BUSINESS TRANSFORMATION & OPERATIONAL EXCELLENCE WORLD SUMMIT & INDUSTRY AWARDS – HIGHLY CONFIDENTIAL DRAFT PROGRAM Co

BUSINESS TRANSFORMATION & OPERATIONAL EXCELLENCE WORLD SUMMIT & INDUSTRY AWARDS – HIGHLY CONFIDENTIAL DRAFT PROGRAM

Confirmed Speakers:

William Owad Joseph Spadaford Zac Jacobson Hillary Wilson SVP, Operational Excellence EVP, Chief Operations Strategy Senior Director, Business Excellence Director, Process Improvement & Cardinal Health Officer and Customer Insights Project Management Computershare eBay Boehringer Ingelheim Gary Peterson Eric Pope Bob Abel Dalton Li Executive Vice President, Supply VP, Operations Senior Director - Global Process and Vice President Chain & Production US Synthetics Capabilty Excellence MassMutual O.C. Tanner Company Walmart

Dennis Raymer Alex Jones Solomon Dadebo Jack Reismiller VP, Operational Excellence Lean Transformation Leader Head of PBC, Process Systems Eng., EVP Quality & Continuous Baylor Scott & White Healthcare Intel Product Mgmt, Ops Excellence & Improvement - Global Process Productivity at Global HyCO, Excellence Praxair Rolls Royce Jason Morwick Angel Garcia Jeff Porada Richard Morris Director, Business Improvement & Global Continuous Improvement Director of Lean Six Sigma VP Product Project Integration Quality Leader Jabil BMW Manufacturing Co., LLC Wyndham Vacation Ownership Catalent

Stephan Blasilli Tze Chao Chiam Srisu Subrahmanyam Anil Nair Head of Corporate Initiatives Associate Director, Research VP, Global Engineering Sr. Director, Global Quality, EHS & EDP Renewables Informatics Ingram Micro Continuous Improvement Christiana Care Health Systems Ingram Micro

Ashutosh Pandey Bernard Borowski Bryan Crowell Priya Anant Head of Continuous Improvement Deputy Head of Process Excellence & AVP, Continuous Improvement Global Head of Vendor Nokia Lean Intermountain Operations, Trust and Safety Sanofi Google Scott Segnere Terry Barnhart Norbert Majerus Kevin Goldsmith Executive Director, Prescription Head of Process & Cultural Excellence Lean Champion (Author) CTO @ Avvo & Former VP, Medicines PMO Sandoz The Goodyear Tire & Rubber Engineering Boehringer Ingelheim Company Spotify

Maria Thompson Daymond Cox Sayeed Sanaullah Peter Evans Global Innovation Framework Leader Global Operations Excellence Leader, First Vice President - Strategy & Director of LEGO Continuous ITW Innovation Center Integrated Supply Chain Analytics Improvement, Corporate Business Ingersoll Rand Wells Fargo Services LEGO

David Feierstein Bradley Casemore Chuck DeBusk Donna Powers Global Head of Transformation Office Chief Executive Officer VP, Performance & Process Performance Improvement NCR Southwest Michigan Behavioral Improvement - Acute Care Specialist Health UHS of Delaware Catholic Health Services Long Island Christopher Govero Deborah Lindway Jamie Bonini Julio Urrutia Interim Executive Director - Quality Enterprise Director, Lean Six Sigma Vice President, TSSC Chief Process Officer, Latin and Care Coordination/UR/CDS KeyBank Toyota Motor Engineering & America St. Elizabeth's Hospital Manufacturing North America Ricoh

Jose Pires Dave Margil Marsha Maldonado Chris Carpenter VP & Director, Business Excellence Lean Enterprise Leader, Corporate Sr. Business Improvement Lead VP, Business Improvement Black & Veatch Corporation Information Services Turner Broadcasting Turner Broadcasting Bose Corporation

Sisir Kumar Padhy Leigh Tauber Pranay Butala Rick Hepp Vice President, Process Excellence & Head of Portfolio Business Process & Associate Vice President, Continuous Executive Director, Operational Innovation Systems Improvement and Consulting Excellence, Global Manufacturing Verizon AstraZeneca Guardian Life and Supply Bristol-Myers Squibb

Leslie Dowling Jane Stackpole Ezra Eckhardt Joel Rapowitz Vice President Planning, Head of Strategy and Planning, Chief Operating Officer Senior Director, Operations Architecture, and Strategic Change Clearing & Custody Solutions Wave Form Systems Citi Retail Services Management Fidelity Investments USAA Dennis Deas Mamta Patel Matthew Morgan Ricardo Estok Managing Director, Enterprise Administrative Laboratory Director Head of Process Excellence Enterprise Principle Leader, Global Performance Improvement Rockford Health System Bridgewater Associates Manufacturing Operations & Kaiser Permanente Council Johnson Controls Dan Markovitz Mustafa Abdulali David K. Robinson Omar Hatamleh Author, CEO Director of Lean Transformation Director, Organization Excellence Chief Innovation Officer, Markovitz Consulting NCH Healthcare System Kaiser Permanente Engineering NASA

Dr Mathias Kirchmer Dr Sandy Furterer Jeff Hastie Gordon Tredgold Founder & CEO Associate Professor, Department of Global Director, Lean Enterprise Inc. 100 Top Leadership Expert & BPM-D Engineering Management, Systems Bose Corporation Speaker & Technology University of Dayton

Joseph Paris Founder, Operational Excellence Society & Chairman, XONITEK Group

Advisory Board

Riad “Ray” Ardahji Jason Morwick, Bob Abel Terry Barnhart Global A. Director of Industrial Director, Business Improvement & Senior Director, Global Process & Head of Process & Cultural Engineering & Continuous Quality, Wyndham Vacation Capability Excellence, Walmart Excellence, Sandoz Development, Zimmer Ownership

Solomon Dadebo John Biedry Anne Nunes Bill Owad Head of PBC, Process Systems Eng., Senior Director of Continuous Sr. Vice President, Global Process Senior VP, Operational Excellence, Product Mgmt, Ops Excellence & Improvement, Nike Optimization, Smith & Nephew Cardinal Health Productivity at Global HyCO, Praxair

Angel Garcia Richard Morris Anu George Tom Paider Global Continuous Improvement VP Product Project Integrations, Head of Operational Excellence, Associate VP, IT Build Capability, Leader BMW Manufacturing Co., LLC Morningstar Nationwide Catalent

Zac Jacobson Jose Pires Bryan Crowell James Janisse Senior Director, Business Excellence VP & Director, Business Excellence, AVP, Continuous Improvement, VP, Connected Navigation System & Customer Insights, Black & Veatch Corporation Intermountain TomTom eBay

Jack Reismiller Rodolfo Santamaria Jeff Porada Ron Prince EVP Quality & Continuous VP, Operational Excellence, Supply Director, Lean Six Sigma, VP, Process Management, Improvement, Chain, Compliance & Procurement, Jabil Macy’s Logistics & Distribution Rolls Royce ADT Security

Maria Thompson AJ Singh Eric Pope Global Innovation Framework SVP, Operational Excellence, VP, Operations, Leader, MetLife US Synthetics ITW Innovation Center

Pre- Post- Main Summit Day 1 Main Summit Day 2 Summit Summit March 21, March 24, March 22, 2017 March 23, 2017 2017 2017 AM Registration, Opening Keynotes from NASA, Walmart, Toyota & more Keynote from BMW Post- Networking Summit BTOES17 Awards Winners Showcase Site Visits & Workshops Morning Panel Session with Keynotes Culture Strategy Leadership Agility Operational throughout Workshops Transformation Execution Excellence the day PM Afternoon Customer Strategy Innovation Business Operational Announcement of Poster Board Winners Workshops Experience Execution Transformation Excellence Excellence Pre-Summit Roundtables Culture Process Invitation Agility Operational Keynotes Transformation Optimization Only Excellence Customer Strategy Innovation Business Operational Sessions Experience Execution Transformation Excellence Excellence Leadership Pecha Kucha, State of the Industry Address

Pecha Kucha, Presentations Late BTOES17 BTOES17 Awards Reception, Gala Dinner & After Party Organized Dinners, Social Activities, Wine-tasting & more Opening Gala

AGENDA AT-A-GLANCE

Pre-Event Golf Challenge: Monday, March 20, 2017 Golf Tournament at Falcon’s Fire Golf Club on March 20. Please register here.

