Collaboration Innovation Globalisation Inspiration
REVOLUTION FIVE REVOLUTION FOUR REVOLUTION THREE REVOLUTION TWO
Acceleration
Three days of best practice factory tours workshops and keynote presentations from the UK and US
REVOLUTION ONE
the manufacturing revolution starts here
UK/US Summit 2007 - the five forces of the revolution
16-18 October 2007 Manchester United Football Club, Old Trafford
The UK/US Summit is researched and delivered by:
Media sponsor:
Corporate sponsors:
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the revolution starts here Anyone in business today – regardless of their specialist sector or marketplace – faces innumerably complex challenges thrown up by a fast-changing global economy. Whether a multinational or a family-owned SME, a traditional heavy engineering company or a bio-pharmaceutical start-up, a member of the service sector such as the NHS or local government, no one can escape from the need to build a value-added, knowledge-driven enterprise. Our third annual UK/US Summit will take best practice from both sides of the Atlantic and demonstrate what makes up five key forces behind this revolution: acceleration, inspiration, globalisation, innovation and collaboration. Naturally, manufacturing lies at the heart of our programme, but I hope we’ll provide a programme which allows everyone, regardless of their background, to take inspiration and best practice from the speakers and fellow delegates that they meet. Delegates will see vivid demonstrations of many revolutionary ideas and lean tools and techniques from a huge array of manufacturing companies – many who’ve applied lean in a wider context than simply the factory floor – and leading experts from the wider business world. I would urge you to book early especially if you’re attracted by our outstanding programme of factory tours, which can take you to the heart of some of the best advocates of business improvement programmes. You can meet some of the people behind successful change initiatives and hear about some of the innovative solutions used to tackle burning issues.
Welcome to the Revolution.
Jon Tudor Summit Director The Manufacturing Institute
three day summit overview
Day One Event Times
Tuesday 16th October REVOLUTION ONE
Acceleration
R01
REVOLUTION TWO
Inspiration
R02
REVOLUTION THREE
Globalisation
R03
REVOLUTION FOUR
Innovation
R04
Special Interest
REVOLUTION FIVE
Collaboration Sessions
R05
08:30 - 08.35 Welcome and announcements 08:35 - 09.00 Opening Address 09:00 - 09.50 Morning Keynote: Dr Alan McLenaghan, Managing Director, Saint-Gobain Glass 09:50 - 10.15 Break and visit exhibitors 10:15 - 11.10
R01 - 01
R02 - 01
R03 - 01
R04 - 01
10:00 - 12:15
R05 - 01
What’s Lean?
11:10 - 11.25 Break and visit exhibitors 11:25 - 12.20
R01 - 02
max 15 delegates
R02 - 02
R03 - 02
R04 - 02
R05 - 02 10:00 - 12:15
12:20 - 13.50 Luncheon Keynote: Mike Gray, Supply Chain Evangelist, Dell Inc (Texas)
How to VSM
13:50 - 14.15 Break and visit exhibitors 14:15 - 15.10
R01 - 03
max 30 delegates
R02 - 03
R03 - 03
R04 - 03
R05 - 03
R03 - 04
R04 - 04
R05 - 04
15:10 - 15.20 Break and visit exhibitors
three day summit overview
15:20 - 16.15
R01 - 04
R02 - 04
16:15 - 16.30 Break and visit exhibitors 16:30 - 17.20 Afternoon Keynote: Mr Doug Richard, Entrepreneur and former BBC 'Dragon' 17:20
Close
19:30 - 22.00 Speaker Dinner
Day Two Event Times
Wednesday 17th October Best Practice networking Visits
Delegates to choose from one of 15 best practice tours from the day. Selections can be made mid August, priority of choice given to early registrations.
07:30 - 08.30 Breakfast (to start the day) 08:30 - 08.45 Welcome 08:45 - 09.30 Keynote 09:30 - 10.15 Delegates embark on tour coaches 10:15 - 14.30 All delegates depart MUFC Siemens James Walker HJ Berry Jaguar Land Rover
Fullcolour.com Vauxhall Motors
Brainboxes PZ Cussons
APPH BAE Systems
14:30 - 16:30 Delegates return from tours and depart 15:00 - 16:30 MUFC Tours (optional and limited - must pre-book) 19:30 - 00:00 The Manufacturing Institute’s Awards Gala Dinner 00:00
Carriages
Day Three Thursday 18th October Event Times
REVOLUTION ONE
Acceleration
R01
REVOLUTION TWO
Inspiration
R02
REVOLUTION THREE
Globalisation
R03
REVOLUTION FOUR
Innovation
R04
REVOLUTION FIVE
Special Interest
Collaboration Sessions
R05
08:30 - 08.35 Welcome and announcements 08:35 - 09.00 Opening Address 09:00 - 09.50 Morning Keynote: Colonel Robert Swenson, US Army (Retired), Letterkenny Army Depot 09:50 - 10.15 Break and visit exhibitors 10:15 - 11.10
R01 - 05
R02 - 05
R03 - 05
R04 - 05
R05 - 05
11:10 - 11:25 Break and visit exhibitors 11:25 - 12:20
R01 - 06
R02 - 06
max 15 delegates
R03 - 06
R04 - 06
R05 - 06
12:20 - 13:50 Luncheon Keynote: Dale Easdon, Regional Chief Operating Officer, LSG Sky Chefs 13:50 - 14:15 Break and visit exhibitors 14:15 - 15:10
R01 - 07
R02 - 07
10:00 - 12:15
What’s Lean?
