lean, opex and continuous improvement
On 9th January 2011, DuPont announced that it had reached agreement to buy Danisco for US$6.3 billion.
The acquisition was in line with DuPont’s corporate strategic shift: to strengthen their position in the 3 big sustainability areas of food, energy and protection.
In this presentation, Mieke Jacobs will look at the role the DuPont Production System (DPS) played in the merger of two great organisations and the learnings gained along the integration journey.
Specifically, Mieke will cover:
- Accountability & Ownership: Recognising and maintaining Danisco's core strengths during the merger process
- Using DPS to develop a broad integrated plan for change (including Operational Excellence, capacity release, functions integration, etc.)
- Using DPS to facilitate the change curve: Denial - Resistance - Exploration – Embracing
- SHE integration: move to a more risk based management system. Translating high hazardous processes to an environment with different hazards and risks (e.g. food safety)
Mieke JacobsGlobal Practice Leader DuPont
health and food safety
Some examples and practical insights which can help you in defining your way forward
- Do you need a sophisticated asset management system or is it just common sense?
- Who plays a role in the process: The operator, the maintenance-engineer, the plant manager?
- How can it support your business strategy?
Erik GrakistChief Engineering ManagerMars
quality assurance and processes
With brands such as Jim Beam, Courvoisier, Laphroaig and Teacher’s, Beam Global has grown to become the fourth largest premium spirits company in the world and the largest US-based spirits company.
In 2010, the organisation embarked on One Beam Way – an initiative to create an integrative continuous improvement system across its entire manufacturing operations.
To date, Beam have engaged 55% of their workforce on the journey towards operational excellence within Europe and India. As an integrative system it ensures that all elements of the manufacturing mix are represented – including a strong focus on Safety and Quality.
In this session, Lorna Cameron and Iain O'Neill will focus on the factors that have made One Beam Way a success – including:
- Taking strong Quality and Safety systems and giving them greater structure using an Integrative Improvement System
- Before and after: how One Beam Way has helped shape the organisation
- Taking One Beam Way global
- Creating the Learning Organisation: the need to be part of a strong community.
Delegates attending this session will have an exclusive opportunity to take part in the global Integrative Improvement System Diagnostic (iiSd) - a unique and anonymous study of Continuous Improvement (CI) maturity within manufacturing organisations.
Participants will received a personalised feedback report and the opportunity to benchmark their CI maturity against other manufacturers.
Iain O'NeillTRACC Business PartnerTRACC
Lorna CameronCentral Change AgentBeam Global
The food industry is living through turbulent times, its environment is marked by volatility, uncertainty, complexity and ambiguity. New rules of the game are emerging in an ecosystem where everything is moving simultaneously. The impacts of these changes are felt in all aspects of the business environment, affecting everything from raw material prices and consumer behaviour to retail’s positioning, the competitive landscape and the media and legal environments.
Insights into winning strategies that successful companies have adopted:
- What are the new rules of the game?
- Market landscape; these are the outperforming companies from around the world
- What are the 7 keys to success that create outperforming companies?
- Size matters, but is not a definitive factor, as demonstrated by these SMEs
- Making it happen: from Strategy to Execution
Philippe JaegyVice President - Member of the Executive CommitteeSolving Efeso