Falcons Fire Golf Club is recognized both regionally and nationally as one of the finest Orlando golf courses. This Rees Jone s Signature Designed championship golf course features classic architecture, an exquisitely maintained course and year round playing conditions. Stretching nearly 7,000 yards from the back tees and providing golfers four sets of tees, Falcon Fire offers a challenging yet playable course for a relaxing round with friends or a competitive tournament. Don't miss the chance to network with your colleagues at this unforgettable course! Your $495 golf fee covers Greens Fees, Golf Cart, Unlimited Practice Balls, Tournament Scoring, On-Course Contests, Clubs/Shoes Rental, Lunch, Refreshments and Transportation (Golf registration is only available to registered summit attendees)

Pre-Summit Workshop Day: Tuesday, March 21, 2017 1 ½ Hour Practical Hands-On Skill Development Workshops Breaks/Networking Opportunities Keynotes/Headliners

7:30am Morning Registration, Breakfast & Networking 9:00am End to End Approach to Process Effective Change Management – How to Secure Buy-in & Support Strategy Execution with Excellence Where to start and how to achieve for your OpEx Program Operational Excellence tools & effective change methodologies 10:30am Morning Coffee Break & Networking

11:00am End to End Approach to Business Using Operational Excellence to Engaging & coaching your Utilizing and using Big Data in Excellence create an Excellent Customer employees through their business Operational Excellence Experience transformation 12:30pm Lunch Break &Networking 1:30pm Creating an Operational Excellence Achieving Top Line Growth with How to become more agile and Developing Lean Leaders Culture Operational Excellence & adaptable to rapidly changing Innovation market conditions 3:00pm Afternoon Coffee & Networking 3:30pm Strategy Execution in a Digital World Creating a State of Readiness – The Building the Fit Organization Identifying and implementing Operational Excellence Enterprise the right operational excellence Readiness Model tools that fit within your organization 5:15pm Panel Session 6:00pm Engaging Leadership in the Bose Lean IT journey

6:45pm Ensuring that the Executive Board is Bought in to Sustain a Successful OpEx Program 7:15pm BTOES17 Announcements and Chairman’s Closing Remarks. BTOES17 Opening Mexican Themed Gala Reception: Mingle with industry friends. 7.30pm Welcome Cocktail Party - Take the opportunity to unwind and share a cocktail with your fellow attendees at the evening Gala Drinks Reception following the exciting first day of the summit.

Main Summit Day 1: Wednesday, March 22, 2017

7:00am Registration, Breakfast & Networking. Time to view the carefully selected Poster Presentations 8:00 am BTOES17 Opening Remarks

8:10am Chairperson’s Welcome & Introduction to Keynote 8:20am Transforming the Culture to be More Innovative: A Roadmap for the Future 9:15am How Walmart is building Continuous Improvement capabilities into the business, creating self-sustaining OpEx areas as they go.

10:00am Coffee Break and Networking in the Exhibit Hall.

Speed Solution Provider Power Talks: Listen to a series of credible solution providers present their solution & differentiation at their booth in 5-minute Insight Talks. Access to over 50 selected credible solution providers over the course of the summit to make an informed decis ion. Anything but PowerPoint - Listen to two 10 minute, to the point, how to case studies from cutting edge experts. 10:30am Top Management's Key Role for Toyota Production System Success 11:00am Digital Strategy: Take your business to the next level

11.30am Easily solving your biggest future challenges 12:10pm Panel Session with Keynote Speakers 12.30pm Sit Down Full Service Plated Lunch & Networking. Meet the Speaker at your Lunch Table. Put your name down early to ensure your place on your table of choice!

Book Signings with Keynote. Poster Presentations. Fun games to break the ice. CEOs Private Lunch. 1:30pm Break into Summit Streams: 20 Minute How to - Straight to the Core Presentations Choose from 5 parallel tracks of powerful case study presentations and topical breakouts according to your interest Customer Experience Strategy Execution Summit Innovation Summit Business Transformation Operational Excellence Excellence Summit Summit Summit Operational Excellence How to use Operational New Product Innovation A Holistic Approach to Taking your Operational Focusing on Transforming Excellence as a Competitive with OpEx: Lean & Agile Business Transformation: Excellence Program to the Customer Experience Advantage Where to Start, What to Next Level Pilot, & When to Scale Up 5-minute changeover period

1:55pm Increasing Customer Linking your Business' Core An Innovation Framework Engaging and Coaching you Transforming your Global Satisfaction by Mapping Processes and Process for Accelerating Organic Employees throughout their Business with a Robust the Customer Journey to Architecture with Strategy Growth Business Transformation Operational Excellence Delivering Superior Service Journey Program: Balancing the

Need for Speed with the Risk of Failing

5-minute changeover period 2:20pm Utilizing Voice of the Empowering your Lean Driven Agile Business Support Top Line Growth Customer with Operational Employees to Select their Innovation: Leading an End Transformation with Operational Excellence to Deliver Own Improvement Projects to End Business Excellence Superior Customer Service that are Aligned with Transformation Strategy 2:45pm 30-minute Panel Session in each stream with previous speakers within the respective stream. 3:15pm Coffee Break & Networking: Panel Session Participants – Continue the Dialogue. Speed Networking Technology Test Drives: Watch a Solution in Action. Speed Benchmarking: 5 Industry Thoughts Leaders on one side of the table. Your will have five minutes to quiz each on the latest innovative thinking and best practice. 3:45pm The Need for Speed Roundtables on Key Pressing Issues & Future Trends: Choose 3 of the of 25 Roundtable Discussions – Moderator raises in 5 minutes a key pressing issue, the discussion is turned over to table for 15 minutes of questions, after which all p articipants switch tables. Pick the table with the Pressing Issues or Future Trend most aligned to you!

Full list of topics in closer look, below

4:45pm Driving Growth through Strategy Deployment: Need for Speed: Building a The Importance of Utilizing “How to sink a business Customer Focus and Data- Managing, Fostering & Global Culture of Corporate Finance to excellence project; proven Driven Decision-Making Creating Value throughout Innovation Successfully Transform your methodologies to ensure the Organisation Business your failure”

5 -minute changeover period 5:10pm Improving Operational Transforming from a Leadership Summit Transforming & Improving Invitation Only – Customer Throughput to Provide an Manufacturing to a Services Sales with Operational Experience Leaders Excellent Patient Company, the Journey Excellence & Strategic Boardroom Sessions. Ensuring that the Executive Experience Planning Board is Bought in to

Sustain a Successful OpEx Program 5:35pm Stream Summary: Our main Chairperson asks each stream Chairperson to provide a summary for their sessions. 6:00pm Anything but PowerPoint: A Series of Six 5-minute Presentations on Customer Experience, Packed with Golden Nuggets. Followed by 15 minutes of Q&A. 6:45pm Pecha Kucha Sessions: Getting to the point quickly and dynamically in 30 seconds or less – get the top ‘How-to’ tips from our industry leaders. 6:45pm VIP Pre-Reception Party – Advisory Board & Guests. (Invitation Only) 7:30pm Awards Gala & Drinks Reception

8:30pm Awards Gala Dinner: Celebrating Outstanding Organizational Success (Spouses Welcome!)

