Programme 2017

27 - 29 November, 2017; Berlin, Germany

08:00 - 11:30

BMW Plant Berlin – Factory Tour

During the exclusive guided tour, three groups of 25 people will be led through the mechanical production, engine assembly and the motorcycle assembly. The tour is approximately two hours long.

Please note: There were only 75 places on this factory tour and they were allocated on a first-come, first-served basis. The tour is now Sold Out. Please enquire to be put on the waiting list.

Bayer LEAN Factory Berlin – Tour

The tour of the Bayer LEAN Factory will be for an exclusive group of 25 people. It will showcase the process of tablet production, from weighing to pressing the tablets and all steps in between. It will take place in a large room and will be presenting small equipment in laboratory size. 

The key focus will be on the lean principles and on operational excellence methods and tools. On the tour, the participants can have a look at the training facility. The group will gain an understanding of the training concepts and how these were realised it at Bayer.

11:50 - 12:50

Registration & Networking Lunch

12:50 - 13:00

Chair’s Opening Remarks

Dr Patrick McLaughlin, Programme Director: Cranfield Operations Excellence MSc, Cranfield University

Introductory remarks by the Chair in the plenary room

13:00 - 13:35 - Keynote

Industry 4.0 & Technology

A Case Study of a Digital Journey: Ford Otosan

Sabri Çimen, Director, Product Coordination, Ford Otosan

  • An in-depth look at Ford Otosan, the products and the plants (three vehicle operation plants and one powertrain plant in Turkey)
  • Ford Otosan’s awareness about innovation, digitalisation and smart manufacturing
  • Ford Otosan’s digital journey: 
    - Transition to innovation culture and deployment strategies 
    - The transformation efforts targeting safety, quality and cost improvement

13:35 - 14:10 - Keynote

Lean & Operational Excellence

Applying Project Management Tools and Techniques to Low-Volume Manufacturing Operations

Nicholas Holdcraft, President and COO , GOVECS Group

  • Lean manufacturing has long been the fundamental principle for manufacturers to maximise the value of their operations and minimise the waste involved in producing goods. For decades, lean has been implemented into the fundamental practices of Project Management, Leadership, Office Process, Home Life, etc.
  • This presentation will take an opposite view and provide a four-component road map of project management techniques which can be used to improve low-volume manufacturing operations
  • This unique view of utilising project management methodologies will show how business owners and stakeholders can make an immediate impact to their bottom line and manage risks more effectively

14:10 - 14:15

Please Move to your Next Session

14:15 - 14:45 - Solution Spotlights

Lean & Operational Excellence

Driving to Zero: An Executive Discussion and Case Study on Exceptional Manufacturing Performance

Jordan Workman, Director of NA & EMEA Client Development, Milliken

  • Challenge existing paradigms by embracing zero-loss thinking in cost, quality, and safety
  • How do operational leaders prioritize talent development vs automation and vice-versa
  • Leverage the power of operational excellence to deliver on corporate strategy and outperform competition
  • Establish the business case for change at all levels of the organisation

Industry 4.0 & Technology

Taking Steps Now to a Smart Manufacturing Future

Martyn Gill, Business Development Director – EMEA, Lighthouse Systems Ltd

To stay globally competitive, manufacturing companies need Smart Manufacturing. But what does this mean and how can it be achieved? This presentation will take the audience on a journey looking at:

  • Smart Manufacturing enabling technologies
  • Data: what is the real issue?
  • Maturity stages of Operations IT: where are you now?
  • MES/MOM (manufacturing operations management): why you need it to make Smart Manufacturing happen

14:45 - 15:45

iSolve & Networking Refreshments

15:45 - 16:15 - Case Studies

Lean & Operational Excellence

Why is a Matured Lean Process Imperative to Align with the Changing Face of Manufacturing?

Augusto Giardini, Associate Director Operational Excellence and Project Management Office, Bristol-Myers Squibb

  • Analysing the lean level of maturity at a plant following a journey that began in 2012

Industry 4.0 & Technology

What is Driving your Digital Manufacturing and Industry 4.0 Transformation?

