12:10 Initiating The Start-Up Of Quality Improvement In Your Organization

In the global economy, the skill of continually improving quality is vitally important to an organization’s longevity and success. You will have to develop a method of effective and efficient Continuous Quality Improvement (CQI). Measuring customer satisfaction is at the heart of CQI. The stages of planning, organizing and implementing CQI can lead you step by step toward gaining global market share.

Chander Mohan Nagpal
Quality Manager 6 Sigma Lead
REUTERS

12:10 Implementing Continuous Improvement On Your Continuous Improvement Process

The challenge is to deploy a system that provides a common, structured work environment while offering the flexibility required for global deployment. So how do you develop a solution that allows you to easily populate project information from multiple sources into the central repository without requiring practitioners to re-enter their project data? By having project tools integrated with the portfolio reporting, practitioners, champions and managers are able to perform at a significantly higher level. At the same time, the executives are able to generate timely and meaningful analysis from our detailed project data. Understand how to achieve: Shorter project cycle times, higher quality and improved standardization

Yeo Soo Hin
Director Quality & Continuous Improvement
INTERCONTINENTAL HOTEL GROUP

12:50 How Hewlett Packard’s Global Business Centers In EMEA Effectively Implemented A Closed Loop Process Improvement Framework

The first step in a process improvement project is to identify the process which is to be improved. This may be obvious for a given situation, for example when dealing with a known problem or where measurement of an existing process indicates a need for further attention. However, there may be a number of known potential improvement projects, and the problem lies in selecting which project to do first. Activities in this stage may thus include:

• Reviewing existing measurements, looking for poorly performing processes
• Identifying customers, their needs, expectations and satisfaction with current processes
• Defining criteria for selecting candidate projects
• Describing candidate projects in a format that will ease selection.
• Selecting a process to be improved

Rohit Ganjoo
EMEA Quality Manager, 6 Sigma MBB Global Business Operations
HEWLETT PACKARD COMPANY

12:50 What’s Wrong With Traditional Six Sigma Deployment Processes? How Can We Use Lean Six Sigma Methodology To Fix It?

Six Sigma’s job is to find out problems with business processes and implement solutions to eliminate defects, improve productivity/ efficiency & reduce cost of poor quality. Yet if we look at a lot of Six Sigma deployments, we will find that there are defects, inefficiencies and COPQ in the deployment process. This session will take a critical look at traditional deployment processes with the same analytical rigor that Six Sigma professionals use for other business processes. The session is intended to provoke Six Sigma practitioners into critically examining traditional deployment strategies and to look for better ways. The session will explore:

• Why process cycle efficiency of projects is low
• Why changeover times for belts to move from one project to another is high
• Why capacity utilization of the belts is low
• Why we still train belts in batches and not just-in-time
• Why deployments are so expensive
• Why many projects still do not yield the complete long term results, in spite of implementing a good technical solution
• Why Six Sigma does not engage & excite all levels of the organization

Sandip Labh
MBB, 6 Sigma Centre of Expertise
BP

14:30 Embracing Lean Six Sigma In Service Environments – Beyond The Product Quality Improvement

• Service industry is about experience rather than rigid product.
• Respect the human nature when measuring the customer satisfaction
• Respect variable factors of associates when leading the quality improvement.
• Mobilize long term quality initiative with executive sponsorship and ongoing measurement.

Helen Hao
Regional Director, 6 Sigma, MBB
STARWOOD HOTELS & RESORTS

14:30 Evolved Working Practices Using Six Sigma And Lean

Now that Lean and Six Sigma have been a major initiative for over 10 years, the question “what’s next after Lean Six Sigma?” comes up time and time again. Initiatives are the critical mechanism to drive change within an organization and developing a core competency to deploy initiatives. So how can a company do that by deploying Lean and Six Sigma first and following with the deployment of smaller process improvement initiatives.

Dr. Taeyoun Won
Consultant & MBB, Business Innovation Department
POSCO

15:10 Discussion Round Tables: What Is The Need For Innovation?

• Defining the process for innovation within your business
• How to utilize the power of your organization to drive forward innovation
• Is there any limit for innovation within the Process Excellence framework

Discussions will be led and mediated by the speakers of day

15:10 Discussion Round Tables: The Future Of Six Sigma Techniques And Methodology And Its Capability And Utilization

• Where is your organization right now? Defining the leadership vision
• Which techniques and methods worked for you and your team? What should you remove and what should be implemented new?
• Measuring the success and planning for the future

Discussions will be led and mediated by the speakers of day