The Global Six Sigma and Business Improvement Awards are given to the most outstanding organizational achievements through the deployment of business improvement programs. The focus of this elite awards program is to demonstrate to the global business community the real results and excellence which organizations achieve through the successful deployment of Six Sigma and other business excellence programs. The Awards present a great opportunity for organizations to win recognition for the great work that their Six Sigma and business excellence people are delivering to customers, shareholders and other key stakeholders.

The Global Six Sigma and Business Improvement Awards are steered by an independent Advisory Panel and judged by a panel of independent business improvement experts and practitioners. Entries are welcomed from all types of organizations across the globe, both within the private and public sectors, which have implemented business improvement initiatives to deliver real organizational excellence. 10:30pm Awards After-Party till late

Main Summit Day 2: Thursday, March 23, 2017

6:30am Fun Run 7:30am Breakfast Roundtables & Networking 7.30am Private Breakfast Meeting - Hosted by The Quality Group 8:30am Chairperson’s Recap from Previous Day and the Key Takeaways from each Session.

9:00am A Glimpse into the Future: BMW's 2020 Vision & How Operational Excellence Plays an Integral Role 9:45am Awards Winners Panel Showcase – Each winner will deliver their top 3 “Golden How-tos”, with the opportunity to ask questions to all winners. 10:30am Break & Meet the Panel

Culture Transformation Process Optimization Shifting the Culture with Agility Summit Operational Excellence Summit Employee Learning: Summit Title Creating & Sustaining a Successfully Managing Training your Employees in Debunking Myths: How Leveraging Operational Toyota-Style Lean Culture in Compliance with OpEx & Performance Operational Excellence Excellence for Successful a Large Hospital Operational Excellence and Improvement Fosters Innovation and Acquisition Focused on the Process Automation Agility Client

5-minute changeover period 1:55pm Business Excellence: Identify efficiencies, Embedding and Sustaining Linking LEAN & Agile for Achieving Enterprise Creating a High Performing productivity, quality, Change Management to Successful New Product Excellence by 2020: Linking Culture with OpEx accuracy of processes for Successfully Achieve the Development Key Behavior Indicators and automation Strategy Key Performance Indicators to Deliver Ideal Business Results 5-minute changeover period 2:20pm The Critical Role of Culture Designing and Preparing for Invitation Only - Global Agile Business Engaging Leadership with in Strategy Execution the Business Future with Heads & Leaders Transformation: Using Operational Excellence People, Process & Boardroom Sessions. Operational Excellence through Strategic Technology Tools & Methodologies Alignment and Visual Management 2:40pm Panel Session with Previous Speakers 3:00pm Coffee Break & Networking 3:20pm BTOES Insights - State of the Industry Address: The biggest developments over the last 12 months and the future of Operational Excellence in t he next 5-10 years. 3:40pm Pecha Kucha Sessions: Getting to the point quickly and dynamically 30 seconds. Industry Leaders Top How to Tips & Learnings from the Main Summit Day 2. 4:00pm Chairperson’s Conclusion

4:20pm End of Conference 7.00pm Option to Join Organized Dinners: Organized Dinners - Around Conference Themes & Topic 7.00pm Wine tasting evening at the vault Start the evening by choosing a taste from over 150 varieties of wine, then move on down to the Vault where you will benefit from a special wine tasting session.

Post-Summit Workshops & Site Visit Day – Friday, March 24, 2017  Disney Back Stage Tour / Disney Executive  Wine Tasting Evening at The Vault on March 23  NASA Up Close Tour on March 24 – Meet an Astronaut 12.30 NASA up close tour Visit NASA Kennedy Space Center's headquarters, and get the closest possible view of the Space Shuttle launch pads. See KSC’s Shuttle Landing Facility, get a view of the massive Vehicle Assembly Building, and NASA’s gigantic Crawler Transporters  Universal Studio Challenge

AGENDA – A CLOSER LOOK

Pre-conference workshops 1 ½ Hour Practical Hands-On Skill Development Workshops Breaks/Networking Opportunities Keynotes/Headliners

8:00am Morning Registration & Networking (Leave your card to connect with delegates) 9:00am End to End Approach to Process Effective Change Management – How to Secure Buy-in & Support for Strategy Execution with Excellence Where to start and how to achieve your OpEx Program Operational Excellence tools & effective change methodologies

10:30am Morning Coffee Break & Networking 10:45am End to End Approach to Business Using Operational Excellence to Engaging & coaching your Utilizing and using Big Data in Excellence create an Excellent Customer employees through their business Operational Excellence Experience transformation

12:15pm Lunch Break &Networking 1:30pm Creating an Operational Excellence Achieving Top Line Growth with How to become more agile and Developing Lean Leaders Culture Operational Excellence & adaptable to rapidly changing Innovation market conditions

3:00pm Afternoon Coffee & Networking

3:30pm Strategy Execution in a Digital World Creating a State of Readiness – The Building the Fit Organization Lean Healthcare: Identifying and Operational Excellence Enterprise Dan Markovitz implementing the right Dr Mathias Kirchmer Readiness Model Author, CEO operational excellence tools that Founder & CEO Markovitz Consulting fit within your organization BPM-D Joseph Paris, Founder, The Operational Excellence The corporate landscape is full of Donna Powers A recent research study shows that Society & Chairman, companies that have failed in Lean Six Sigma Specialist XONITEK only 13% of organizations reach their their pursuit of the ‘Toyota Way.’ Catholic Health Services of Long

yearly strategic goals. Static business Island In this talk, discuss what is models do not keep pace with Trying to be like Toyota is a mistake. needed to; Cut-across the today’s dynamic change and A “fit” organization has the ability to  Excellence begins with a corporate silos and become a digitalization. Organizations need to continually improve in a manner foundation cohesive unit. We will show how execute their strategy systematically that delivers superior to define, then communicate the  Project Fatigue – the law of and deal proactively with the goals (future state). We will performance and results over the the instrument – over- opportunities and threats of explore a model for creating the long haul. reliance on familiar tools digitalization. In effect, they must necessary state of readiness to  One size does not fit all – know how and when to modify or pursue those goals. And we will This workshop, based on the Shingo different levels of training enhance their business processes, discuss how to achieve a Research Award-winning book,  Process improvement which processes are best candidates condition of preparedness to "Building the Fit Organization," decision matrix – for intervention, and how to move effectively and efficiently address distills the lessons from the Toyota hybridization rapidly from strategy to execution. opportunities and threats that Production System into six core  Changing behaviour and might present themselves during concepts, in the culture Participants of the workshop will get the journey. easily understandable language  Removing waste and flow an overview of the value-driven of physical fitness and athletic  Reducing variation and ‘BPM-Discipline’, the enabling excellence—no Japanese, no English accuracy “process of process management” as jargon, and no references to Toyota. well as selected approaches to Give your team the knowledge to be establish and apply this discipline of faster, more competitive, and better strategy execution. It includes case able to win in your market. studies, lessons learned and newest academic findings.