Prof Dr Carl B. Welker, Director, Blue Palais Center of Corporate Evolution

  • Times of change: what´s coming up – where´s the miracle – chances or threats coming along?
  • The nature of digitalisation: that´s what the MBI´s and PH´s do not tell you: what´s new and what´s not new at all, but: we tell you there is strategic impact in it
  • The benefits of digitalisation: here are the objectives you have to achieve, and they make the difference – these aspects deliver competitive advantage, they are your drivers

Quality & Safety Management

Executing a Significant Turnaround in Safety Performance

Michael de Poortere, Global Analytical Technology Center Director, The Dow Chemical Company

  • Turnaround in safety management by improving performance by 90% in less than 2 years will increase the remarkable the profitability
  • Personal incidents are caused by 90%
  • Process Safety Incidents and Loss of Primary Containments are caused by 50% of behaviour defects
  • Leadership and personal engagement of the management closes the behaviour defects
  • Root Cause Investigation helps to identify management system failures
  • The selection, training and motivation including a balance of consequences
  • Makes the difference. Implement a truly Safety first and pounds second culture staring at the Top. High Reliable Organizations have no incidents, no quality challenges, highly engaged employees and manufacturing runs better than ever

16:15 - 16:20

Please Move to your Next Session

16:20 - 16:50 - Solution Spotlights

Lean & Operational Excellence

Achieve the Next Level of Operational Excellence with Six Theta

Klaus Godsk, Senior Partner, Valcon

Thomas J. Howard, Professor, Technical University of Denmark

The proprietary Six Theta methodology enables next-level operational excellence through predictable engineering with right first time and shorter time to market due to fewer design iterations and reduced return flow. Six Theta allows for objective measures of design quality. Your organisation will be able to identify and eliminate design weaknesses in both existing and new products, reducing development costs and enabling faster time to market. All in all resulting in a next-generation operations department. Valcon’s Six Theta design methodology has been tested on more than 500 different products and has proven applicable across industries, products and components.

Three key points from the session:

  • How do you obtain predictability?
  • Six Theta methodology and the history of engineering design
  • Get an insight on how Six Theta affects operational excellence

Industry 4.0 & Technology

Data Analytics for Effective Predictive Maintenance Made Easy

Klaus Petersen, Marketing Director Factory Automation – European Business Group, Mitsubishi Electric Europe B.V

  • Integrate your labour on your digital manufacturing journey with a solution based on the Poka Yoke principle to achieve your productivity and quality goals
  • Intelligent material conveying: a new approach to increase your ability to respond quickly to the dynamic needs of your market

Quality & Safety Management

Do Not Underestimate your Compressed Air Quality

Yannick Koch, Head of Global Corporate Development, BEKO TECHNOLOGIES GmbH

Thorsten Klein, Head of Product Management, Beko Technologies GmbH

  • Ensure the quality of your manufacturing processes and product safety
  • How to satisfy your auditor with an intelligent monitoring system
  • Guarantee the quality of your compressed air
  • Compressed air is a production power used in nearly every type of industry around the world. With a huge range of possible applications, its generation and treatment makes it a valuable and costly medium
  • Approx. 80 % of all manufactured products come into indirect or even direct contact with it. Hence the quality of your compressed air has a huge influence on the quality of your produced goods
  • Make sure your individual safety parameters are met, that your operation runs smoothly and that results are documented for your next audit

16:50 - 16:55

Please Move to your Next Session

16:55 - 17:30 - Keynote

Leadership & Workforce Development

Boehringer Ingelheim microParts: A case study on the Cultural Aspects of Change Management

Dr Joachim Wenzel, Chief Executive Officer, Boehringer Ingelheim microParts

  • Boehringer Ingelheim microParts: Introduction to the company and the specific business growth challenge
  • Discussion of the Relevance of strategic, structural and cultural aspects during the change of an organisation
  • Discussion of an Operational production model to optimize quality, production output and workforce
  • Examples of employee engagement to develop and improve the operational production model at Boehringer Ingelheim microParts

17:35 - 18:35

Evening Drinks Reception

08:00 - 08:35

Registration & Refreshments

08:35 - 08:40

Chair’s Opening Remarks

Dr Patrick McLaughlin, Programme Director: Cranfield Operations Excellence MSc, Cranfield University