10:00 - 12:15
Lean Accounting max 30 delegates
R03 - 07
R04 - 07
R05 - 07
15:10 - 15:20 Break and visit exhibitors 15:20 - 16:20 Closing Keynote: Erik R. Peterson, Director, Global Strategy Institute (Washington), Center for Strategic and International Studies (CSIS) 16:30
Close
For the latest speaker details, biographies and factory tours visit www.ukussummit.com
Tuesday 16th October
keynote speakers
Day 01
keynote speakers
ENTREPRENEUR AND FORMER BBC ‘DRAGON’
DAY 01 - AFTERNOON
Dr Alan McLenaghan Managing Director SAINT-GOBAIN GLASS
“Good to Great – Leading Factories to Excellence” What are the skills you need to take your plant or business from good performance to great performance? Dr Alan McLenaghan will run through the “art and the science” behind great factories. From recruitment/selection and training the right team, to inspiring and leading them to operational excellence.
Doug shot to fame as one of the Dragons from the highly successful BBC programme Dragon’s Den. A UK-based Californian entrepreneur, he is the founder and Executive Chairman of Library House, an investment research and consulting firm based in Cambridge, and co-founder of Hotxt, a new mobile start-up offering unlimited texting. Before this, he was founder or CEO of three different prominent technology companies including ITAL Computers, which sold services that integrated computer aided design and manufacture systems to the southern California aerospace industry. ITAL Computers was sold in a private transaction in 1991 and the profits used to found Visual Software. In May 2006, Doug received the Queen's Award for Enterprise for his work promoting, developing, and helping entrepreneurs - the first American to receive the honour.
Alan represents Saint-Gobain on the CBI’s Manufacturing Council, is a director of British Glass (the UK glass manufacturers’ confederation) and supports the Yorkshire and Humber branch of the Bank of England in economic forecasting.
Colonel Robert Swenson (Retired) US ARMY, LETTERKENNY ARMY DEPOT Leaning Forward – Transforming Letterkenny Army Depot Through Lean In 2002 Letterkenny began employing lean to transform the way it did business. At the time it was the most expensive depot in the US Army’s system, was losing workload and was the most likely depot to be closed by the next Base Closure Study. Two and a half years later Colonel Swenson had led the depot to return millions of dollars in lean savings to the customer, more than doubled workload, earned the titled the “Best Depot in Army Material Command” and won the Shingo Prize for Lean Manufacturing Excellence. Letterkenny was the first army depot to win the Shingo prize - dubbed the Nobel Prize of manufacturing by Business Week magazine.
DAY 03 - LUNCH
DAY 03 - MORNING
Under Alan’s directorship, SGGUK have won numerous safety awards, including the University of Cranfield’s Best Factory Award in 2005, a National Training Award and more recently a Business Commitment to the Environment Award.
Dale Easdon Regional Chief Operating Officer LSG SKY CHEFS (LUFTHANSA) Supply Chain Optimisation – Extraordinary Results from Ordinary People Before recently taking the COO role, Dale was the Senior Director, Operations for Food Services at Continental Airlines and was responsible for its supply chain optimisation initiative. Continental set out on its lean journey due to necessity after September 11. The company considered many options for tackling lean including going outside the company to utilise consultants. The team decided to take the journey on its own by picking six internal ‘superstars’ and encouraging full involvement from the top to the bottom of the organisation. Costs have been reduced by $33 million and the company has achieved a 99.8% ontime record that is among the highest in the industry.
