REVOLUTION ONE Acceleration REVOLUTION TWO Inspiration REVOLUTION THREE Globalisation REVOLUTION FOUR Innovation REVOLUTION FIVE Collaboration the manufacturing revolution starts here Three days of best practice factory tours workshops and keynote presentations from the UK and US 16-18 October 2007 Manchester United Football Club, Old Trafford UK/US Summit 2007 - the five forces of the revolution Early booking in corner Media sponsor: Early Booking Offer Book before 24 August and save up to £100 per delegate. The UK/US Summit is researched and delivered by: Corporate sponsors:
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themanufacturing
revolutionstarts here
Three days of best practice factory toursworkshops and keynote presentations
from the UK and US
16-18 October 2007Manchester United Football Club, Old Trafford
UK
/US
Sum
mit
2007
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Earlybooking incorner
Media sponsor:
Early
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Book befo
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The UK/US Summit isresearched and delivered by:
Corporate sponsors:
the revolution starts hereAnyone in business today – regardless of their specialist sector or marketplace – faces innumerablycomplex 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 anddemonstrate 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 programmewhich allows everyone, regardless of their background, to take inspiration and best practice fromthe speakers and fellow delegates that they meet.
Delegates will see vivid demonstrations of many revolutionary ideas and lean tools and techniquesfrom a huge array of manufacturing companies – many who’ve applied lean in a wider context thansimply 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 offactory tours, which can take you to the heart of some of the best advocates of businessimprovement programmes. You can meet some of the people behind successful change initiativesand hear about some of the innovative solutions used to tackle burning issues.
Welcome to the Revolution.
Jon TudorSummit Director
The Manufacturing Institute
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three day summit overview
For the latest speaker details, biographies and factory tours visit www.ukussummit.com
Day One Tuesday 16th OctoberREVOLUTION ONE
R01AccelerationREVOLUTION TWO
R02InspirationREVOLUTION THREE
R03GlobalisationREVOLUTION FOUR
R04InnovationREVOLUTION FIVE
R05CollaborationSpecial InterestSessionsEvent Times
Day Three Thursday 18th OctoberREVOLUTION ONE
R01AccelerationREVOLUTION TWO
R02InspirationREVOLUTION THREE
R03GlobalisationREVOLUTION FOUR
R04InnovationREVOLUTION FIVE
R05CollaborationSpecial InterestSessionsEvent Times
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 MUFCSiemens James Walker Fullcolour.com Brainboxes APPHHJ Berry Jaguar Land Rover Vauxhall Motors PZ Cussons 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
16:30 - 17.20 Afternoon Keynote: Mr Doug Richard, Entrepreneur and former BBC 'Dragon'
17:20 Close
19:30 - 22.00 Speaker Dinner
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.
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
15:20 - 16:20 Closing Keynote: Erik R. Peterson, Director, Global Strategy Institute (Washington), Center for Strategic and International Studies (CSIS)
16:30 Close
10:00 - 12:15What’s Lean?
max 15 delegates
10:00 - 12:15How to VSMmax 30 delegates
10:00 - 12:15What’s Lean?
max 15 delegates
10:00 - 12:15Lean Accounting
max 30 delegates
Day 01
Doug shot to fame as one of the Dragons from the highlysuccessful BBC programme Dragon’s Den. A UK-basedCalifornian entrepreneur, he is the founder and ExecutiveChairman of Library House, an investment research andconsulting firm based in Cambridge, and co-founder ofHotxt, a new mobile start-up offering unlimited texting.Before this, he was founder or CEO of three differentprominent technology companies including ITALComputers, which sold services that integrated computeraided design and manufacture systems to the southernCalifornia aerospace industry. ITAL Computers was sold ina private transaction in 1991 and the profits used to foundVisual Software.
In May 2006, Doug received the Queen's Award forEnterprise for his work promoting, developing, and helping entrepreneurs - the first American to receive the honour.