Introductory remarks by the Chair in the plenary room

08:40 - 09:15 - Keynote

Advanced Production Strategies

Industrial Strategy and Transformation in the Aircraft Industry

Sebastian Mueller, Head of Manufacturing Strategy & Exploration, Airbus Group

  • Commercial aerospace industry – a growth market
  • AIRBUS Commercial – industrial view
  • Industrial Transformation – “a lever to overcome future challenges”
  • Main transformation streams and overall outlook

09:15 - 09:50 - Keynote

Industry 4.0 & Technology

L’Oréal Industry 4.0 – Agility, a New Paradigm of Performance at the Heart of New Consumers’ Expectations

Christian Georges, Manufacturing Excellence, Corporate Senior Vice President, L'Oréal

The digital revolution has deeply modified beauty consumers’ expectations: they all want to live a rich experience, both on-line and off-line, rather than to simply own beauty products. They are more connected, more informed, more impatient and want personalised beauty solutions suited to their skin types, their life styles, their aspirations. For the L’Oréal Group, Industry 4.0 is a key strategic initiative as, by combining new technologies, it will enable to meet new consumers’ needs and to contribute to the universalisation of beauty. The objective of the presentation is to illustrate that for a Group like L’Oréal, consumer experience is at the heart of the digital transformation of the operations. Industry 4.0 is almost the only way to deliver solutions that will meet new consumers’ trends and behaviours.

During the presentation, we will present L’Oréal’s vision and Operations 4.0 programme and will illustrate a few POCs implemented with different technologies. We will introduce our new smart line: a new perfume bottling line using an industry 4.0 approach leveraging new technology suppliers and combining new technologies such as video, laser measurement, robotics, connectivity, data etc. This has led to significant reductions in change-over time, energy consumption and Capex and will set the standards for the development of new lines.

09:50 - 09:55

Please Move to your Next Session

09:55 - 10:25 - Case Studies

Lean & Operational Excellence

Matching your Stage of Lean Maturity to your Environment and Motivational Concepts

Christian Haupt, Operations Director, Grammer AG

  • Assessing your level of maturity and setting the parameters for that assessment
  • Relating your current capability model to sporadic and organisational goals
  • Aligning the life cycle of lean progress with current and future objectives

Advanced Production Strategies

Assessing the Readiness of your Supply Chain

Dr Aristides Matopoulos, Senior Lecturer in Supply Chain & Logistics Management, Aston University

This session discusses the supply chain challenges of upscaling in the manufacturing sector. Attend this session to:

  • Understand the connection between Technology, Manufacturing and Supply Chain Readiness Levels
  • Gain knowledge on how to assess the maturity of your supply chain
  • Learn about the above in the context of a case study from the UK electric vehicle sector

Quality & Safety Management

Setting a Worldwide Example: An Award Winning Quality and Safety Programme

Reinhold Gietl, Factory Manager, Pilkington AG

  • Pilkington AG were given the German Safety Award from the Health Insurance Association as well as several other awards
  • This project involved cultural change, behavioural change and a real paradigm shift
  • The project set a leading example worldwide

10:25 - 11:25

iSolve & Networking Refreshments

11:25 - 11:55 - Case Studies

Lean & Operational Excellence

Implementing Lean on a Global Scale: Succeeding through Diversity of Products, Processes, and People

Alejandro Tassara, Global Director, Luvata Production System, Luvata

Richard Hainrihar, Global Director, Luvata Production System, Luvata

  • Common success factors throughout the business
  • Leadership – Benchmarking - Accountability
  • Culture of continuous improvement – open minds
  • Balancing the value and priority of the lean methodology to the individual manufacturing unit and the business as a whole
  • A tailored approach without forgetting core principles
  • Coaching and culture – developing the best of each culture across the globe

Industry 4.0 & Technology

Factory 4.0 Approach

Dr Jesús Mariano Fernández-García, Production Director, Thyssenkrupp Norte

  • Data collection in shop floor
  • Integration with ERP-SAP
  • New steps to go digital
  • Coexistence with non-digital boards

Quality & Safety Management

The Implementation of a New Continuous Improvement Concept

Michael Thierschmann, Vice President Manufacturing & Quality, Voith Hydro Holding

  • How did the implementation of a new continuous improvement concept lead to a drastic reduction in failure costs?