DAY 03 - AFTERNOON
DAY 01 - MORNING
Doug Richard
Erik R. Peterson Senior Vice President WILLIAM A. SCHREYER CHAIR IN GLOBAL ANALYSIS Director GLOBAL STRATEGY INSTITUTE (WASHINGTON) Erik Peterson holds the William A.Schreyer Chair in Global Analysis, an endowed position named in honour of the Merrill Lynch Chairman Emeritus and CSIS Executive Committee member. He is director of the centre's Global Strategy Institute, the mandate of which is to assess long-range policy challenges and opportunities. In addition, he leads the Seven Revolutions Initiative, a broad-based effort to forecast key trends out to the year 2025. Currently, he is a member of the Global Risk Network of the World Economic Forum, a board member of the Centre for Global Business Studies at the Pennsylvania State University, and a member of the Advisory Board of the Centre for the Study of the Presidency. In September 2006, in recognition of his achievements at the centre, Mr Peterson was named by the CSIS Board of Trustees as its 2006-2007 Trustees Fellow. Thursday 18th October
Day 03
For the latest information on tours and speakers visit www.ukussummit.com
Wednesday 17th October
best practice - factory tours
Day 02 This is an ideal opportunity to witness award-winning business improvement, culture change, lean manufacturing and to learn more about the innovative solutions used to solve the issues facing manufacturers today. A total of 15 factory tours will be available so you can see and hear first-hand manufacturing excellence in action. All tour seats subject to availability and require advance registration. The Manufacturing Institute, on behalf of the host facility, may have to preclude some attendees from participating in the tours due to the proprietary nature of some of the information presented. Tour participants may be asked to sign a non-disclosure agreement. No cameras, mobile phones or video equipment are permitted on tours.
PZ CUSSONS
SIEMENS
Maximum delegates: 25
Maximum delegates: 30
Lean knowledge required: intermediate/advanced
Lean knowledge required: intermediate/advanced
Key Facts: • Number of employees at site: 120 • Unionised workforce • The Manufacturing Institute’s Manufacturer of the Year 2006 and award winner for Commitment to Developing People 2005 • The Manufacturing Institute’s Manufacturer of the Year 2006 Award • Operates six-day week, four crews per day
Key Facts: • Number of employees at site: 480 • Winner of UK Business Excellence Awards 2004 • 2004 Best Factory Awards winner • Focused on continuous improvement as part of the working culture
Issues to be discussed: • Business support for innovation and continuous improvement • Workplace organisation using 5S • People development • Engaging in total productive maintenance
JAGUAR LAND ROVER
Issues to be discussed: • General factory issues • Total quality management • Continuous Improvement programme • Chance to meet team leaders
H J BERRY & SONS LTD
Tour sizes: Tour group sizes are limited to between 10 and 40 delegates. Priority will be given to delegates who register early. Selecting the tour: The full list of 15 factory tours will be available from 10 August 2007. Priority will be given to delegates who register before this date. For safety and security, only delegates travelling on tour coaches will be permitted entrance into the host site. Please contact customer services on 0800 458 9585 for all tour details and booking conditions, or visit www.ukussummit.com
BAE SYSTEMS
Maximum delegates: 40
Maximum delegates: 12
Maximum delegates: 30
Lean knowledge required: beginner/intermediate
Lean knowledge required: beginner/intermediate
Lean knowledge required: beginner/intermediate
Key Facts: • Production site for the all-new Land Rover Freelander 2 and X-TYPE model • Halewood employs 2,500 people
Key Facts: • Number of employees at site: 86 • Family-owned business for the last 160 years (oldest furniture manufacturer in the country) • All products are manufactured on site with no imported goods • All raw materials are from renewable resources • Probably the ‘greenest’ manufacturer in the UK
Key Facts and issues: • Number of employees at site: 3,800 • Visit production facilities of F-35 Joint Strike Fighter & Eurofighter • People development for lean processes • Visit to the Lean Learning Academy
Areas to be toured: • Tour across entire plant • Visit to Premier Automotive Group’s Lean Learning Academy
best practice
factory tours
Issues to be discussed: • Workplace culture • The benefits of using VSM to develop a structured action plan • 5S in factory and shopfloor environments • The lean transformation and plans for the future
Further details will soon be available for visits to: • APPH • James Walker & Co Ltd Lean in the Office: Reducing Waste in Customer Services
Issues to be discussed: • Developing the behaviour for lean improvements • Culture and change management • Continuous Improvement programme • Training and development across the enterprise NOTE: Due to the high security levels at Samlesbury all delegate registrations for this visit are required by Friday, September 28. Delegates may be asked to provide information including passport details. Some delegates may be precluded from participating and will be notified within three weeks of applying.
• Fullcolour.com • Brainboxes Ltd • Vauxhall Motors
NOTE: • Safety shoes and suitable clothing may be required for particular tours • Some attendees may be precluded from participating in certain tours due to the nature of information released and some attendees may be required to sign a non-disclosure agreement before participating on a tour • All tours are subject to availability and require advance registration. Tour sites and/or content may be subject to change
For the latest information on tours and speakers visit www.ukussummit.com
Presentation guide
Revolution One - speaker focus
Symbols below are your guide to the right event that would be of interest to: Beginner: Those preparing for the LEAN journey. Intermediate: Early adopters of LEAN with 1–2 years experience.
Acceleration
R01
Advanced: Those well along the LEAN path who are looking for more advanced tools.