Erik R. PetersonSenior Vice PresidentWILLIAM A. SCHREYER
CHAIR IN GLOBAL ANALYSIS
DirectorGLOBAL STRATEGY INSTITUTE(WASHINGTON)
Erik Peterson holds the WilliamA.Schreyer Chair in Global Analysis, an endowed position named in honourof the Merrill Lynch Chairman Emeritusand CSIS Executive Committeemember. He is director of the centre'sGlobal Strategy Institute, the mandateof which is to assess long-range policy challenges and opportunities. In addition, he leads the SevenRevolutions Initiative, a broad-basedeffort to forecast key trends out to theyear 2025. Currently, he is a memberof the Global Risk Network of theWorld Economic Forum, a boardmember of the Centre for GlobalBusiness Studies at the PennsylvaniaState University, and a member of theAdvisory Board of the Centre for theStudy of the Presidency. In September2006, in recognition of his achievementsat the centre, Mr Peterson was namedby the CSIS Board of Trustees as its2006-2007 Trustees Fellow.
keynote speakers
Colonel Robert Swenson(Retired)
US ARMY, LETTERKENNY ARMY DEPOT
Leaning Forward – Transforming Letterkenny Army Depot Through LeanIn 2002 Letterkenny began employinglean to transform the way it didbusiness. At the time it was the mostexpensive depot in the US Army’ssystem, was losing workload and wasthe most likely depot to be closed bythe next Base Closure Study. Two and a half years later Colonel Swensonhad led the depot to return millions ofdollars in lean savings to the customer, more than doubledworkload, earned the titled the “BestDepot in Army Material Command”and won the Shingo Prize for LeanManufacturing Excellence. Letterkennywas the first army depot to win theShingo prize - dubbed the Nobel Prize of manufacturing by BusinessWeek magazine.
Dale EasdonRegional Chief Operating Officer
LSG SKY CHEFS (LUFTHANSA)
Supply Chain Optimisation –Extraordinary Results fromOrdinary PeopleBefore recently taking the COO role,Dale was the Senior Director,Operations for Food Services atContinental Airlines and wasresponsible for its supply chainoptimisation initiative.
Continental set out on its lean journeydue to necessity after September 11.The company considered manyoptions for tackling lean includinggoing outside the company to utiliseconsultants. The team decided to takethe journey on its own by picking sixinternal ‘superstars’ and encouragingfull involvement from the top to thebottom of the organisation. Costs havebeen reduced by $33 million and thecompany has achieved a 99.8% on-time record that is among the highestin the industry.
For the latest information on tours and speakers visit www.ukussummit.com
Doug Richard
ENTREPRENEUR ANDFORMER BBC ‘DRAGON’
“Good to Great – Leading Factories to Excellence”What are the skills you need to take your plant or businessfrom good performance to great performance? Dr AlanMcLenaghan will run through the “art and the science”behind great factories. From recruitment/selection andtraining the right team, to inspiring and leading them tooperational excellence.
Alan represents Saint-Gobain on the CBI’s ManufacturingCouncil, is a director of British Glass (the UK glassmanufacturers’ confederation) and supports the Yorkshire and Humber branch of the Bank of England in economic forecasting.
Under Alan’s directorship, SGGUK have won numeroussafety awards, including the University of Cranfield’s Best Factory Award in 2005, a National Training Award and more recently a Business Commitment to theEnvironment Award.
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Dr Alan McLenaghanManaging Director
SAINT-GOBAIN GLASS
keynote speakers
Tuesday 16th October
Day 03 Thursday 18th October
Further details will soon be available for visits to:• APPH • Fullcolour.com• James Walker & Co Ltd • Brainboxes Ltd
• Vauxhall Motors
best practice
factory tours
This is an ideal opportunity to witness award-winning business improvement,culture change, lean manufacturing and to learn more about the innovativesolutions 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 topreclude some attendees from participating in the tours due to the proprietary nature of some of the information presented. Tour participantsmay be asked to sign a non-disclosure agreement. No cameras, mobile phones or video equipment are permitted on tours.
Tour sizes:Tour group sizes are limited to between10 and 40 delegates. Priority will begiven to delegates who register early.
Selecting the tour:The full list of 15 factory tours will beavailable from 10 August 2007. Priority will be given to delegates who registerbefore this date.