11:55 - 12:00

Please Move to your Next Session

12:00 - 12:30 - Solution Spotlights

Lean & Operational Excellence

Effectively Managing Operational Risk while Driving Operational Excellence

Nicholas Bahr, Global Practice Leader, Operational Risk Management (ORM), DuPont Sustainable Solutions

  • How to extract the most value in managing operational risks
  • Review findings of our 2017 Global Operational Risk Survey
  • How to link risk reduction with productivity improvements and OpEx initiatives

Industry 4.0 & Technology

Flexibility through Nesting – Solutions for Building the Factory of the Future

Lars Skogmo, Head of Technology, Process and Automation, AECOM

Dr. Frank Keul, Manager, Research and Development, Process and Automation, AECOM

  • How to use swarm intelligence, hives and nesting to achieve flexible and intelligent factories in the future. Reasons, needs and demands

Industry 4.0 & Technology

Digital Innovations with SAP Manufacturing

Sasa Glisic, Digital Supply Chain Solution Principal, SAP Switzerland

  • Full session abstract TBC

12:30 - 12:35

Please Move to your Next Session

12:35 - 13:05 - Case Studies

Advanced Production Strategies

Simplify to Grow! – Reduce Bad Complexity

Martin Berg, Group Operations & Technology Director, Rockwool International A/S

  • We cut 62% of all active product variants
  • We increased average run length on the production lines with 40%
  • We reduced number of change overs by 33%
  • We improved order confirmation wihin 24 hrs from 60% to 90%
  • We improved order accuracy from 95 to 99%
  • We did not lose any significant sales!

Industry 4.0 & Technology

Impact of the Human Machine Interface in a Production Environment

Josef Kriegmair, Project Director, MTU Aero Engines

  • User acceptance of a system
  • Training requirements for a system
  • Process robustness and error prevention
  • Few user interactions for complex tasks via a capable data architecture
  • Adaptability to preferences of different users

13:05 - 14:05

Networking Lunch

13:05 - 14:05 - Roundtables Led By

Creating Value in Your Operations

Q&A on Flexibility Through Nesting: Solutions for Building the Factory of the Future

Improve the Effectiveness of your Continuous Improvement Initiatives on an Ongoing Basis

Share your Digital Transformation Challenges

Agility for Modern Manufacturing with Enterprise-Grade Quote-to-Cash

14:05 - 14:35 - Case Studies

Lean & Operational Excellence

Manufacturing Improvement the Wright Way: Next Steps Towards Operational Excellence

Joe Portley, Senior Director Manufacturing, Orthopedics, Wright Group

Dan Griffin, Production Manager, Wright Medical Group

  1. Review of the Lean journey to date at Wright Medical in Cork Ireland.
  2. Expanding the horizon: Leveraging learning outcomes at the Cork facility across other facilities at Wright Medical.
  3. Outline of the Next Steps in Operational Excellence at Wright Medical Cork: The 6 Critical Success Factors that will underpin our move to the next level

Industry 4.0 & Technology

Setting a Roadmap for Manufacturers on the Journey to a Smart Manufacturing Future

Uwe Küppers, Chairman EMEA, MESA

  • Smart Manufacturing is an initiative to bring about a revolution in manufacturing business strategy, turning traditional factories from cost centres into profitable innovation centres

Lean & Operational Excellence

The X Factor in Lean Operations

Tjaart Van Den Berg, General Manager, Production, Omnia

The presentation will focus on critical the role that leadership plays during the implementation of change management and lean principles with the vision to implement or to improve to world class operations. All organizations need to improve the capabilities of their people, systems and processes, and when addressed intentionally through effective leadership, result in high employee engagement levels and employee behaviour changes which is essential during the strive towards world class operation.

The leaders of the organization determine the organizational culture and therefore the leadership style development of the leader is a crucial factor which, if unattended could derail the whole Lean implementation process. Stagnant leadership styles could result in defective and static stages of lean implementation, widening the gap between direction provided by the leader and implementation behaviour of employees.