Lean Methodology, Tools and Techniques The first reason you should be at the UK/US Summit in Manchester: Lean is fundamentally changing the way we manage and work together at every level of a business. Many businesses have started the lean journey, but few have stayed the course to reap the lasting benefits that can have a powerful impact on their people, processes and overall performance. The challenge is to accelerate this change and sustain lean progress so that it becomes part of a company’s DNA.
DAY ONE PRESENTATIONS INCLUDE:
Revolution Stream R01- 02
Andy Okolowicz Factory Manager NEW BALANCE
Hit the Ground Running - The New Balance Lean Journey New Balance developed a five-year strategic business plan to increase turnover from £70M to £250M. In order to achieve this, the manufacturing plant would have to triple the output of one million pairs of shoes produced in 2005. Through structured lean implementation in the Cumbrian factory, output increased from 10 to 14 pairs of shoes per person per hour; cell teams reduced from five to four people; there was a 35% reduction in space taken up by existing manufacturing cells and new cells were created; there was a £1.5 million positive cost variance compared to 2005 manufacturing costs; and a £1.5 million cost avoidance as there is no longer any requirement to build an additional factory.
Revolution Stream R01- 04
Brian Maskell President BMA INC
A Case for Lean Accounting In organisations moving towards “lean management”, the Value Stream Manager has profit and loss responsibility. Traditional accounting structures do not support organisations by value stream and rarely enable effective decision-making by Value Stream Managers. Lean Accounting seeks to replace traditional accounting, providing more timely and more relevant management information. Lean Accounting also applies the lean philosophy to the finance process, radically stripping out transactions and complexity. The case study will discuss the methodology of implementation, the importance of involving lean champions, the barriers encountered and the results achieved. A more in-depth discussion of lean accounting tools and techniques will be presented in the half-day “Introduction to Lean Accounting Tools” on 18 October.
DAY THREE PRESENTATIONS INCLUDE:
Revolution Stream R01- 05
Stuart Mitton Manufacturing Manager FULLCOLOUR.COM
Creating Customer Value in a SME Print company fullcolour.com adopted a company wide lean philosophy based on the Toyota Production System in August 2006. Through lean, it can provide increased value to customers through a perfect value creation process. With the focus on customers, the supply of the right products and services can flow effectively through each stage of the process or value stream. Having taken out the all aspects that don’t add value to hone those that do, the company has developed efficient buying, efficient production and efficient service - customers getting what they want, when they need it, at the optimum levels of quality and value for money.
Revolution Stream R01- 07
Frmr. Cdr. Alan Martyn Air Engineering HMS ILLUSTRIOUS
When Lean Met the UK's Strike Carrier One of the USA’s leading experts in the field of lean has called the lean programme in HMS Illustrious “the most impressive and important example of lean in an operational environment to date”. Yet Cdr Martyn would be the first to say that it is not an unmitigated success story; although some of the headline improvements (80% increase in weapon preparation time and £20 million savings in stores holdings/requirements) are perhaps impressive, there were also many lessons in the challenge of rolling lean out to the frontline.
For the latest speaker details and biographies visit www.ukussummit.com
Presentation guide
Revolution Two - speaker focus
Symbols below are your guide to the right event that would be of interest to: Beginner: Those preparing for the LEAN journey. Intermediate: Early adopters of LEAN with 1–2 years experience.
Inspiration
R02
Advanced: Those well along the LEAN path who are looking for more advanced tools.
Leadership, Culture Change, People and Teams The second reason you should be at the UK/US Summit in Manchester: Whether you are at the head of a small company or part of a senior management team, people rely on your vision and leadership. Successful businesses are not sustainable without the growth of a visionary culture that unites people in an environment of trust and respect; when change and culture clash, culture wins every time. The UK/US Summit will show you how to produce sustainable change through growing talent, teams and leaders.
DAY ONE PRESENTATIONS INCLUDE:
Revolution Stream R02 - 02
Chris Lakin Beyond World Class Group Leader ARTENIUS UK LTD
Extinction – A Real Possibility if We Don’t Continue to Change and Adapt! We react pretty well to a crisis (such as cheap imports), we do adapt, we do change and we survive. But as the immediate threat disappears the pace of change slows back to zero - is it enough just to survive, not prosper? In today’s climate we must continually focus on increasing manufacturing “fitness”. Our aim must be to create an environment where the continuous improvement trait or gene is present across the whole team so that everyone is focused on looking at better ways of doing things and of eliminating waste, not just when there is a crisis. For the Artenius polyester plant (Wilton, North East of England) it is now 10 years since Black Belts first started talking the lean sigma language. Chris will share some of the highs and lows over this period and his experiences as to how to sustain momentum in continuous improvement and to embed waste elimination into the teams.