5:15pm Panel Session Engaging Leadership in the Bose Lean IT journey David Margil Lean Transformation Leader, Corporate Information Services Bose Corporation

Jeff Hastie Global Director, Lean Enterprise Bose Corporation 6:00pm Jeff & David will describe how they engaged with IT leadership at Bose—who were initially reluctant—to inspire them to begin and then sustain a culture of continuous improvement. Hear from Jeff & David on:  Engaging with leadership and engineering the “ask” – how to get leaders to move from no to yes  Laying out the roadmap – making sure leadership knows how to get started  Creating a culture, not a program – going slow to go fast  Focus areas to create a strong foundation – critical success factors  Roadblocks and speedbumps – when the journey doesn’t go as planned  Where are we now, where are we going? – the value of persistence Ensuring that the Executive Board is Bought in to Sustain a Successful OpEx Program

Bill Owad 6:45pm Senior Vice President, Operational Excellence Cardinal Health

Cardinal Health has had considerable benefits with operational excellence since they embarked on this journey 11 years ago, but how have they sustained this in the

organization? Hear Bill discuss their journey and how they have trained > 20,000 employees to look for continuous improvement and achieved significant economic benefit to their organization. In addition, Bill will discuss:

 How to engage and educate executive leaders and management in OpEx?  Getting the leadership team to understand the end to end value stream  Demonstrating strategy alignment with OpEx benefits, efficiency, productivity, top line growth and cost savings Communicating the expecting operating system that is to be present in all areas of the business, culture and leadership behaviors, metrics, diversity and talent management 7:15pm BTOES17 Announcements & Chairman’s Closing Remarks BTOES17 Opening Mexican-Themed Gala Reception: Mingle with Industry Friends 7:30pm Welcome Cocktail Party - Take the opportunity to unwind and share a cocktail with your fellow attendees at the evening Gala Drinks Reception following the exciting first day of the summit.

Main Summit Day 1: Wednesday, March 22, 2017

7:00am Registration, Breakfast & Networking. Time to view the carefully selected Poster Presentations 8:00am BTOES17 Opening Remarks 8:10am Chairperson’s Welcome & Introduction to Keynote 8:20am Transforming the Culture to be More Innovative: A Roadmap for the Future Omar Hatamleh Chief Innovation Officer, Engineering NASA

NASA is concentrating on creating an open innovation culture looking for continuous improvement and creative solutions. In this session Omar will discuss:

• Created a strategy for 20 years balancing the short and long-term

• The gaps that they are creating to solve now and in the future • Transforming the culture to an innovative one and receiving cross-industry support 9:15am How Walmart is building Continuous Improvement capabilities into the business, creating self-sustaining OpEx areas as they go. Bob Abel Senior Director, Global Process & Capability Excellence Walmart

As they go into a business unit, you will hear about: • How they initially engage in a small area • How they expand the reach into other parts of the BU • How they replicate small projects to become big wins, both in the BU, and then the Enterprise • How benefits are tracked • The next stage of Benefits Tracking 10:00am Coffee Break and Networking in the Exhibit Hall

Speed Solution Provider Power Talks: Listen to a series of credible solution providers present their solution & differentiation at their booth in 5 minute Insight Talks. Access to over 50 selected credible solution providers over the course of the summit to make an informed decis ion.

Anything but PowerPoint - Listen to two 10 minute, to the point, how to case studies from cutting edge experts. 10:30am Top Management's Key Role for Toyota Production System Success Jamie Bonini Vice President, TSSC Toyota Motor Engineering & Manufacturing North America

TSSC's Vice President Jamie Bonini will discuss Toyota’s process for developing and implementing TPS collaboratively with org anizations outside Toyota. In addition, he will share the essential role that top management plays to help implement and drive sustainable TPS results. Jamie will highlight four key, challenging roles for very top management: • Show strong visible commitment • Learn TPS correctly in detail • Build an environment that will surface problems

• Frequently going to see the shop floor in detail

11:00am Digital Strategy: Take your business to the next level Sayeed Sanaullah First Vice President - Strategy & Analytics Wells Fargo

Creating digital success often requires deeper interactions with the customers, more customized and personalized offerings and interactions, data driven decision making, and organizational models and processes that are proactive to changes in a company’s environment (internal and external). In this keynote hear from Sayeed on how to: • Leverage digital strategy to better serve customers and create/add business value • Grow revenue and increase profit while managing the risks involved • Create a transformative vision to achieve digital success and measure digital transformation outcomes 11:30am Easily solving your biggest future challenges Mark Proffitt Innovation Enabler Predictive Innovation The world is changing faster and faster. Automation, globalization, and the Internet changed the rules that worked in the pas t. Today, rules change almost as quickly as you can learn them. Process will not help you in this increasingly more rapid paced, higher stakes environment. To succeed, you need a new way of thinking. You need to think predictively. Mark explains the discovery of a new way of thinking that anyone can use to: • Solve seemingly unsolvable problems on demand • Map future innovations for products & services, processes, & business strategy • See 5X, 10x, even 20X improvements hiding in plain view • The crucial piece needed for success that is missing from Agile, Lean, 6 Sigma and all process focused systems 12:10pm Panel Session with Keynote Speakers 12:30pm Sit Down Full Service Plated Lunch & Networking. Meet the Speaker at your Lunch Table. Put your name down early to ensure your place on your

table of choice!

Book Signings with Keynote. Poster Presentations. Fun games to break the ice. CEOs Private Lunch. 1:30pm Break into summit streams: 20 Minute How to - Straight to the Core Presentations

Choose from 5 parallel tracks of powerful case study presentations and topical breakouts according to your interest

Customer Experience Strategy Execution Summit Innovation Summit Business Transformation Operational Excellence Excellence Summit Summit Summit

Operational Excellence How to use OpEx as a New Product Innovation with A Holistic Approach to Taking your Operational Focusing on Transforming Competitive Advantage OpEx: Lean & Agile Business Transformation: Excellence Program to Customer Experience Where to Start, what to the Next Level Pranay Butala Alex Jones Pilot, & When to Scale Up Bernard Borowski Angel Garcia Associate Vice President, Lean Transformation Leader Deputy Head of Process Global Continuous Continuous Improvement and Intel Sisir Kumar Padhy Excellence & Lean Improvement Leader Consulting Vice President, Process Sanofi Guardian Life With over 20,000 people in Excellence & Innovation Catalent Pharma Solutions product development at Intel, Sanofi focus their efforts on all Verizon  How to create a true Alex’s team are changing the way aspects of the customer to Guardian Life has been • Designing, planning and assessment of your new products are created, provide an excellent customer undertaking large scale managing an end to end capabilities and gap experience. They have a operational excellence developed and on the market. business transformation with analysis for the next level Hear how he has: multitude of initiatives transformational activities in innovation & the customer at  Understanding where you across all end to end processes. customer service improvement the forefront  Coached and designed a currently are, identify the Bernard will discuss how they and evaluating partnerships to • Break down silos and disciplined execution on new holes and plan for the are creating value by servicing drive more business. In this increase collaboration and product development future with management their clients and internal session hear how they are: transparency across both buy-in &commercializing new ideas customers by: • Creating a sales excellence functions and organization   Driving a lean product Training the future team: streamlining the sales layers development transformation operational excellence  Mapping the end to end process for internal/external • Mapping out processes and rolling out to 14,000 people in leaders - what to look for? process from a customer point clients eliminating inefficiencies to • Improve customer through a the organization between 6 - of view by identifying all of increase productivity through

the touch points, taking a high-level operational 12 months continuous improvement holistic view of CX excellence program  Bringing together the best • Creating a lean enterprise  Streamlining processes and • Driving a culture of ideas that convert into with design thinking, removing multiple touch continuous improvement profitable products innovation and operational points for customer ease organically throughout the  Team collaboration – excellence  Realigning and prioritize those business communication and evaluation processes that create unique • Problem solving, tracking of innovative ideas to value for customers benefits and following up on fundamentally change they  Continuously updating the projects implemented react to customer needs customer experience that • Using OpEx to grow the quickly adapts to the market business with M&A and needs partner evaluation