Ultimately, progressive leadership styles create a climate of growth and engagement within the organization, beneficial for the journey of lean principle implementation.

14:35 - 14:40

Please Move to your Next Session

14:40 - 15:10 - Solution Spotlights

Lean & Operational Excellence

Improving SMART Gas Meter output by 72% in 9 months without CAPEX

Adrian Howe, Partner, Chartwell Consulting

This case study shows how, in the face of massive sales growth, one of our clients made a permanent step change in productivity over a 9 month period. The workshop will cover the following topics:

  • Assessing performance and the underlying reasons why opportunity existed
  • The dynamic de-bottlenecking roadmap
  • Using John Kotter’s framework of change to engage leaders, employees and suppliers
  • An example of technical constraint breaking
  • Results and sustainability
  • Key learning points

Industry 4.0 & Technology

Good, Bad & Ugly of Industry 4.0

Michael James, Chair Board of Directors, ATS Global BV

  • Industry 4.0 deployment at a Hearing Aid Manufacturer
  • Understanding what is possible with Industry 4.0, today, tomorrow and in the future
  • Lessons learnt
  • Business case – return on investment

Advanced Production Strategies

Supporting Lean Manufacturing Efforts with Machine Translation Technology

Loïc René, Account Manager, SYSTRAN

  • Lean Manufacturing involves constant efforts to eliminate or reduce ‘muda’ (Japanese term defining waste or any activity that consumes resources without adding value) in design, manufacturing, distribution and customer service processes
  • Translation is an integral part of your manufacturing processes and includes all types of documents
  • Language barriers still represent one of the biggest challenges to successfully communicate internally and externally

15:10 - 16:10

iSolve & Networking Refreshments

Roundtable led by:

Test Yourself in the Plant De-Bottlenecking Challenge

16:10 - 16:40 - Case Studies

Advanced Production Strategies

Manufacturing Skills - UK Now and Post-Brexit

Dr Patrick McLaughlin, Programme Director: Cranfield Operations Excellence MSc, Cranfield University

  • Based on a short Cranfield research project, an evaluation of skills are required for manufacturing, now and in the future
  • An evaluation of skills shortages over the past five years
  • Evaluation of which skills are in short supply
  • Skills provision – current and desired approaches
  • Comparison of UK, German, US and Japanese skills requirements, availabilities and issues

Industry 4.0 & Technology

Taking Industry 4.0 Activity to the Next Level

Sibylle Büttner, Plant Manager, Continental Automotive GmbH

  • Implementing Automated Transportation Vehicles (ATVs) on the factory floor
  • The ATVs are of different sizes and different scope to assist production
  • They operate freely, without the need for guiding aides on the floor

Lean & Operational Excellence

Lean Manufacturing Implementation at IMI Hydronics

Alberto Tureikis, Operations Lean Transformation – Division Director, IMI Hydronic Engineering

  • Value Stream Organization implemented
  • Customer Lead Times, On Time Deliveries and Inventories radical Improvement
  • One Piece Flow and Multi Machines operations (Productivity)
  • Internal Scrap and Customer Complaints reduced to World Class levels

16:40 - 16:45

Please Move to your Next Session

16:45 - 17:15 - Solution Spotlights

Industry 4.0 & Technology

Smart Manufacturing – Preparing for Industry 4.0

Raffaello Lepratti, VP, MOM Business Development and Marketing, Siemens PLM Software

What is Smart Manufacturing? Why should you worry about it today? Attend this session to get a glimpse into the future of manufacturing, and understand what your enterprise will be facing as the industry transforms in Industry 4.0. See how Siemens is supporting manufacturers on this journey, with a comprehensive manufacturing engineering workflow through design and production, including:

  • Building a digital twin, based on a digital thread of engineering data, to realize (manufacture) products faster, by shortening development cycles
  • Planning automated production processes, and introducing shop floor automation, which will replace previous manual processes
  • Closing the loop across manufacturing engineering and the shop floor by linking manufacturing execution, PLM, and cross-lifecycle analytics

Make sure you are considering all of the implications associated with Smart Manufacturing, and are deliberately preparing for Industry 4.0 today.