Revolution Stream R02 - 03
Margaret Zuppinger Principal Training Consultant MARGARET ZUPPINGER PARTNERSHIP
Motivational Movers – Personal Development for Professional People Even the most positive person’s motivation takes a slump occasionally. The ability to motivate ourselves and others affects not only our success in business but also our own personal wellbeing. No prior knowledge or experience is required to benefit from this energising and enjoyable session; it will be beneficial for anyone who needs to refresh their own motivation, or works with and through others to achieve success and needs strategies to motivate and inspire others. Understanding the theory of motivation, what specifically motivates you and those around you all leads you to becoming a motivational mover.
DAY THREE PRESENTATIONS INCLUDE:
Revolution Stream R02 - 06
Paul Myerscough Managing Director JAMES WALKER & CO LTD
Engaging Greater Participation, Ownership and Partnership Across the Enterprise Starting as an apprentice at BAe, Paul Myerscough gained a background in engineering design before leaving to pursue a BA and later an MSc in business management disciplines. He has since held senior leadership roles in several technically-orientated manufacturing organisations and has a track record of business improvement and change management. Paul is an Ambassador for the Manufacturing Advisory Service (MAS) and has a passion for driving innovation in both technology and organisation. In 2006 James Walker & Co won the Business Improvement of the Year award in The Manufacturing Institute’s annual Business Awards.
Revolution Stream R02 - 07
Andy Ibbitson Manager, Cost Estimating JAGUAR LAND ROVER
Implementing Change in the Automotive Industry – Getting Management on the Bus Change is one of the hardest things to implement in any industry, not least the automotive industry. Andy talks about some of the key enablers to implementing change, and the tools and skills that manufacturing managers might find useful to adopt in their businesses. No prior knowledge or experience is required to benefit from this session; it will be beneficial for anyone who needs to learn some of the basics that should be in place to implement change quicker and check progress on a regular basis.
For the latest speaker details and biographies visit www.ukussummit.com
Presentation guide
Revolution Three - speaker focus
Symbols below are your guide to the right event that would be of interest to: Beginner: Those preparing for the LEAN journey. Intermediate: Early adopters of LEAN with 1–2 years experience.
Globalisation
R03
Advanced: Those well along the LEAN path who are looking for more advanced tools.
Agile and Responsive Global Supply Chains The third reason you should be at the UK/US Summit in Manchester:
DAY ONE LUNCH KEYNOTE
Global competitiveness makes vivid the reality that your competitors are only one mouse click away on your customer’s computer. Customers are constantly demanding a better price. How are you going to respond? In the world of supply and demand we must think globally, but act locally, or lose totally.
Mike Gray Supply Chain Evangelist DELL INC
Mike has been with Dell for over 15 years and is considered an expert on Dell’s unique approach to supply chain management. He has been a lead architect for many of the business processes that allow Dell to achieve its unprecedented levels of inventory while maintaining industry-leading customer service. In his current role Mike has been meeting with customer executives and teaching them how Dell’s supply chain works in an effort to help them fundamentally change the way their companies approach this critical business process. Due to his extensive knowledge and passion about the virtues of a wellmanaged supply chain, he has earned the title ‘evangelist’. Before moving into this role, Mike served as Dell’s Strategic Commodity Manager for processors and memory, Production Control Manager, Senior Manager for Regional Procurement, and Business Lead for major IT implementations.
DAY ONE PRESENTATIONS INCLUDE:
Revolution Stream R03 - 02
Peter Scott Manufacturing Change Lead UNITED BISCUITS
Building a Sustainable Lean Supply Chain - Always One in the Oven Many people will be familiar with the immortal five principles of lean articulated in the ground-breaking book “Lean Thinking”, namely: identify value, identify value streams, flow, pull, perfection. Why is it then that most people when they embark on a lean transformation dive straight into tools and techniques i.e. perfection, without considering the prior four steps in the journey? Many people have taken the tools and techniques route and some of them will now be thinking “what’s next?” or worse “we’ve put a lot of effort into lean and the results aren’t hitting the bottom line fast enough to keep pace with our competition”. This presentation describes the use of steps one and two to build the foundations of a truly lean organisation which stands the test of time. This approach builds future potential into organisations whilst the tools and techniques approach delivers short-term gains which are often short-lived. The presentation will cover: • How to identify value in the eyes of the customer
Carl Tomlinson Lead Practitioner MANUFACTURING ADVISORY SERVICE NORTH WEST
• How to analyse existing value streams and uncover waste • How to align the whole organisation around customer defined value streams • Why this approach delivers more than a tools and techniques approach to implementation • Some of the issues and difficulties of taking this approach
DAY THREE PRESENTATIONS INCLUDE:
Revolution Stream R03 - 05
Dr Nick Rich Research Fellow CARDIFF UNIVERSITY
Reshaping the Manufacturing Agenda: Exploiting Complexity Business complexity takes many shapes and forms. From an increasing 'tail' of products whose contribution to business profitability is, at best, dubious, to increased competition and new bureaucracy associated with international trade, the pressures of increased complexity daunt today's managers and executives. This presentation draws from a global study of high performance companies across the world and shows how many are now preparing themselves to 'fight' and master complexity as a competitive weapon, rather than continue to simplify and 'flee' from markets that will continue to be ever more complex and faster moving. • Understanding the power of complexity - product variety, market uncertainty, internal delays and systems of change management • Assessing the negative impact on business • Lessons from the best case companies from North America, Europe, India, China, Singapore and Australia • Emerging business systems to cope and exploit complexity (strategy, structures, and supply systems)
Julian Thomas
• A ready reckoner on how your business stands
Partner KPMG
For the latest speaker details and biographies visit www.ukussummit.com
Presentation guide
Revolution Four - speaker focus
Symbols below are your guide to the right event that would be of interest to: Beginner: Those preparing for the LEAN journey. Intermediate: Early adopters of LEAN with 1–2 years experience.