For safety and security, only delegatestravelling on tour coaches will bepermitted entrance into the host site.Please contact customer services on 0800 458 9585 for all tour details and booking conditions, or visitwww.ukussummit.com
PZ CUSSONSMaximum delegates: 25
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
Issues to be discussed: • Business support for innovation and
continuous improvement • Workplace organisation using 5S • People development • Engaging in total productive maintenance
BAE SYSTEMSMaximum delegates: 30
Lean knowledge required:beginner/intermediate
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
Issues to be discussed: • Developing the behaviour for lean
improvements• Culture and change management • Continuous Improvement programme • Training and development across
the enterprise
JAGUAR LAND ROVERMaximum delegates: 40
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
Areas to be toured:• Tour across entire plant• Visit to Premier Automotive Group’s Lean
Learning Academy
H J BERRY & SONS LTDMaximum delegates: 12
Lean knowledge required: beginner/intermediate
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
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
For the latest information on tours and speakers visit www.ukussummit.com
NOTE: Due to the high security levelsat Samlesbury all delegateregistrations for this visit are requiredby Friday, September 28. Delegatesmay be asked to provide informationincluding passport details. Some delegates may be precludedfrom participating and will be notifiedwithin three weeks of applying.
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
best practice - factory tours
SIEMENSMaximum delegates: 30
Lean knowledge required:intermediate/advanced
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: • General factory issues • Total quality management • Continuous Improvement programme • Chance to meet team leaders
Day 02 Wednesday 17th October
Lean in the Office:Reducing Waste in Customer Services
R01AccelerationLean 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. Manybusinesses have started the lean journey, but few have stayed the course to reap the lasting benefits thatcan have a powerful impact on their people, processes and overall performance. The challenge is toaccelerate this change and sustain lean progress so that it becomes part of a company’s DNA.
Revolution One - speaker focus
Brian MaskellPresident
BMA INC
DAY ONE PRESENTATIONS INCLUDE:
Revolution Stream R01-04
Hit the Ground Running - The New Balance Lean JourneyNew Balance developed a five-year strategic business plan to increase turnoverfrom £70M to £250M. In order to achieve this, the manufacturing plant would have to triple the output ofone million pairs of shoes produced in 2005. Through structured lean implementation in the Cumbrianfactory, output increased from 10 to 14 pairs of shoes per person per hour; cell teams reduced from five tofour people; there was a 35% reduction in space taken up by existing manufacturing cells and new cellswere created; there was a £1.5 million positive cost variance compared to 2005 manufacturing costs; anda £1.5 million cost avoidance as there is no longer any requirement to build an additional factory.
Andy Okolowicz Factory Manager
NEW BALANCE
Revolution Stream R01-02
When Lean Met the UK's Strike CarrierOne 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 storesholdings/requirements) are perhaps impressive, there were also many lessons in the challenge of rollinglean out to the frontline.
Frmr. Cdr. Alan MartynAir Engineering
HMS ILLUSTRIOUS
DAY THREE PRESENTATIONS INCLUDE:
Creating Customer Value in a SMEPrint company fullcolour.com adopted a company wide lean philosophy based on the Toyota ProductionSystem 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 canflow effectively through each stage of the process or value stream. Having taken out the all aspects thatdon’t add value to hone those that do, the company has developed efficient buying, efficient productionand efficient service - customers getting what they want, when they need it, at the optimum levels ofquality and value for money.
Stuart MittonManufacturing Manager
FULLCOLOUR.COM
Revolution Stream R01-05
Revolution Stream R01-07
For the latest speaker details and biographies visit www.ukussummit.com
A Case for Lean AccountingIn organisations moving towards “lean management”, the Value Stream Manager has profit and lossresponsibility. Traditional accounting structures do not support organisations by value stream and rarelyenable effective decision-making by Value Stream Managers. Lean Accounting seeks to replace traditionalaccounting, providing more timely and more relevant management information. Lean Accounting alsoapplies 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 leanchampions, 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.
Presentation guideSymbols 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.
Advanced: Those well along the LEAN path who are looking for more advanced tools.