Lean & Operational Excellence

Why do so many Organisations get Lean & OpEx Wrong?

Steve Boam, CEO, KM&T

  • Are you focused on process or your end-to-end system?
  • Are you ready for the future?
  • Is there still something we could learn from Toyota

Lean & Operational Excellence

10 Supply Chain Behaviours that are Key in Determining Good Outcomes in Manufacturing Operations

John Harhen, Director & Principal, Orbsen Consulting

  • How demand hits Manufacturing Operations and how Operations is programmed to respond to that demand is critical in determining Manufacturing outcomes in terms of costs, effectiveness, service and contribution margin.
  • This session looks at what works and what doesn’t. Experiences are drawn from a variety of sectors

17:15 - 17:20

Please Move to your Next Session

17:20 - 17:55 - Keynote

Industry 4.0 & Technology

Made in UAE – First 3D-Printed Aviation Cabin Part Certified by an Airline-MRO

Stephan Keil, Head of Production, Project Delivery and Innovation, Etihad Design, Engineering & Innovation

  • Etihad Airways Engineering is the first independent MRO and EASA Design Organization with privilege to design and certify 3D printed cabin plastic parts
  • The presentation outlines the project, the design approach, the certification and testing program that Etihad Engineering and partner STRATA Manufacturing have applied to deliver this first-of-its-kind project “made in UAE”

18:00 - 18:35

Evening Drinks Reception

19:00 - 22:30 - Awards Dinner

4th Annual Awards Dinner 2017

Berliner Fernsehturm

  • Attendees will enjoy a unique panorama and unforgettable view of the entire city from the top of the iconic TV Tower in Berlin, with the revolving restaurant 207m above the city, and taking one hour to revolve a full 360°. The Berliner Fernsehturm is the tallest structure in Germany and one of the largest buildings in Europe
  • The following winners will be presented with awards at the dinner: - European Manufacturing Leadership Award 2017: Paul McKinlay, Vice President, Head of Broughton Plant, Airbus 
    - European Manufacturing Rising Star Award 2017: Luca Cesarini, World Class Manufacturing Manager, Maserati 
    - European Supply Chain Leadership Award 2017: Marion Matthewman, Head of Global Logistics, Syngenta

Delegates are able to purchase tickets for the Awards Dinner on a first-come, first-served basis.

08:00 - 08:55

Registration & Refreshments

08:55 - 09:00

Chair’s Opening Remarks

Dr Patrick McLaughlin, Programme Director: Cranfield Operations Excellence MSc, Cranfield University

Introductory remarks by the Chair in the plenary room

09:00 - 09:35 - Keynote

Lean & Operational Excellence

To Set Up a Manufacturing Excellence Programme and Way of Working within the Production in the Middle East

Stefan Köhler, General Manager AVI (Arabian Vehicle and Trucks Industry), Volvo and Renault Trucks

  • Key challenges during the process of implementing a new way of working in a different culture
  • Insight into how eventually the daily manufacturing KPIs had increased in order to reach world class levels in the Volvo & Renault manufacturing plant in Jeddah, Saudi Arabia

09:35 - 10:20 - Panel Discussion

Lean & Operational Excellence

How can Senior Leadership Engagement and a Change Management Structure Benefit your Lean Transformation?

Lisa Norcross, SVP Operational Excellence, E.ON

Prof. Dr. Torbjörn Netland, Chair of Production and Operations Management, ETH Zurich

Christian Haupt, Operations Director, Grammer AG


  • The continual challenge of pursuing a lean transformation programme through effective leadership from the top
  • What are some examples of effective change management structures working to continue and improve lean transformation?
  • How can you create greater cohesion among departments to allow for a more efficient implementation process?

10:20 - 11:20

Networking Refreshments

11:20 - 11:50 - Case Studies

Leadership & Workforce Development

The Human Touch and Toyota Production System in the New Era of Industry 4.0

Stefano Cortiglioni, Toyota Academy: Business Improvement Director, Toyota Material Handling Europe

  • Logistics as a major opportunity on efficiency increase

Industry 4.0 & Technology

Technical Innovation Roadmap – Industry 4.0

Israel Losada Salvador, Chief Operating Officer, Kitron Group

  • Over the past 3 years Kitron has invested heavily in European manufacturing facilities
  • Now we are going to focus on technological innovations to meet the ever-growing requirements of time-to-market, flexibility, cost and quality
  • Kitron has developed a road map to meet these requirements for automation, simulation and augmented reality

Lean & Operational Excellence

Why did Uniper Decide to Implement Operational Excellence?