Innovation
R04
Advanced: Those well along the LEAN path who are looking for more advanced tools.
Enabling Customer Vision Across the Enterprise The fouth reason you should be at the UK/US Summit in Manchester: To succeed in the global economy you need to harvest and deploy collaborative customer-driven design and technology. Customers want to buy innovation. Customer success is achieved by designing a culture of innovation that inspires openness, involvement, and deployment of streams of new products and services. DAY ONE PRESENTATIONS INCLUDE:
Revolution Stream R04 - 01
Bob King Manufacturing Director Bread Bakeries Division PREMIER FOODS
Alan France Operations Director IDHAMMAR SYSTEMS
OEE Systems Bring About New Levels of Energy-Efficient Baking Large-scale baking is well understood to be an energy-intensive process. The cost involved in supplying the energy to drive this process is high on the agenda at British Bakeries (part of the Premier Foods Group). With an established culture of continuous improvement, Premier Foods began to tackle this issue through conventional energy reduction programmes involving site employees and group procurement. Despite some degree of success, the efficiencies gained from these programmes fell short of the new levels of modern, energy-efficient baking required; Premier was really looking for a step-function change. Technology to measure Overall Equipment Effectiveness (OEE) was already in use at a number of sites and it was quickly recognised that improving OEE scores at these sites were accompanied by improved energy efficiency levels. The decision was therefore taken to extend the roll-out of the OEE system to almost 40 sites using a single database to ensure consistent metrics between them.
Revolution Stream R04 - 03 Innovation at Bentley For over 25 years Antony has worked on the development of new technologies and car programmes. In 1988 he moved to the Formula 1 division of March Racing, which later became Leyton House, working Antony Dodworth New Technologies/Processes on carbon fibre chassis development. In 1990 Antony moved to McLaren Racing to work as a senior composites engineer as part of the racing car development programme, including Ayrton Senna’s world and Properties Manager championship winning McLaren-Honda in 1991. His F1 career includes McLaren Cars Ltd on the McLaren BENTLEY MOTORS LTD F1 road car project, where he was responsible for the main structural body. Antony worked on road car programmes in the styling studios in Spain and Germany, producing one-off show cars as tasters of cars to come, before joining Bentley in 2000.
DAY THREE PRESENTATIONS INCLUDE:
Revolution Stream R04 - 05
Dr Phil Barden MBA CEO CENTRE FOR PERFORMANCE MANAGEMENT AND INNOVATION
The Path to Performance Perfection Phil Barden has been involved in consultancy for over 20 years, writing and consulting on a wide range of issues in new technology, scenario planning, and public and private sector organisational development. Phil’s recent publications include ‘A New Prescription for NHS Performance’ and ‘Financial Management’ which have caused substantial debate about the need to bring performance management under the control of frontline staff. His programme for Channel 4/Sky Business ‘Turning the World Upside Down’ (2004) radically challenged accepted approaches to organisational performance in the public sector. His recent work ‘Structured Partnership Working’, published in March 2007, provides a project-based approach to partnership working which will be supported by ‘groupware’.
Revolution Stream R04 - 06
Nigel Newman THE EDWARD DE BONO FOUNDATION
Lateral Thinking for Business Success Thinking is the most important life skill for individuals, business and society. However, like literacy and numeracy, it is a skill that has to be learned and practiced to be effective. This is especially true of creative thinking, where we generate completely new ideas that haven’t been considered before. Many people believe that only really gifted or highly intelligent people can be creative. This is not so - like any other activity, once the thinker has acquired the skills and techniques they can control and direct their thinking at will. To be even more creative or innovative we need to cut across previously established thinking patterns to find alternative ideas in a deliberate and formal way. Lateral thinking is a way of thinking that seeks to do just that by using thinking tools systematically to develop new ideas, reform old ones and change concepts.
For the latest speaker details and biographies visit www.ukussummit.com
Presentation guide
Revolution Five - speaker focus
Symbols below are your guide to the right event that would be of interest to: Beginner: Those preparing for the LEAN journey. Intermediate: Early adopters of LEAN with 1–2 years experience.
