Main Conference Day Two: October 23, 2019
7:30 am - 8:00 am Check in and Networking Breakfast
8:00 am - 8:10 am Chair's Opening Remarks
8:10 am - 8:50 am Digitalization: Achieving Unprecedented Levels of Operational Excellence
• Understanding the potential impact of digitization on your business – and your people
• Selecting, designing and installing operations systems to ensure operations availability and
• Fostering a culture that accelerates technology adoption
• Assessing and ensuring readiness for operations, taking into consideration all aspects of the
transition, including operational processes, roles and delegations of authority, legal and/or
operations documentation, data and IT systems, resources and competencies; and governance
Robert WongExecutive Vice President & Chief Information Officer
8:50 am - 9:30 am Driving Analytics ROI and Selling its' worth across the Enterprise
Regardless of the industry, measuring the return on analytics is a key challenge.
• What is a culture of analytics, and how can you develop one?
• Determining the right KPIs and setting goals for analytics
• How to best position analytics capabilities in your organization to demonstrate the highest return
Interactive Discussion Groups: Closing the Operational Excellence Execution Gap
19:30 am - 10:10 am Robotic Process Automation: Opportunities & Critical Success Factors
19:30 am - 10:10 am Operational Excellence Management Systems: Designing and implementing success
29:30 am - 10:10 am Innovation Acceleration: Making innovation part of your DNA
29:30 am - 10:10 am Talent Transformation: Leading Analytics Teams in Changing Times
39:30 am - 10:10 am Lean Transformation: Using Lean to Drive OE
49:30 am - 10:10 am Design Thinking: How to redesign your organization for the 21st Century
49:30 am - 10:10 am Establishing BPM Governance capability that ensures sustainability and enhances value
59:30 am - 10:10 am Driving OE to the Frontline: Putting the business strategy into action
59:30 am - 10:10 am Operational Excelence & The Customer Experience
10:10 am - 10:35 am Networking Break
Customer Excellence10:35 am - 11:05 am Improving Customer Loyalty Through Operations
• Getting a better understanding of your customers to enable the business to better anticipate
demand or new markets niches
• Use the customer journey to organize your business processes the way a customer
• Prioritize improvement efforts based on Voice of the Customer input
• Transform traditional process metrics into measures that matter to customers
• Get your co-workers using the same customer mindset in the way they solve problems and
Bob Buiaroski, Senior
Bob BuiaroskiSenior Vice President, Customer Experience
Customer Excellence11:05 am - 11:35 am How would your customers rate the effectiveness of your Operational Excellence program?
Operational excellence is both a linchpin and hallmark of truly great companies. Without
operational excellence, profits drop or even plummet, product defects increase and worker
productivity gives way to waste. But too many companies diligently and even obsessively focus
on operational efficiency without also committing to the most important measuring stick of all—
providing unparalleled customer excellence and experiences. In a digitally disrupted world, where
firms must change or risk becoming irrelevant, leaders must expand their commitment not only
to operational effectiveness but also business transformation—driven by a determination to
provide outstanding customer experience AND operational excellence. To do this, business and
process leaders must be willing to ask the hard questions, including:
• How would your customers rate the effectiveness of your Operational Excellence program?
• The best way to find out is to ask them.
This session will help you:
• Learn how to team with Customer Experience leaders in your business departments, marketing and IT organizations
• Discover how to establish a customer-driven Operational Excellence program
• Use the customer journey to organize your business processes the way a customer experiences them
• Prioritize transformation strategies and improvement efforts based on Voice of the Customer input
• Convert traditional process metrics into measures that matter to customers
Customer Excellence11:35 am - 12:05 pm Toyota's Transformation to Net Promoter Score: A case study in change management
In 2018 Toyota replaced their traditional customer satisfaction survey program with a program
based on Customer Recommendation. This change was introduced to be more effective at
addressing customer concerns, building emotional connections and creating brand advocates.
Though it was initially met with some frustration, Stacey Metcalfe, Manager, Customer Retention &
VOC at Toyota will discuss how they successfully rolled out this change - directly affecting several
1000 employees at 287 dealerships.