Nigel Walker, Senior Vice President Operational Excellence, Uniper SE

The 3 pillars of our system:

11:50 - 11:55

Please Move to your Next Session

11:55 - 12:25 - Case Studies

Advanced Production Strategies

Improving Production Technologies through Supplier Collaboration

John M. Walker, Global Director – Manufacturing, Infrastructure and Supply Chain Investments, Mondelēz International

  • Equipment supplier teams operate and clean their own equipment on-site
  • Supplier collaboration helps optimize equipment design and ensure faster start-ups
  • Result? Production plants are modernized more quickly and at lower cost

Leadership & Workforce Development

Organising for Success: Lessons from John Boyd

Dean Lenane, Managing Director, Europe, Fisher Dynamics

  1. Common features in Boydian organisations
  2. Market recon and pull: surfaces and gaps
  3. Everything you know is wrong and you need to change quickly
  4. Adaptive reuse: of snowmobiles and steering column adjusters
  5. Finding unique approaches: creativity
  6. Leadership: decisions, initiative, strategic direction

12:25 - 12:30

Please Move to your Next Session

12:30 - 13:00 - Case Studies

Industry 4.0 & Technology

Getting a Real and Sustainable Transformation

César Lombarte, Head of Manufacturing Plant and Lean Manager, B.Braun

  • Foundations to sustain an OpEx implementation
  • Pillars for a successful change
  • Do not forget the innovation

Advanced Production Strategies

The Operational Excellence Effort at One of the Biggest Nickel Refineries in the World

John Pedersen, Head of Business System Center, Glencore Nikkelverk

  • With a long and successful history of operation that started more than 100 years ago, the Nikkelverk Business System was introduced in 2014
  • Based on the philosophy of the Toyota Production System, the system has had great success so far and overcome key challenges

13:00 - 14:00

Networking Lunch

14:00 - 14:30 - Case Studies

Leadership & Workforce Development

How to Develop Employees, and How Employees can Develop your Company

Rafal Biel, Production Manager, Eaton Automotive

  • How to survive in the automotive industry – improvement
  • Why people are so important for us
  • How to be important for the people
  • Is it only about learning and development?
  • There are more defeats than successes

Lean & Operational Excellence

Getting More Out of Your Lean Assessments

Prof. Dr. Torbjörn Netland, Chair of Production and Operations Management, ETH Zurich

  • Lean assessments are an integrated part of most corporate lean programs.
  • Assessments should help units set diagnosis and direction for their lean journey.
  • Few parts of a lean program can create as much discussion and discontent as the assessments if they are poorly designed and executed.
  • Assessments are resource-intensive and expensive, but their effects are often elusive.
  • What type of assessment is the better one?
  • How can you get the most out of your corporate Lean assessment?

14:30 - 14:35

Please Move to your Next Session

14:35 - 15:10 - Keynote

Advanced Production Strategies

Raising Product Quality through Supplier Development

Marc Moal, Head of Contract Manufacturing, Nestlé Nespresso

Thiago Dantas, Supplier Development Manager, Nestlé Nespresso

  • 2012 was a catastrophic year in terms of machines launches with 1 machine out of 10 coming back in repair centre
  • Through implementation of best in class Supplier Quality Management, discover how Nespresso was able to make a step change in Coffee Machines Quality in 3 years becoming the industry benchmark

15:10 - 15:20

Chair’s Closing Remarks & End of Summit

16:30 - 19:30

BMW Plant Berlin – Factory Tour

During the exclusive guided tour, two groups of 25 people will be led through the mechanical production, engine assembly and the motorcycle assembly. The tour is approximately two hours long.

Please note: There were only 50 places on this factory tour and they were allocated on a first-come, first-served basis. The tour is now Sold Out. Please enquire to be put on the waiting list.