5-minute changeover period

1:55pm Increasing Customer Linking your Business' Core An Innovation Framework for Creating a Business Transforming your Satisfaction by Mapping the Processes and Process Accelerating Organic Growth Transformation Team to Global Business with a

Customer Journey to Architecture with Strategy Maria Thompson Rapidly Respond to Market Robust Operational Delivering Superior Service Global Innovation Framework Changes Excellence Program: Dr. Sandy Furterer Leader Balancing the Need for Theodore Revilock Associate Professor, ITW Marsha Maldonado Speed with the Risk of Director of Operational Department of Engineering Senior Business Improvement Failing Excellence Management, Systems & Since early 2014, Maria partners Lead Coca-Cola Technology with ITW business innovation Turner Broadcasting Sriram ‘Srisu’ University of Dayton leadership in a Senior Director Subrahmanvan Coca-Cola is introducing role to accelerate organic growth Chris Carpenter Vice President, Global customer journey mapping Prior to her current position, with a global innovation process Vice President, Business Engineering within their Lean Six Sigma Sandy built the process framework. In this talk, she will Improvement Ingram Micro program to address areas infrastructure that explain how she: Turner Broadcasting incorporated a process where customer satisfaction Anil Nair scores look positive, but architecture map as the VP of  Coaches employees on

complaints from the business Process Transformation at Park innovation through As with many industries, the Senior Director, Global were still being raised. You'll National Bank. In this talk she operational excellence Media & Entertainment Quality, EHS & Continuous hear from Ted how they: will address how to:  Improves business stage gate industry is experiencing Improvement • Incorporated customer  Tie process improvement processes through significant changes. To lead Ingram Micro centric design within their project prioritization with the harmonization with the the transformation of the 18 months ago Ingram lean six sigma program core processes and strategic Innovation Framework media business, Turner is Micro began planning how • Ran workshops on mapping plan  undergoing its own major Facilitates innovation to transform their business the customer journey to strategic transformation with  Improve processes by workshops including: in 44 countries. Hear from identify what it looks and the support of its internal documenting and creating customer interviewing, value Srisu & Anil on: feels like from the customers process and procedure proposition derivation, go to consulting group, Business  Their geo-centric view perspective change control for execution market strategy & planning Improvement. Chris and and the key metrics they • Delivered a 20%  Expand lean six sigma and structured brainstorming Marsha will share how created for key improvement in customer Business Improvement has projects with process processes satisfaction scores infrastructure evolved to lead strategic  Engaging and gaining • Began looking at processes as  Govern a process council transformation initiatives, customer events versus including: buy-in from the made up of leaders to build a international businesses explicit process steps. process improvement  Business process on operational network design excellence  Process re-  Utilizing a core of people engineering and to visit each site every 6 technology weeks to refine their enablement improvement  Acquisition integration  Challenges and lessons  Organizational design learned along the way

Superior Customer Service that are Aligned with Leigh Tauber Strategy Norbert Majerus Head of Portfolio Business Peter Evans Dennis Deas Lean Champion Process & Systems Director of LEGO Managing Director, Enterprise Gary Peterson The Goodyear Tire & Rubber AstraZeneca Continuous Improvement, Performance Improvement Executive Vice President, Supply Company Corporate Business Services Kaiser Permanente Chain & Production In order to survive in today's LEGO O.C. Tanner Lean Thinking in the innovation Pharmaceutical industry, David K. Robinson creation processes may not be as businesses need to be agile, LEGO is in a phenomenal Director, Organization OC Tanner, winner of the popular as it is in manufacturing nimble and adaptable to the growth curve with a goal of Excellence Shingo prize has successfully but when done right, it has a many changes. In this having 300 million children Kaiser Permanente embedded CI within their very large impact on speed, presentation hear how learning with LEGO culture. All of their employees delivery, quality and the success AstraZeneca is: products in the next 5 Kaiser Permanente is are focused on improving their of projects. In this talk, you'll • Embedding flexibility into years, up from 100 million transforming the organization work and choose the projects hear Goodyear's experience in processes to adapt to major children currently having to become more nimble in that will yield the most result learning how to do this shifts in strategy and new LEGO products. In this order to provide an excellent that is aligned with their successfully and: business models session you will hear how customer service. In this strategy. In this session hear • Applying lean thinking to • Meeting and overcoming they are focusing on: presentation you will hear how how they: innovation allocation of culture change challenges by • The global capability they are: product development identifying and addressing and current employees to  Connect and successfully • Utilizing different key lean the areas of resistance achieve this ambitious • Gathering feedback and engage their employees with principles and important tools • Successfully partnering IT, growth without customer needs for today strategy in their transformation journey business executives and overstaffing and in the future: a human  Set the corporate strategy, • Their results and lessons product teams to work • Consolidating 3 center design cascades this down to learned together for a smooth locations with their back • Putting a process in place to employees and get employee transition office capability, creating make rapid improvement to buy-in • Ensuring a quick return on a shared services team enhance  Establish a true north for the investment from a successful that will scale with the customer experience team that enables employees agile transformation business • Using data with stories and to select the right projects processes and immediately • Engaging the culture to stories with data  Adopted the Shingo model seeing benefits from the first change while taking the • Empowering the leadership early on that focuses on round business on a growth and team and training employees process and seeks perfection innovative journey to be more customer focused that creates an

improvement culture •

2:45pm 30-minute Panel Session in each stream with previous speakers within the respective stream. 3:15pm Coffee Break & Networking: Panel Session Participants – Continue the Dialogue. Speed Networking Technology Test Drives: Watch a Solution in action. Speed Benchmarking: 5 Industry Thoughts Leaders on one side of the table. Your will have five minutes to quiz each on the latest innovative thinking and best practice. 3:45pm Roundtables: In this highly interactive session, participants have the opportunity to hear a 5-minute case study from the speakers and then take 10 minutes to get other perspectives from other participants. After 15 minutes is up, a bell is rung and you’ll have the opportunity to attend another roundtable. Example of Roundtable Topics:

 Introducing a Robust Operational Excellence Program to a Non Continuous Improvement Culture  Gaining Leadership Buy-In for your Operational Excellence Improvement Projects  Approaching an end to end Business Transformation with Operational Excellence’  Redesigning the Customer Experience Removing Multiple Touchpoints  Achieving Top Line Growth with Operational Excellence & Innovation  Engaging & coaching your employees through their business transformation  Developing Lean Leaders  Utilizing and using Big Data in Operational Excellence  How to Secure Buy-in & Support for your OpEx Program  Big Data: Analyzing Customer Behavior & Marrying Strategy  Strategy Execution in a Digital World: Technology/Innovation  Creating an Agile OpEx System that Meets all Stakeholder Requirements  Employee Learning: Training your Employees in OpEx/LEAN  Strategy Execution with Operational Excellence tools & methodologies