R02InspirationLeadership, Culture Change, People and TeamsThe 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 visionand leadership. Successful businesses are not sustainable without the growth of a visionary culture that unitespeople in an environment of trust and respect; when change and culture clash, culture wins every time. TheUK/US Summit will show you how to produce sustainable change through growing talent, teams and leaders.
Revolution Two - speaker focus
Motivational Movers – Personal Development for Professional PeopleEven the most positive person’s motivation takes a slump occasionally. The ability to motivate ourselvesand 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 bebeneficial for anyone who needs to refresh their own motivation, or works with and through others to achievesuccess and needs strategies to motivate and inspire others. Understanding the theory of motivation, whatspecifically motivates you and those around you all leads you to becoming a motivational mover.
Margaret ZuppingerPrincipal TrainingConsultant
MARGARETZUPPINGERPARTNERSHIP
DAY ONE PRESENTATIONS INCLUDE:
Revolution Stream R02-03
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 tosurvive, not prosper?
In today’s climate we must continually focus on increasing manufacturing “fitness”. Our aim must be tocreate an environment where the continuous improvement trait or gene is present across the whole teamso that everyone is focused on looking at better ways of doing things and of eliminating waste, not justwhen there is a crisis.
For the Artenius polyester plant (Wilton, North East of England) it is now 10 years since Black Belts firststarted talking the lean sigma language. Chris will share some of the highs and lows over this period andhis experiences as to how to sustain momentum in continuous improvement and to embed wasteelimination into the teams.
Chris Lakin Beyond World ClassGroup Leader
ARTENIUS UK LTD
Revolution Stream R02-02
Engaging Greater Participation, Ownership and Partnership Across the EnterpriseStarting as an apprentice at BAe, Paul Myerscough gained a background in engineering design beforeleaving to pursue a BA and later an MSc in business management disciplines. He has since held seniorleadership roles in several technically-orientated manufacturing organisations and has a track record ofbusiness improvement and change management. Paul is an Ambassador for the Manufacturing AdvisoryService (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 ManufacturingInstitute’s annual Business Awards.
Paul MyerscoughManaging Director
JAMES WALKER & CO LTD
Implementing Change in the Automotive Industry – Getting Management on the BusChange is one of the hardest things to implement in any industry, not least the automotive industry. Andytalks about some of the key enablers to implementing change, and the tools and skills that manufacturingmanagers 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 anyonewho needs to learn some of the basics that should be in place to implement change quicker and checkprogress on a regular basis.
Andy IbbitsonManager, CostEstimating
JAGUAR LANDROVER
DAY THREE PRESENTATIONS INCLUDE:
Revolution Stream R02-07
Revolution Stream R02-06
For the latest speaker details and biographies visit www.ukussummit.com
Presentation guideSymbols 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.
Advanced: Those well along the LEAN path who are looking for more advanced tools.
R03GlobalisationAgile and Responsive Global Supply ChainsThe third reason you should be at the UK/US Summit in Manchester:Global competitiveness makes vivid the reality that your competitors are only one mouse click away on yourcustomer’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.