Collaboration
R05
Advanced: Those well along the LEAN path who are looking for more advanced tools.
Applying Lean Thinking Everywhere
The fifth reason you should be at the UK/US Summit in Manchester: All organisations face challenges from the pressure to empower people, increase productivity, reduce the cost of operations and deliver better customer service. The lean advancements of the manufacturing industry are increasingly being applied to the service and public sectors to achieve incredible results. By collaboration we have the opportunity to add value to shape the future of all our organisations. Revolution five will focus on the successful application of lean methodology in the healthcare, public and service sectors. DAY ONE PRESENTATIONS INCLUDE:
Revolution Stream R05 - 01
Jayanth Murthy Director KAIZEN INSTITUTE
‘LEANing’ a Nation There is muda (waste) everywhere but the muda in public service is probably the worst – it can cripple an entire nation! How does one lean a nation? How does one motivate public officers to adopt kaizen? The real challenge is training, applying, and sustaining kaizen/lean concepts within all government activities, so as to convert the entire civil service of a nation to a lean (muda-free) operation every activity - within all ministries, customs, immigration, education, health care, police force, and the armed services - everything! This session will share personal experiences of Jayanth as he attempts to do this for various nations! Jayanth works with both public and private sector clients across India, Africa and the Middle East. In 2001 he pioneered a lean/kaizen model for governments (public sector reforms) and has consulted for the office of the president for two governments.
Revolution Stream R05 - 02
Steven Yahoodik Master Black Belt XEROX EUROPE
Lean Six Sigma Deployment Across Business Processes In 2003, Xerox launched a company-wide lean Six Sigma initiative. Four years later, its customers and shareholders have realised significant benefits from the evolving programme. Steven has been involved in lean Six Sigma since 1998 and was involved with Xerox’s corporate roll-out of the initiative. He is a certified Master Black Belt, completing projects for Xerox customers as well as internal projects in finance, supply chain and manufacturing. Currently, Steven is working with the Xerox Europe Business Efficiency group, participating in the redesign and automation of key business processes, ensuring that lean Six Sigma tools are effectively used. He is also involved in the general deployment of lean Six Sigma across Europe. Steven holds an MBA in Finance and Operations from the Simon School of Business, University of Rochester and a BS in Chemical Engineering from Cornell University.
DAY THREE PRESENTATIONS INCLUDE:
Revolution Stream R05 - 05
Charleen Tachibana Sinior Vice President
Christina Siant Martin Vice President
Seeking Sustainability in Lean Healthcare: Application of the Toyota Production System to Medicine The Virginia Mason Production System (TPS applied to healthcare) improves healthcare delivery, promotes a culture of seeking zero defects and creates a more affordable product. The presentation will also cover such things as leadership commitment, management and staff training, structural support, and actual results in hyperbaric medicine, cancer treatment, in-patient nursing floors and supply chain. The focus for the team has been sustaining the change in the hospital setting, increasing efficiency, workforce satisfaction and improving patient safety.
VIRGINIA MASON
Revolution Stream R05 - 06
Jan Filochowski Master Black Belt TURNAROUND SPECIALIST
The Sunday Times has described Jan as "an inspirational manager... responsible for some of the largest reductions in waiting lists anywhere, ever". He was named as one of the three "heroes of the NHS for 2002" by the Health Service Journal alongside Gordon Brown and Sir Ian Kennedy for his work as a "serial improver of failing organisations", and picked out by the then Secretary of State for Social Services, Alan Milburn, during an interview on the BBC Radio 4 Today programme, as an outstanding manager. He wrote about his experiences and conclusions in turning round failing organisations in a series of articles in Health Service Journal earlier this year.
For the latest speaker details and biographies visit www.ukussummit.com
Special interest and awards dinner
special interest sessions Paul Glossop Lead Practitioner THE MANUFACTURING INSTITUTE What’s Lean? The objective of the session is to create a practical and hands-on understanding and awareness of the principles and techniques of lean manufacturing. The session will encourage delegates to be receptive to the introduction of lean techniques and to help foster a company-wide lean culture in their organisations. The session includes: understanding the 7 wastes, the lean company, and the hands-on ‘Lego Game’.
Maximum size: 20 delegates
Bill Tiplady Process Improvement Practitioner THE MANUFACTURING INSTITUTE How to Value Stream Map Value Stream Mapping (VSM) is about the total understanding and identification of what the customer values and the processes that deliver it. Non-value added and non-essential processes can be removed through ‘re-engineering’. The objective of this session is to understand and help you create a ‘Current State Map’ and a ‘Future State Map’ and the importance of creating an implementation plan to get you to the latter.