 Effective Change Management – Where to start and how to achieve effective change  An End to End Approach to Process Excellence  Re-engineering Business Operations to Become more Efficient with Automation  Sustaining & Embedding an Operational Excellence Culture  Sustaining an OpEx Innovation Culture: Is it possible?  Utilizing OpEx to Provide, Manage & Plan for a Superior Customer Experience  C-Level Buy-In: Explaining the ROI when Utilizing OpEx in your Business Transformation  Maintaining Change during Critical Periods  Business Excellence: Creating a High Performing Culture with Operational Excellence  Cultural Transformation: Embedding OpEx/LEAN throughout the Organization  Evaluating Technologies Available: BPM, Robotics

Confirmed Facilitators Include: Jason Morwick Bradley Casemore Hillary Wilson Director, Business Improvement & Quality Chief Executive Officer Director of Process Improvement & Project Wyndham Vacation Ownership Southwest Michigan Behavioral Health Management Boehringer Ingelheim

Ricardo Estok Jose Pires Joel Rapowitz Enterprise Principle Leader, Global VP & Director, Business Excellence Black & Senior Director, Operations Manufacturing Operations & Council Veatch Corporation Citi Retail Services Johnson Controls

4:45pm Driving Growth through Strategy Deployment: The Need for Speed: Building The Importance of Utilizing “How to sink a business Customer Focus and Data- Managing, Fostering & a Global Culture of Corporate Finance to excellence project; Driven Decision-Making Creating Value throughout Innovation Successfully Transform proven methodologies the Organisation your Business to ensure your failure” Jane Stackpole Jose Pires Head of Strategy & Planning, Eric Pope VP & Director, Business David Feierstein Ricardo Estok

Clearing & Custody Solutions Vice President, Operations Excellence Black & Veatch Global Head of Enterprise Principle Leader, Fidelity Investments US Synthetic Corporation Transformation Office Global Manufacturing NCR Corporation Operations & Council US Synthetics has successfully In this unique presentation you This high powered session will Johnson Controls, Inc. will hear from Jane how the embedded CI in their have teams attempting to “make NCR is undergoing a complete combination of comprehensive organization for years now. In the impossible, possible” and business transformation In this engaging voice of the customer and this session, hear how they are learning how to make innovation utilizing operational presentation, learn the customer analytics programs executing their strategy and accessible to all in the excellence disciplines to “what, when & how not to helps drive growth. She will making their values come to organization. achieve zero based budgeting, do’s” to maximize the discuss how they created this life every day by having the • What is Business Excellence increase transparency and intent of transformations. by: entire business focus on innovation and how to keep visibility in order to hold Ricardo will explain the continuous improvement. Eric • Understanding their global leaders engaged after 1, everyone accountable within ‘culture trap’, expose the 7- will discuss how they: customers through an 5 or 10+ years the business. As the first tech Habits for failure and

integrated research program • What are the traits of great company to publicly declare discuss why, even though • Defined their purpose and ranging from speaking with business innovators an implementation of zero- research show that overall aligned people to what them to surveys and • How to effectively based budgeting, NCR is on a transformations fail, competitive analysis matters most, value crowdsource innovation to mission to prove its broad companies continue to

• Investing in a new, user- deployment. create value applicability, not just as an learn in a hard and costly • Empower their employees to friendly CRM platform and • Examples of Business austerity measure, but as an way. Key takeaways analytics program created understand and create value Excellence innovations in enabler of innovation with include: an integrated enterprise for all stakeholders Critical Human Infrastructure aspirations of becoming the • Generate 70 ideas each year view of the customer that projects leader in end-to-end omni- • What not to do as you from front line staff on ways facilitated better decision- channel solutions software. In pursue your to create value for the making this session, David will discuss: transformation business • Evaluating the customers  How finance and • The difference between

pain points, segmenting measurement is central to project - specific customer groups leading change if sponsored implementation and and ensuring that they and empowered transformation provide value • The 7 habits that cause appropriately  a transformation not to How key controls with enhanced visibility and be sustainable systems can drive financial change when coupled with

organizational will and transparent incentives  How to approach the definitions for every cost in the business and new considerations for your

spend guidelines for enhanced measurement, visibility and efficiency  Creation of an enterprise- wide ownership structure that drives financial accountability across the business  New tools for tracking and budgeting for broad-based data accessibility and transparency that can serve as a platform for other

enhancements

5-minute changeover period Improving Operational Transforming from a Transforming & Improving Invitation Only – 5:10pm Throughput to Provide an Manufacturing to a Services Sales with Operational Customer Experience Excellent Patient Experience Company, the Journey Excellence & Strategic Leaders Boardroom Planning Sessions. Chuck DeBusk Julio Urrutia Vice President, Performance & Chief Process Officer, Latin Ezra Eckhardt Process Improvement - Acute America CEO Care Ricoh MedDevices UHS of Delaware Since 2013, Ricoh has To address recent healthcare undergone a massive business • Case study in the

requirements, a big focus now transformation in order to transformation of a small, is on patient experience and successfully compete. In this but well performing business how they perceive the presentation you'll hear from • Putting together a business interaction with the hospital. In Julio how he has designed the plan that increases this presentation Chuck will transition for Latin America profitability by 50% and discuss how they are: and: targets 5x revenue revenue  Addressing patient • Improving technical sales experience to ensure that • Created and successfully through competitive analysis patients not only receive the executed the strategy to , contract management, and best care but are satisfied become a services company improving relationships with with the care • Planned and managed basic continuous  Evaluating the end to end organizational change improvement tools patient and providing care management empowering • Aligning the sales force with process employees to identify customers and their needs in  How operational excellence opportunities for the market helps the future patient improvement • Aligning financial and experience • Assessed and addressed skill operational performance to gaps and organizational weekly and monthly capability performance drivers • Creating a rhythm of the business for the management team to reinforce unity of effort

5:30pm Stream Summary: Our main Chairperson asks each stream Chairperson to provide a summary for their sessions. 6:00pm Anything but PowerPoint – A Series of Six 5-minute Presentations on Customer Experience, Packed with Golden Nuggets. Followed by 15 minutes of Q&A. 6:45pm Pecha Kucha Sessions: Getting to the point quickly and dynamically in 30 seconds or less – get the top ‘How-to’ tips from our industry leaders. 6:45pm VIP Pre-Reception Party – Advisory Board & Guests. (Invitation Only) 7:30pm Awards Gala & Drinks Reception

Awards Gala Dinner: Celebrating Outstanding Organizational Success (Spouses Welcome!) 8:30pm The Global Six Sigma and Business Improvement Awards are given to the most outstanding organizational achievements through the deployment of business improvement programs. The focus of this elite awards program is to demonstrate to the global business community the real results and excellence which organizations achieve through the successful deployment of Six Sigma and other business excellence programs. The Awards present a great opportunity for organizations to win recognition for the great work that their Six Sigma and business excellence people are delivering to customers, shareholders and other key stakeholders.

Conference Day 2

6:30am Fun Run 7:30am Breakfast roundtables/networking 7.30am Private Breakfast Meeting - Hosted by The Quality Group 8:30am Chairperson’s Recap from previous day and the key takeaways from each session

9:00am KEYNOTE: A Glimpse into the Future: BMW's 2020 Vision & How Operational Excellence Plays an Integral Role

Richard Morris VP Product Project Integration BMW Manufacturing Co.