Revolution Three - speaker focus
Building a Sustainable Lean Supply Chain - Always One in the OvenMany people will be familiar with the immortal five principles of lean articulated in the ground-breakingbook “Lean Thinking”, namely: identify value, identify value streams, flow, pull, perfection. Why is it thenthat 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 andtechniques route and some of them will now be thinking “what’s next?” or worse “we’ve put a lot of effortinto 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 leanorganisation which stands the test of time. This approach builds future potential into organisations whilstthe 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
• 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
Peter ScottManufacturing Change Lead
UNITED BISCUITS
DAY ONE PRESENTATIONS INCLUDE:
Revolution Stream R03-02
Mike GraySupply Chain Evangelist
DELL INC
Reshaping the Manufacturing Agenda: Exploiting Complexity Business complexity takes many shapes and forms. From an increasing 'tail' of products whose contributionto business profitability is, at best, dubious, to increased competition and new bureaucracy associated withinternational trade, the pressures of increased complexity daunt today's managers and executives. Thispresentation draws from a global study of high performance companies across the world and shows howmany are now preparing themselves to 'fight' and master complexity as a competitive weapon, rather thancontinue 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)
• A ready reckoner on how your business stands
Dr Nick RichResearch Fellow
CARDIFF UNIVERSITY
Julian ThomasPartner
KPMG
DAY THREE PRESENTATIONS INCLUDE:
Revolution Stream R03-05
For the latest speaker details and biographies visit www.ukussummit.com
Carl TomlinsonLead Practitioner
MANUFACTURINGADVISORY SERVICENORTH WEST
Mike has been with Dell for over 15 years and is considered an expert on Dell’s unique approach tosupply chain management. He has been a lead architect for many of the business processes thatallow Dell to achieve its unprecedented levels of inventory while maintaining industry-leadingcustomer service.In his current role Mike has been meeting with customer executives and teaching them how Dell’ssupply chain works in an effort to help them fundamentally change the way their companies approachthis critical business process. Due to his extensive knowledge and passion about the virtues of a well-managed supply chain, he has earned the title ‘evangelist’. Before moving into this role, Mike servedas Dell’s Strategic Commodity Manager for processors and memory, Production Control Manager,Senior Manager for Regional Procurement, and Business Lead for major IT implementations. D
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Presentation guideSymbols 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.
Advanced: Those well along the LEAN path who are looking for more advanced tools.
R04InnovationEnabling Customer Vision Across the EnterpriseThe 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 andtechnology. Customers want to buy innovation. Customer success is achieved by designing a culture ofinnovation that inspires openness, involvement, and deployment of streams of new products and services.
Revolution Four - speaker focus
OEE Systems Bring About New Levels of Energy-Efficient BakingLarge-scale baking is well understood to be an energy-intensive process. The cost involved in supplyingthe energy to drive this process is high on the agenda at British Bakeries (part of the Premier FoodsGroup). With an established culture of continuous improvement, Premier Foods began to tackle this issuethrough 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 newlevels 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 sitesand it was quickly recognised that improving OEE scores at these sites were accompanied by improvedenergy efficiency levels. The decision was therefore taken to extend the roll-out of the OEE system toalmost 40 sites using a single database to ensure consistent metrics between them.
Bob KingManufacturing DirectorBread Bakeries Division
PREMIER FOODS
Alan FranceOperations Director
IDHAMMAR SYSTEMS
Revolution Stream R04-01
The Path to Performance PerfectionPhil Barden has been involved in consultancy for over 20 years, writing and consulting on a wide range ofissues 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 thecontrol 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. Hisrecent work ‘Structured Partnership Working’, published in March 2007, provides a project-basedapproach to partnership working which will be supported by ‘groupware’.
Dr Phil Barden MBA
CEO
CENTRE FORPERFORMANCEMANAGEMENT ANDINNOVATION
Nigel Newman
THE EDWARD DEBONO FOUNDATION
Revolution Stream R04-06
Revolution Stream R04-05
Innovation at BentleyFor 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, workingon carbon fibre chassis development. In 1990 Antony moved to McLaren Racing to work as a seniorcomposites engineer as part of the racing car development programme, including Ayrton Senna’s worldchampionship winning McLaren-Honda in 1991. His F1 career includes McLaren Cars Ltd on the McLarenF1 road car project, where he was responsible for the main structural body. Antony worked on road carprogrammes in the styling studios in Spain and Germany, producing one-off show cars as tasters of carsto come, before joining Bentley in 2000.
For the latest speaker details and biographies visit www.ukussummit.com
DAY THREE PRESENTATIONS INCLUDE:
DAY ONE PRESENTATIONS INCLUDE:
Presentation guideSymbols 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.
Advanced: Those well along the LEAN path who are looking for more advanced tools.
Lateral Thinking for Business SuccessThinking is the most important life skill for individuals, business and society. However, like literacy andnumeracy, it is a skill that has to be learned and practiced to be effective. This is especially true of creativethinking, where we generate completely new ideas that haven’t been considered before. Many people believethat only really gifted or highly intelligent people can be creative. This is not so - like any other activity, oncethe 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 findalternative ideas in a deliberate and formal way. Lateral thinking is a way of thinking that seeks to do just thatby using thinking tools systematically to develop new ideas, reform old ones and change concepts.
