. Prior to joining Shell, Sanchay ran global operations and supply chain for the Consumer Lumi-naires division of Philips, receiving the CEO Award for the Best Run Supply Chain Function in 2014. Before that, he was the business transformation leader for Philips Lighting and deployed continuous improvement at over 50 manufacturing sites globally. Sanchay has also spent 14 years with GE Plastics, where he held many of business and leadership roles and earned his Master Black Belt in Lean Six Sigma and Lean Master. Sanchay is an industrial design graduate from the National Institute of Design, India.

Sanchay Roy, NL GM Continuous Improvement, Projects and Technology Shell

Antonio Valero is general manager for the Iberian region since March 2004 and president of FEIQUE (Spanish Chemical Industry Federation).He joined Dow in Rheinmünster, Germany, in 1981 as a process research engineer. In 1983, he transferred to Tarragona as a production engineer for the hydrocarbons and energy plant. In 1986, he became EH&S Manager for Tar-ragona. From 1989 to 1991, he was the environmental manager for Ibérica. In 1991, Valero was named production leader of the polyols plant and in 1997, he was appointed production leader of the hydrocarbons and energy plant. In 2003, Valero was named site leader for Tar-ragona and assumed the additional role of general manager of Dow Chemical Ibérica in 2004. He is currently the president of FEIQUE, the Spanish Chemical Industry Federation, and a member of the Steering Group of the European Innovation Partnership (EIP) on Water of the European Commission. Additionally, he is member of the Círculo de Confianza of New Economy Forum and the American Business Council (ABC). Valero holds a master’s degree in chemical engineering from Barcelona University and a MBA from EADA in Barcelona.

Antonio Valero, ESPresident of FEIQUE, Spanish Chemical Industry Federation / General Manager Dow Chemical Iberica

Dr. Mödler completed his PhD thesis in 1997 at the Institute for Macromolecular Chemistry in Hanover, Germany. After obtaining his doctoral degree, he worked on new process design and optimization at oil-refinery in Dollbergen, Germany. He joined DuPont in 1999 as process safety and Lean SixSigma manager. His responsibilities as Master Black belt included leading of product transfers, restructuring projects, mentoring & training of belts in manufacturing, and supply chain. In 2007, he was appointed operations team leader for DuPont Production System design and roll out in Wuppertal, Germany. Since 2009, he has worked for Lonza AG on Operational Excellence deployment in Visp, Switzerland. He became head of Lonza Error Prevention System deployment in Pharma & Biotech in 2014, and took main responsibility for Lonza Pharma & Biotech Academy in June 2017.

Dr. Michael Mödler, CHDirector D2E & LPB AcademyLonza Pharma & Biotech


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~ BIOs

John joined S A Partners in December 2009 and became a partner in 2013. Before joining S A Partners, John was director of operational excellence at Cordis Johnson & Johnson, and prior to this, John held the position of European Lean Six Sigma lead at Millipore B.V. John’s initial industri-al training was with Fujitsu Corporation in Japan where he worked as a chemical process engineer. John has gathered significant experience in pharmaceutical, bio-pharmaceutical, and medical device industries in both the technical and cultural aspects of this sector. John now leads S A Partners Global Lifescience sector, which has grown significantly over the last five years. Over the last five years, John has worked closely with recognised TPM (Total Productive Main-tenance) thought leader, Peter Willmott. Together they have developed Peter’s original nine step model into a model that aligns with behavioural based systems thinking. John’s other specialist areas include coaching lean leadership and strategy deployment, process design for lean, lean laboratory and Lean QA, and problem-solving. John is a certified Shingo Institute facilitator and Shingo consultant where his focus is on principle-based system improvement. John is also a Master Lean Coach from Cardiff University and holds an MSc in chemical ocean-ography, a BSc (Hons), and a Law Degree BCL. He is also a keen sailor.

John Quirke, IEPartner & Global Lifescience Sector LeadS A Partners

Jeremy Pullen has been building high reliability systems for over 22 years and has been lead-ing Agile teams and transformations since 2003. He started out writing embedded operating systems, payment systems, and transaction processing systems. At Cisco Systems, he led a team that built highly secure video delivery systems which were deployed to over two and a half million (2.5M) devices. Scrum and DevOps were key elements of the success of those programs. As global director of R&D for Carestream Healthcare’s Dental business, he led the transition to incorporate User Centred Design and Lean Start-up in the development of FDA Class 1 and 2 medical software while also launching the largest cloud business in dentistry.Jeremy recently helped Honeywell launch their global Agile initiative and continues to consult while launching early-stage start-up Pōlōdis to enable business agility in the interface between software development and functions like product security, compliance, regulatory, and legal. Pōlōdis provides the Oodaly software platform combined with integration services and Agile training and coaching for R&D and business functions.

Jeremy Pullen, USChief Executive OfficerPōlōdis

Bruno graduated from Ecole Nationale des Arts et Metiers in France, with a mechanical engineering degree. From 1985 to 2000, he held various positions including manufacturing, project manager, production supervisor, and process engineer in various French companies. He joined 3M in 2000 as a plant manager and then 2 years with a Black Belt assignment. From 2007 to 2013, Bruno started Lean activities as Lean deployment manager for 3M France and in 2014 moved to Switzerland to take the lead on Lean for 3M EMEA. Bruno is always happy to spend time with his wife and five kids, likes music, singing, hiking, sailing.

Bruno Tertrais, FR3M EMEA Lean Manager3M

Matt Stone is a product director with 10 years’ experience in industrial controls systems, as well as digital platform solutions. He has spent most of his career in the oil & gas industry, as well as logistics and digital settings.Matt has held multiple roles which span the challenges of digital + automation, in industrial settings, most recently as product director for Baker Hughes, a GE company; responsible for product management in the offshore digital market. Matt has a background in engineering, project management and product management. He holds a bachelor’s degree in computing for real-time systems. He spends his spare time with his wife and two kids, as well as enjoying music, programming, and films.

Matthew Stone, UK Former Product Management Director - OffshoreBaker Hughes

Serialisation & Tracking Of Pharmaceutical ProductsBerlin, Germany | 19 - 20 April, 2018

We are looking forward to welcoming you to Our Upcoming Events:


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http://vonlanthengroup.com/en/events/serialisation-and-tracking-of-pharmaceutical-products-summit.html

Vienna, Austria | May 24-25, 2018 - S A Partners · OE / CI Deployment Lead Shell Sanchay Roy, NL...

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