BMW is constantly looking towards the future in how they build their products, go to market and sell to customers. In this visionary keynote, take a step into the future and hear what goes on in their planning process and how they are re-evaluating continuous improvement. Richard will discuss:

 BMW's vision of the future of auto manufacturing  What does continuous improvement look like in the future?  How BMW is adjusting the role of continuous improvement to prepare for the future?

9:45am Awards Winners Panel Showcase – Each winner will deliver their top 3 “Golden How-tos”, with the opportunity to ask questions to all winners.

10:30am Break & Meet the Panel

11:00am Break into summit streams: Culture Transformation Strategy Execution Summit Leadership Summit Agility Summit Operational Excellence Summit Summit Transforming the Culture: Executing Strategy through Building a Management Maintaining Agility & Improving Client’s Create a Lean and the Development of an Operating System to Flexibility as you Drive Businesses by Reducing Continuous Improvement Integrated Management Accelerate Your Business Operational Excellence Inefficiencies & Culture in your Existing System That Drives Cultural Considerable Costs with Business & Behavioural Change Terence Barnhardt Priya Anant Operational Excellence Head of Process & Culture Global Head of Vendor Daymond Cox Bryan Crowell Excellence Operations, Trust & Safety Ashutosh Pandey Global Operations Excellence AVP, Continuous Improvement Sandoz Google Head of Continuous Leader, Integrated Supply Chain Intermountain Improvement Ingersoll Rand  Provide a framework to Google is in a high-growth Nokia  How to translate, understand the hidden mode with innovation and Culture and successfully communicate and align “Operating System” that agility at the forefront of the Working with clients on planning is critical to any goals throughout the controls the work of your organization. In this session process optimization to business. Daymond will talk organization that engages company hear how Priya is getting her reduce ToC utilizing about getting the existing employees up and down  Build a thought process to organization to think continuous improvement business to focus on the basics the value chain? make the “Operating differently about operational methodologies and lean has and:  Achieve sustainability of System” clear, so that it can excellence and continuous been very successful and the continuous be optimized to work for improvement. She will yielded great results. Hear  Enabling your employees to improvements that you you, not just in pockets, but discuss how they are: how Nokia:

have the right tools in order make throughout the across the organization • Prioritizing continuous to achieve operational organization o Remove barriers to improvement projects to • Reduces clients overall excellence  How to develop a teamwork and project focus on the 20% that will spend and improving their  What makes people management structure that execution make an 80% impact operational expense successful in their Lean and visualizes abnormalities o Remove points of • Partnering cross functionally through Nokia's customer CI transformation that calls for improvement. conflict and create to balance continuous transformation projects  Developing the problem areas of collaboration improvement with • Selects and automates solving mindset by looking o Speed decision innovation processes that reduces at end to end value streams, making and • Introducing operational inefficiencies and waste by processes and integrating transparency excellence tools, 40% functions  Create a framework for methodologies and • Creates a framework for management to focus on disciplines to the improvement that fixes strategic opportunity organization for the first broken and inefficient  Provide examples of time processes using lean Operating System methodologies transformations 5-minute changeover period 11:25am Driving Change from Crisis Gaining Process Lean Leadership: A Lean Executive Sponsorship: Predictive Modeling: Through Transformation Automation Buy-in for Organization Starts Here Creating an Operational Applying Operational Successful Implementation Excellence System that Excellence Methodologies Joseph Spadaford Dalton Li Meets all Stakeholder in Identifying Meaningful Executive Vice President, Chief Mamta Patel Vice President Requirements Data that Yields Results Operations Strategy Officer Administrative Laboratory MassMutual Financial Group Computershare Director Matthew Morgan Tze Chao Chiam Rockford Health System Dalton started deploying a Head of Process Excellence Associate Director, Research Many organizations struggle Lean management system in Bridgewater Associates Informatics through turbulent periods Prior to process automation, 2011 going through every part Christiana Care Health caused by internal or external the Lab at Rockford Health of the organization. Having Gaining the buy-in and System factors. Selecting the best path System had 7 different engaged leadership from the achieving executive forward during these platforms and touchpoints for very start by defining what it sponsorship to implement As the principal investigator challenging periods, and driving employees. Hear how Mamta means to run a lean operational excellence within for technical projects that the right set of changes, can and the team: organization, he is continuing the organization is paramount manages the data and

accelerate a transition to • Demonstrated the benefit this journey to drive their for the success of any analytics group at Christiana, renewed performance. It can and ease with process actions. Hear how he has: program. In this session, hear Tze will discuss how he also set the foundation for automation • Started with customer facing how Matt: manages the priority and sustainable success using the • Addressed patient concerns functions selling insurance alignment of meaningful data principles of operational that were not being and financial services • Understands all projects in the healthcare excellence. Hear from a change considered before products stakeholder requirements, system. In addition he will agent at Computershare who automation • Moved onto corporate objectives and business address: successfully drove a strategic • Brought 4 generations of functions and sustaining and capability transition in operations, and employees together to embedding lean behaviors • Assesses the maturity • Ensuring that your data is introduced effective change by: secure buy-in into management level of the organization clean and understood: how • Engaged the C-suite and and conducts stakeholder to understand the data  Utilizing a combined top secured their involvement analysis to identify all • How to create a predictive down and bottom up for company-wide stakeholders model that will help you get approach to focus on needed continuous improvement • Communicates the a head start on the changes • Regularly taken Gemba benefits and builds results competition  Leveraging existing walks with the CEO to show for the leadership team to • Applying quantitative organizational strengths and the organization that understand the value operational excellence select tools of operational leadership is bought into the through metrics and key methodologies and excellence whole process performance indicators simulation tools to your  Winning the hearts and minds • Deployed the 2nd phase of • Utilizes the results and predictive model of people with successful and their journey looking at wins to build momentum cumulative results improving value streams to of the operational  Providing the C-level with a create purpose around the excellence program roadmap, to view changes in implementation waves  Gaining renewed confidence from clients with differentiated performance 11:50am Panel Session with previous speakers 12:10pm Lunch Break & Networking; Announcement of Poster Board Winners. 1:30pm Break into summit streams:

Culture Transformation Process Optimization Shifting the Culture with Agility Summit Operational Excellence Summit Employee Learning: Summit Training your Employees in Creating & Sustaining a Successfully Managing OpEx & Performance Debunking Myths: How Leveraging Operational Toyota-Style Lean Culture in Compliance with Improvement Operational Excellence Excellence for Successful a Large Hospital Operational Excellence and Fosters Innovation and Acquisition Focused on Process Automation Chris Govero Agility the Client Dennis Raymer Interim Executive Director Vice President & Operations Stephan Blasilli Quality & Care Zac Jacobson Deborah Lindway Excellence Head of Corporate Initiatives Coordination/UR/CDS Senior Director, Business Enterprise Director, Lean Six Baylor Scott & White EDP Renewables St. Elizabeth's Hospital Excellence & Customer Insights Sigma Healthcare eBay KeyBank