R05CollaborationApplying Lean Thinking EverywhereThe 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 thecost of operations and deliver better customer service. The lean advancements of the manufacturing industryare increasingly being applied to the service and public sectors to achieve incredible results. By collaborationwe have the opportunity to add value to shape the future of all our organisations. Revolution five will focus onthe successful application of lean methodology in the healthcare, public and service sectors.
Revolution Five - speaker focus
For the latest speaker details and biographies visit www.ukussummit.com
Presentation guideSymbols 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.
Advanced: Those well along the LEAN path who are looking for more advanced tools.
‘LEANing’ a NationThere is muda (waste) everywhere but the muda in public service is probably the worst – it can cripple anentire 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 governmentactivities, 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 thearmed 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 2001he pioneered a lean/kaizen model for governments (public sector reforms) and has consulted for the officeof the president for two governments.
Jayanth MurthyDirector
KAIZEN INSTITUTE
Lean Six Sigma Deployment Across Business Processes In 2003, Xerox launched a company-wide lean Six Sigma initiative. Four years later, its customers andshareholders have realised significant benefits from the evolving programme. Steven has been involved inlean Six Sigma since 1998 and was involved with Xerox’s corporate roll-out of the initiative. He is a certifiedMaster Black Belt, completing projects for Xerox customers as well as internal projects in finance, supplychain 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 toolsare 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 ofRochester and a BS in Chemical Engineering from Cornell University.
Steven YahoodikMaster Black Belt
XEROX EUROPE
DAY ONE PRESENTATIONS INCLUDE:
Revolution Stream R05-02
Revolution Stream R05-01
Seeking Sustainability in Lean Healthcare: Application of the Toyota Production System to MedicineThe Virginia Mason Production System (TPS applied to healthcare) improves healthcare delivery, promotesa culture of seeking zero defects and creates a more affordable product. The presentation will also coversuch things as leadership commitment, management and staff training, structural support, and actualresults in hyperbaric medicine, cancer treatment, in-patient nursing floors and supply chain. The focus forthe team has been sustaining the change in the hospital setting, increasing efficiency, workforcesatisfaction and improving patient safety.
Charleen TachibanaSinior Vice President
Christina Siant MartinVice President
VIRGINIA MASON
The Sunday Times has described Jan as "an inspirational manager... responsible for some of the largestreductions 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 "serialimprover of failing organisations", and picked out by the then Secretary of State for Social Services, AlanMilburn, during an interview on the BBC Radio 4 Today programme, as an outstanding manager. He wroteabout his experiences and conclusions in turning round failing organisations in a series of articles in HealthService Journal earlier this year.
Jan FilochowskiMaster Black Belt
TURNAROUNDSPECIALIST
DAY THREE PRESENTATIONS INCLUDE:
Revolution Stream R05-06
Revolution Stream R05-05
special interest sessions
united tour
Running on day one and day three of the summit, the Special Interest Sessions cover emerging interests andtopics relevant to attendees. These sessions are intended to generate enhanced interaction and discussionamong attendees. For full details visit the summit website www.ukussummit.com
Delegates who attend the summit can go behind thescenes of the world’s most famous sporting club.Tours will include a visit to the trophy room andplayers’ dressing rooms. Places are strictly limited soearly booking is essential; further information ontimings will be available by mid-August.
To register on the Stadium & Museum Tour pleasecontact customer services on0800 458 9585
The Manufacturing Institute’sBusiness Awards & Gala Dinner 2007Celebrating manufacturing excellence17 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 thecelebration of manufacturing excellence. The event will be packedwith live entertainment and will be the ideal opportunity to wine anddine with speakers and delegates in prestigious surroundings.
There will be seven awards presented during the evening, includingthe highly coveted Business of the Year 2007 award.
To secure your tickets for this incredible eventplease register now, phone 0800 458 9585.
Special interest and awards dinner
Maximum size: 20 delegates
Brian MaskellPresident
BMA INC
Lean AccountingThe objective of this session is toillustrate how lean accounting functionsat different levels of the manufacturingorganisation. Attendees will have theopportunity to understand the contextof both the thinking and principles oflean accounting; then review actions totake and their effects when leanaccounting is implemented throughoutthe organisation.