DAY 03 - 10:00 - 12:15
Maximum size: 15 delegates
DAY 01 - 10:00 - 12:15
DAY 01 & 03 - 10:00 - 12:15
Running on day one and day three of the summit, the Special Interest Sessions cover emerging interests and topics relevant to attendees. These sessions are intended to generate enhanced interaction and discussion among attendees. For full details visit the summit website www.ukussummit.com Maximum size: 20 delegates
Brian Maskell President BMA INC Lean Accounting The objective of this session is to illustrate how lean accounting functions at different levels of the manufacturing organisation. Attendees will have the opportunity to understand the context of both the thinking and principles of lean accounting; then review actions to take and their effects when lean accounting is implemented throughout the organisation. Presentation topics will include: 1) Lean accounting at the leadership level; 2) Lean accounting at the operational level; 3) Lean accounting on the shop floor.
The Manufacturing Institute’s Business Awards & Gala Dinner 2007 Celebrating manufacturing excellence 17 October 2007 19:30 -12:00 Black tie The Manufacturing Institute is proud to be hosting the 5th Annual Gala Dinner and Awards Ceremony – an evening dedicated to the celebration of manufacturing excellence. The event will be packed with live entertainment and will be the ideal opportunity to wine and dine with speakers and delegates in prestigious surroundings.
awards dinner Delegates who attend the summit can go behind the scenes of the world’s most famous sporting club. Tours will include a visit to the trophy room and players’ dressing rooms. Places are strictly limited so early booking is essential; further information on timings will be available by mid-August.
There will be seven awards presented during the evening, including the highly coveted Business of the Year 2007 award.
To secure your tickets for this incredible event please register now, phone 0800 458 9585.
To register on the Stadium & Museum Tour please contact customer services on
0800 458 9585
united tour
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booking form
16-18 October 2007 Manchester United Football Club, Old Trafford
Fax: +44 (0)161 877 3094 or register by calling 0800 458 9585 DELEGATE 1
Alternatively, please return this form to: The Manufacturing Institute, Quay West, Trafford Wharf Road, Manchester M17 1HH, UK Tel: +44 (0)161 872 0393 | Email: info@ukussummit.com | Web: www.ukussummit.com
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Yes, I am a manufacturing company located in the North West of England with less than 250 employees and a maximum turnover of £34m (Please tick)
DELEGATE 2
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DELEGATE 3
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DELEGATE 4
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DELEGATE 5
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Booking Fees Prices are per delegate Note: Tickets are issued per named delegate and cannot be transferred between days.
Qty.
3 Day Event Package: Day 1 - UK/US Summit, Day 2 - Factory Tour, Day 3 - UK/US Summit
2 Day Event Package: Choose any 2 of the three Summit days (Selections to be made August onwards)
Business Awards Dinner 17 October 2007: Book a table of 10 and receive 2 bottles of champagne
North West Based
Early Bird Offer
All Sectors
Early Bird Offer
Those manufacturers based in the North West who employ less than 250 people and have a maximum turnover of £34m
Register Before Friday 24th August ‘07
Companies and organisations who employ more than 250 people or have a turnover more than £34m
Register Before Friday 24th August ‘07
£395.00+VAT
£295.00+VAT
£595.00+VAT
£495.00+VAT
£325.00+VAT
£245.00+VAT
£495.00+VAT
£415.00+VAT
£95.00+VAT
£95.00+VAT
£95.00+VAT
£95.00+VAT
Total including VAT Accommodation
Team Discounts
Hotel and travel costs are NOT included in the summit fee. However we have negotiated a reduced rate for the speaker hotel next to the venue, The Golden Tulip at £102+VAT pp including breakfast. Please note this reduced rate can only be accessed by telephoning the hotel directly on 0161 877 9641 quoting TMI07 or the summit title. www.goldentulipmanchester.co.uk. Offer available until 18 September 2007.
Teams of four or more receive 25% discount Teams of ten or more receive 30% discount For larger group bookings please contact customer services 0161 872 0393 for discounts available.
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Government Agencies and Military special pricing: 30% discount on full prices. Please call 0800 458 9585 to obtain this price when registering.
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Please note: The Manufacturing InstituteTM reserves the right to change the programme, speakers or venue and alter or cancel any published dates without liability. Data protection: Personal data is gathered in accordance with the Data Protection Act 1998. Your details may be passed to other associates and partners of The Manufacturing Institute who wish to communicate with you. If you do not wish to receive information regarding other Manufacturing Institute programmes and activities and that of its partners, please tick here.
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CANCELLATIONS: Should you be unable to attend, a substitute is always welcome at no extra charge. A full refund, less a service charge of 10%, is given for cancellations received in writing (letter or fax) four weeks prior to the conference. A 50% refund will be sent for cancellations received two weeks prior to the conference. Regrettably, no refunds can be made for cancellations received less than two weeks prior to the conference but a substitute delegate is always welcome.
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25% discount
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