14-15 October 2014, Rydges Swanston

#bpm2014

Save $400 if you join before 18 Sept 2014

A Two-Day Interactive Learning Forum

Creating
a process
maturity
benchmark

Quantifying
BPM benefits

Strategies
for process
transformation

Lean process
management
in service
delivery

Hear from our expert

panel of forum speakers:
Toll Group

Managing process
transformation
change

Nielsen
Woolworths Limited

Improving customer
service and reducing
transactional costs

Building a
compelling case for
process initiatives

Akzo Nobel Pty Limited

Break Thru People Solutions
Imre Hegedus Consulting
Business As Usual

This two day event provides a unique learning format

where participants have the opportunity to learn and
discover through practical case studies as well as take
part in hands-on workshop sessions

Implementing a successful BPM

initiative is a huge competitive
advantage in todays rapidly
changing business environment
Official Reports:
Business Process Management:
Strategies to Improve Performance
Business Process Management Insights and Practices for Sustained Transformation

w w w. a r k g r o u p a u s t r a l i a . c o m

Supported By:

Process improvement involves evaluating end to end business processes and understanding value
chains to improve organisational efficiency and effectiveness. This focuses on creating a lean culture
and eliminating waste, leading to increased productivity and reduced transactional operational costs.
Implementing a successful BPM initiative therefore, can be a huge competitive advantage in todays
rapidly changing business environment.

Learning forum - Tuesday, 14 October 2014

8.30 Registration and refreshments
9.00 Chairperson's opening remarks
This session will include an introduction from
the chairperson, an ice breaker session and an
opportunity for delegates to share their challenges.

Imre Hegedus, Managing Director,
Imre Hegedus Consulting; Director, BPM Link
9.30 Winning others over worldwide, from Initiation
through to delivery of global process improvement
Standardising the Order to Cash Process across
multiple countries and cultures
The challenges faced, the benefits delivered and the
tools used
Working with a world-wide project team
Influencing the decision-makers and recipients of
process change

Diane Sinden, BU Business Analyst,
Akzo Nobel Pty Limited
10.45 Morning refreshments and networking tweet #bpm2014
11.15 BPM Improvements
Process improvement methods, process technology
and change

Imre Hegedus, Managing Director,
Imre Hegedus Consulting; Director, BPM Link
12.00 Competitive Advantage through Process
Management, Knowledge Management and
Organisational Capability
Examining the make-up of Organisational Capability,
looking at what key elements that define what an
organisation can and cant do
Considering the Organisational Knowledge and
the way knowledge is managed, to enable the
organisation to do better work and make better
decisions
Process Management and way we design, review
and improve our processes, to deliver competitive
advantage and achieve strategic outcomes

Dom de Rauch, Process Improvement Consultant
(Former, Quality & Process Improvement Manager,
Powercor Australia)

12.45 Networking lunch (let us know if you have any special
dietary requirements 2 weeks prior to forum)

1.30 Interactive learning session

Process measurement and metrics Engaging
senior leadership team on the BPM journey through
transactional costs reductions and increased
efficiency

Facilitated by: Brian DRosario, Business Process
Re-engineering Six Sigma Back Belt Consultant,
Toll Group

About the session:

Business process management is a cost reduction
enabler delivering transactional process cost savings
and increasing productivity / efficiencies. In this practical
hands-on workshop, we will explore how to engage with
the senior leadership team on this discovery journey.
We will examine the quantifiable benefits that BPM
delivers through practical examples as well as how to
demonstrate metrics on measurable and quantifiable
return on investment.

We will explore:
Communicating benefits to senior management and
demonstrating the ROI
Understanding value chains / enterprise value chains
to impact our customers
Using the power of BPM to understand processes
end to end in your supply and value chains
Identification of waste in processes
Process re-engineering using the lean component
with a structured approach Process cost reduction
enabler
Demonstrable metrics using lean
Successfully implementing a BPM application that
delivers a competitive advantage and increases
productivity and reduces transactional operating
costs
The workshop will provide practical templates that
attendees will be able to take back to their organisations
to use in BPM implementations.
About the workshop leader:
Brian is a highly experienced (28 years), multiple tertiary
qualified, Business Improvement Specialist / IT Manager
(Lean Six Sigma - Black Belt) to senior levels, who
innovates seamless process improvement solutions
that maximize revenue whilst reducing transaction costs
by carrying out organizational value chain analysis,
propositions and process re-engineering.