If not compliant in the energy • What should your training At BS&W they focus on 3 eBay depends on Innovation sector fines can cost program look like? KeyBank has recently specific components of Lean and Agility to compete and companies millions of dollars. • Involving leadership and succeed. Far too often these acquired First Niagara Bank Healthcare to change the EDPR has developed front line staff on business continuous improvement efforts are thought to be at and significantly increased techniques and automated improvement and the culture of the leaders and odds with management the size of existing process that has simplified importance of metrics employees of this company. practices aimed at highly businesses, employee base, compliance management and • Engaging your employees: Hear how Dennis: predictable and effective client base and added new made it more efficient. In this remove the fear factor and service offerings. In this  Instilled an employee led operations. Learn how eBay is session Stephan will discuss: create a culture of session Deb will discuss how problem solving lean focused reframing this paradigm  How to address compliance transparency they leveraged lean and six system and trained over 400 through: with agility • Understanding your sigma throughout the leaders in a Lean  Built tools and new employees purpose and assessment, planning and Management System  The journey to implement processes to manage the processes to show to the execution phases of the  Identified and implemented a process-centered challenges with a BPM executive leadership team on integration including: new style of huddle boards management in system their impact  Client and Employee that tracks metrics and transactional and service  Use methods like MVPs, experience leveraging engages staff delivery environments validated learning client impact tool for  Increased the dollar amount  Integrating process and and 'rapid adaption' to get Retail Bank of average business office technology to create employees to use a new cash collections by 50% consistently excellent  E2E process assessment process and tool in a quick customer experiences at for Mortgage Business manner

scale  Sales support model for  Using Voice of Customer Commercial Bank (VOC) to implement quality  Post-merger strategic priorities for continuous improvement leveraging embedded talent 5 Minute changeover period 1:55pm A systematic approach to Identify efficiencies, Embedding and Sustaining Linking LEAN & Agile for Achieving Enterprise creating a culture of productivity, quality, Change Management to Successful New Product Excellence by 2020: Linking structured problem solving accuracy of processes for Successfully Achieve the Development Key Behavior Indicators and automation Strategy Key Performance Indicators to Deliver Ideal Business Mustafa Abdulali Anu George Results Director of Lean Transformation Solomon Dadebo Leslie Dowling Head of Operational Excellence

NCH Healthccare System Head of PBC, Process Systems Vice President Planning, Morningstar Rick Hepp Engineering, Product Architecture, and Strategic Executive Director, In this session, hear from Management, OpEx & Change Management To help them achieve business Operational Excellence Mustafa how: Productivity USAA excellence, most organizations Global Manufacturing & Praxair either use LEAN or Agile Supply • Systems govern behavior; USAA is working on a methodologies. At Bristol-Myers Squibb behaviors create a culture  Identify efficiencies, comprehensive enterprise led Morningstar they have

• Define what a system is and productivity, quality, approach to change successfully deployed both In 2012 a new President for how one gets created accuracy of processes for management with 4 industries when developing new the Global Manufacturing & • Identify what systems you automation under one roof to continue to products which is helping Supply Division was brought need to in order to do  Implement the right be on the leading edge with them to achieve top line into Bristol-Myers Squibb to structured problem solving solutions ( e.g. on-line customer service. In this talk growth. In this session hear drive their transformation • How is this different from versus offline, closed loop Leslie will provide how they how they are: and delivered a new simple what we do now and what versus open-loop, have: vision for the organization – will it lead to? acceptable level of  Combining the best of both to be the Benchmark in automation) and identify  Created the vision for USAA LEAN & Agile principles (and BioPharma Manufacturing & clear owners in the future to successfully why) for their new product Supply. They began their achieve their strategy development while creating a  Integrate applications, transformation with a major  Prepared and spent time Morningstar Center of restructure labor resources focus on Technology Transfer

and use software with leaders and Excellence culture Excellence, Supply Chain applications throughout employees on the vision  Using data to not only help Excellence, and Operational the organization and how to implement with the flow of processes Excellence (OpEx). In this talk,  Reduce costs, redundancies changes but to evaluate and develop Rick will share how they have in order to achieve process  Analyzed and ensured that new products developed a strong OpEx optimization they are not saturating the  Embedding LEAN & Agile capability and culture and are Document, educate and clients with constant throughout the organization now moving to a new standardize process changes globally that ensures that performance level with throughout organization  Integrated change excellent customer service is Enterprise Excellence by:  Identify and implement a management into the life provided  Building a strong global support organization to cycle strategy execution Operational Excellence sustain and/or improve the team and network in terms gains of skills, process, culture to drive continuous improvement, cost and productivity savings, & efficiency  Focus on mission critical systems, infrastructure, and products to balance agility, service and cost performance.  Leveraged “Real Time” Analytics to deliver on speed to customers and patients, reducing time to market from months to days  Using Hoshin Kanri planning to strategically layout where the business is going  Utilized Key Behavioral

Indices (KBIs) & Key Performance Indicators (KPIs) to deliver Ideal Results aligned with business strategy … embedding OpEx as “The Way We Work” 5 Minute changeover period 2:20pm The Critical Role of Culture in Designing and Preparing for Invitation Only - Global Agile Business Engaging Leadership with Strategy Execution the Business Future with Heads & Leaders Transformation: Using Operational Excellence People, Process & Boardroom Sessions. Operational Excellence through Strategic Beth Schmidt Technology Tools & Methodologies Alignment and Visual Vice President, Business Process Management & Project Management Jean Lu Kevin Goldsmith Mutual of Omaha Principal CTO Jeff Porada Vanguard Avvo Director, Lean Six Sigma When a new strategy around Former Vice President, Jabil Circuit Inc. customers became the top Moving from a reactive state Engineering priority and focus, hear how of solving points of pain, Spotify In this talk, you will hear how culture change was needed to Vanguard is preparing to gain Jeff and his team have make this happen by: a competitive advantage in the In this unique presentation, organized lean councils, • Rolling out a new strategy top future. In this session you'll Kevin will discuss his meeting with all of the chief down in concert with culture hear how they are: experience at Adobe, heads to talk and understand shaping Microsoft, Spotify and now at their strategic initiatives. He'll

• Getting results by changing  Ensuring all of the a legal online marketplace, discuss how this helps Jail thought habits employees share the Avvo. In each organization, continue to promote and

• Creating the behaviors that organization's vision, Kevin used his background in expedite the opportunities are needed to execute the imperatives and initiatives Operational Excellence to ensuring that they strategy to support the future transform businesses. Kevin are strategically aligned.

• Aligning people and using a  Embedding the operational has created nimble innovation You'll also learn how to: common language and tools excellence team in their cultures at Adobe & Microsoft, • Understand leadership's for accountability investment management and has used operational strategic challenges in

shared services team excellence tools to help order to assist and help the  Bringing people, process and innovation at Spotify. He will business to drive technology together in a discuss how: accountability cohesive way • Move your team away  Getting employees • How Avvo’s leadership team from problem solving and comfortable to experiment focuses on the larger move towards DFSS more, creating a culture of strategy at this rapidly • Create a visual story to innovation growing company, captivate the audience in empowering employees to order to promote make decisions operational excellence • Articulating and • Deliver a best practice communicating the strategy competition that replicates in a way that employees success across the understand company • Aligning and prioritizing innovation projects at Spotify to overall business goals and objectives How to benefit from speed and how to operate on a larger scale. 2:40pm Panel Session with previous speakers

3:20pm Coffee Break & Networking 3:40pm BTOES Insights - State of the Industry Address: The biggest developments over the last 12 months and the future of Operational Excellence in t he next 5-10 years.

Vijay Bajaj CEO BTOES17 4:00pm Pecha Kucha Sessions: Getting to the point quickly and dynamically 30 seconds. Industry Leaders Top How to Tips & Learnings from the Main Summit Day 2.

4:20pm Chairperson’s Conclusion 4:40pm End of Conference 7:00pm Option to Join Organized Dinners: Organized Dinners - Around Conference Themes & Topic 7:00pm Wine tasting evening at the Vault Start the evening by choosing a taste from over 150 varieties of wine, then move on down to the Vault where you will benefit from a special wine tasting session.