• Properly preparing stakeholders through education and collaboration
• Supporting the workforce through change
• Welcoming feedback and making adjustments when necessary
• Demonstrating value and the positive impact of change
Stacey MetcalfeManager, Customer Retention & VOC Strategy
Driving OE to the Frontline10:35 am - 11:05 am Driving Operational Transformation to the Frontline: Making Strategy a Reality
• Transformation doesn’t come easy – and it doesn’t come free. Shifting from passenger to
driver on your transformation journey
• People, process & technology: Creating the integration needed to put the business
transformation ‘wheels in motion’
• Growing people and changing behaviors: why operational transformation is not just about
redesigned business processes and new technology applications
• Learning from others: Recent challenges and lessons learned from those who’ve been there
Driving OE to the Frontline8:50 am - 9:30 am Transforming Field Productivity: Building a Digital Worker Platform at Duke Energy
Empowering field workers has been a challenge for many industries. Useful technologies such as
augmented reality, mobile tracking and drones remained inaccessible for a long time. Increasing
customers expectations, more challenging cost structures, safety and reliability targets are pushing
us to transform the traditional field worker into a digital one.
The session will discuss the challenges and opportunities facing the digitization of the field work
activities and the impact on productivity at Duke Energy. We will discuss examples of enabling
workers with new digital tools and highlight their path to adoption. Metrics and value capture for the
newly created digital experience and the translation of time savings into real value creation.
Rémi RaphaelDirector, Business Transformation
Driving OE to the Frontline11:35 am - 12:05 pm Defining Health & Safety Excellence
Do you believe your organization is working towards health and safety excellence? Have they
defined what health and safety excellence is and how they are going to measure it? Is there a plan
in place to achieve it? Still today, most companies believe that having “ZERO” injuries/incidents
means excellence. Jeremy will share how an organization must define their health and safety
excellence vision first and then develop metrics and plans to get there.
Jeremy will help you think differently on how to approach health and safety excellence.
Share some great best practices so that you can go back to your organization and help them
define the true meaning of health and safety excellence.
• Define what health and safety excellence is in your organization.
• Put together the vision for your organization.
• Develop a long-term plan on how to get there.
• Determine metrics – leading indicators
• Resources required
Jeremy ShorthouseDirector, Environmental, Health & Safety
12:05 pm - 1:00 pm Networking Luncheon
1:40 pm - 2:20 pm Enterprise Transformation: Driving Operational Excellence at SEASPAN Shipyards
After establishing a need for change across SEASPAN in light of key performance issues, the organization set out on a company-wide transformation to increase reliability, efficiency and to drive Operational Excellence.
This presentation will look at SEASPAN’s transformation road map and how building a foundation and driving Operational Excellence leads to growth.
• Improving processes and operations: Laying the foundation
- Simplifying the organization and building effective teams
- Optimizing the supply chain
- Productivity and daily planning under a clearly defined Management Operating System
• Continuous Improvement: Driving OE
- Employee mentoring and upskilling
- Establishing a culture of continuous improvement
Mike HeveyDirector, Transformation, Governance, Risk and Business Improvement
1:00 pm - 1:40 pm Building an Organization for the 21st Century: An award winning case study in transformation at Veolia
Veolia Group, headquartered in France, is a $30B company with 164,000 employees worldwide. It has four main
service and utility areas traditionally managed by public authorities – water management, waste management,
transport and energy services. The vast Business Management experience with Veolia Group of Madalin
Mihailovici, Mihai Savin, Irina Munteanu and their Colleagues within the Apa Nova Bucharest Management
Team was combined with Cristian Matei’s experience who - after 20 years working with ABB, Alstom Power or
General Electric as Global Head of Operational Quality & Continuous Improvement or Global Head of Learning
& Development - joined Veolia in 2016 as Head of Transformation. In this inspiring case study, they will take the
audience through the company’s transformation journey, including insight into:
• “The burning platform” and how to deal with crisis management - while transforming problems into
• Using a three-phased holistic approach to re-engineer business processes and organisational architecture
achieve higher business performance
• Putting necessary tools and methodologies in place to transition from opinion-based leadership to a datadriven
• How to design continuous improvement management processes to continuously exceed all stakeholders’
expectations while creating the self-sharpening organisation
2:20 pm - 3:00 pm Pioneering the Journey of Operational Excellence
Operational Excellence has always been a core pillar of TD’s strategy and framework; recent TD events and changes
in competitive landscape have brought OE to the forefront and the organization has reemphasized its focus
• Why did we pursue the journey towards operational excellence?
• OE as a strategic differentiator and a core foundation supporting the alignment and optimization of its
organization, processes, technology and partnerships
• Developing a management team who are equipped to operationalize business strategy, implement change in
their organization’s processes and systems, and maximize value over the life of the asset
• Establishing a resilient operating model that fosters execution excellence, strong change management and a nosurprise
environment, in which issues and opportunities are proactively identified, responded to and managed
• Significant changes and processes that have risen as a result of TD’s Operational Excellence Journey
Meredith RousseauSenior Vice President, Head of Operational Excellence & Strategy
Farrukh NaseerVice President, Regulatory Change Management