4.30 End of day one

Although the advantages of BPM seem apparent, the major challenge that most process professionals
face is gaining buy-in from senior management and demonstrating benefits on the businesses bottom
line. In addition to communicating the value of BPM to managers and to external users, practitioners
must also understand how to apply theoretical knowledge into the business practically and successfully
manage change during transformation.

Learning forum - Wednesday, 15 October 2014

8.30 Registration and refreshments
9.00

Chairperson's opening remarks

This session will be an opportunity for delegates to
recap learnings so far
Imre Hegedus, Managing Director,
Imre Hegedus Consulting; Director, BPM Link

9.30 Enterprise Transformation - A Process Perspective

Step change and process improvement Contradictory or Complementary
The role of an Operating Model in transformational
change
Sustaining transformational change - The true value
of process management

Suzanne Prabhudesai, Process Excellence Manager,
Woolworths Limited
10.45 Morning refreshments and networking tweet #bpm2014
11.15 Lessons learnt during BPM implementation at a large
non-profit organisation. Mapping processes that
break thru barriers.
Why buy-in is king
How not to succeed at BPM
What I learnt about mapping processes interactions
between the CALD community and people with
disabilities

Marli White, Knowledge Strategy Manager, Break
Thru People Solutions

12.00 How does Lean Six Sigma thinking work in a service
industry?
Enhancing Lean Six Sigma with Change
Management
Business Transformation @ Nielsen: Case Study
Snapshot
Lean vs. Six Sigma in a service industry: Case Study
Snapshot
The value of integrating Lean Six Sigma thinking in
your company DNA

Harley Hochstetler,
Lean Six Sigma Black Belt BPI, Nielsen
12.45 Networking lunch (let us know if you have any special
dietary requirements 2 weeks prior to forum)

1.30 Interactive learning session

How does Business Continuity Planning link with
BPM

Facilitated by: Rinske Geerlings, Managing Director

MSc, CBCP (DRII), MBCI, COBIT, ITIL Master,
ISO22301/31000/27001 cert PECB
About the session:
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Some of the key areas covered include:
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About the workshop leader:
Rinske has been specialising in Business Continuity (BC)
Planning, Disaster Recovery (DR) and business
process implementations for 15 years. She built extensive
hands-on experience during permanent roles inbanking,
as well as Senior Management consulting and training
roles.
Rinske is often sourced as a panel expert or speaker on
Disaster Recoverysubjects such as Terrorism, IT Service
Continuity and Pandemic Flu, and therelated implications
for Small & Medium Enterprises (SMEs) as well as major
businesses. Key topics include 'Developing user-friendly
Business ContinuityPlans', 'How to get buy-in for BCP
across your organisation' and 'How toperform successful
DR exercises'.
Her company Business As Usual assists organisations
with gap analysis /health checks (pre-audit ssessments),
executive/board presentations,benchmarking
exercises, Disaster Recovery rehearsals, training
and awareness programs. It also provides Business
Process Improvement services - including (SarbanesOxley) compliance, cost efficiency and productivity
enhancement - and assists with integration of BCP/DR
with ITIL

4.30 End of forum

5 way s t o b o o k yo u r p l a c e AT t h i s e v e n t
Phone: +61 1300 550 662
+61 (02) 8913 4000

Fax: +61 1300 550 663

+61 (02) 8913 4099

Email: aga@arkgroupasia.com
Web: www.arkgroupaustralia.com.au

Post: Send the completed registration form to Ark Group Australia Pty Ltd, Main level, 83 Walker Street, North Sydney, NSW 2060
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Process Improvement and Transformation

14-15 October 2014, Rydges Swanston

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Rydges Swanston.
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Carlton, Victoria 3000
Phone: 03 9347 7775
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