Presentation topics will include: 1) Lean accounting at the leadershiplevel; 2) Lean accounting at theoperational level; 3) Lean accountingon the shop floor.
Maximum size: 15 delegates
Paul GlossopLead Practitioner
THE MANUFACTURING INSTITUTE
What’s Lean? The objective of the session is to create a practical and hands-onunderstanding and awareness of theprinciples and techniques of leanmanufacturing. The session willencourage delegates to be receptive tothe introduction of lean techniques andto help foster a company-wide leanculture in their organisations.
The session includes: understandingthe 7 wastes, the lean company, andthe hands-on ‘Lego Game’.
Maximum size: 20 delegates
Bill TipladyProcess Improvement Practitioner
THE MANUFACTURING INSTITUTE
How to Value Stream MapValue Stream Mapping (VSM) is aboutthe total understanding andidentification of what the customervalues and the processes that deliver it.Non-value added and non-essentialprocesses can be removed through ‘re-engineering’.
The objective of this session is tounderstand and help you create a‘Current State Map’ and a ‘Future State Map’ and the importance ofcreating an implementation plan to get you to the latter.
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awards dinner
16-18 October 2007Manchester United Football Club, Old Trafford
booking form
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. The Manufacturing Institute would like to keep you informed about future events which may be of interest. If you do not wish to receive these alerts please tick here.
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.
Means of Payment
Fax: +44 (0)161 877 3094or register by calling 0800 458 9585 Alternatively, please return this form to:
The Manufacturing Institute, Quay West,Trafford Wharf Road, Manchester M17 1HH,UKTel: +44 (0)161 872 0393 | Email: [email protected] | Web: www.ukussummit.com
Please use this form as our request for payment. Your participation is guaranteedonly when full payment has been received. Please tick one:
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By signing this form, I hereby confirm that I have read and understood and agree to be bound by theTerms and Conditions below.
DELEGATE 1 Name Job Title
Company Address
Postcode
Phone Mobile Fax
Email
DELEGATE 2 Name Job Title
Mobile Email
DELEGATE 3 Name Job Title
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Yes, I am a manufacturing company located in the North West of England withless than 250 employees and a maximum turnover of £34m (Please tick)
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3 Day Event Package:Day 1 - UK/US Summit, Day 2 - Factory Tour, Day 3 - UK/US Summit
North WestBased
Booking FeesThose manufacturersbased in the North Westwho employ less than250 people and have amaximum turnover of £34m
Early BirdOfferRegister Before Friday 24th August ‘07
£395.00+VAT £295.00+VAT
All SectorsCompanies andorganisations whoemploy more than 250 people or have a turnover more than £34m
Early BirdOfferRegister Before Friday 24th August ‘07
£595.00+VAT £495.00+VAT
2 Day Event Package:Choose any 2 of the three Summit days (Selections to be made August onwards) £325.00+VAT £245.00+VAT £495.00+VAT £415.00+VAT
Business Awards Dinner 17 October 2007:Book a table of 10 and receive 2 bottles of champagne £95.00+VAT £95.00+VAT £95.00+VAT £95.00+VAT
Team DiscountsTeams of four or more receive 25% discountTeams of ten or more receive 30% discountFor larger group bookings please contact customer services 0161 872 0393 for discounts available.
Note: Tickets are issued per named delegate and cannot be transferred between days.
AccommodationHotel and travel costs are NOT included in the summit fee. However we have negotiateda reduced rate for the speaker hotel next to the venue, The Golden Tulip at £102+VAT ppincluding breakfast. Please note this reduced rate can only be accessed by telephoningthe hotel directly on 0161 877 9641 quoting TMI07 or the summit title.www.goldentulipmanchester.co.uk. Offer available until 18 September 2007.
Government Agencies and Military special pricing: 30% discount on full prices. Please call 0800 458 9585 to obtain thisprice when registering.
Prices are per delegate
Qty.
Total including VAT
This document is printed on Green CoatVelvet which contains a percentage ofrecycled pulp.
