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Speaker Information

 David Millar
David Millar Business Performance Manager & Deputy Business Manager Wood Group
David Millar is a Business Performance Manager & Deputy Business Manager at Wood Group PSN. David also leads their Innovation, Improvement and Learning Network.
He is responsible for performance management, supply chain and the innovation & improvement funnel for one of WGPSN’s large contracts.
Working collaboratively with the contract Team, corporate functions and the Customer David coordinates the identification and delivery of cost reduction, efficiency improvements and innovation.
David is responsible for a portfolio of over 60 initiatives with full year savings of over £35m.
David holds a MSc in Knowledge Management from the Robert Gordon University and lectures there part time. He is also a trained Black Belt in Lean/ Six Sigma.

Conference Day 1 - 23rd February 2016

10:40 AM Developing a culture of continuous operational excellence to ensure sustainable results

  • Implementing continuous improvement to sustain ultimate efficiency
  • Developing leaders to embrace operational excellence in order to drive change and improvement
  • Pushing a culture of high performance and productivity whilst reducing costs to achieve complete operational excellence
  • Embedding cultural changes to prevent a reversion to previous methods
  • Ensuring long term goals are realised and achieved by all components of the company
  • Gaining the support of top management to continue driving a culture of operational excellence

Roundtable Discussions

12:00 AM Making operational excellence part of your organisational ethos during challenging market conditions

  • Creating a sustainable continuous improvement framework that can withstand changing conditions to improve reliability and operability
  • How to convert business values, strategies and policies into action to achieve real results
  • Deciding whether centralised or localised continuous improvement programmes will deliver the best operational excellence
  • Implementing structures to monitor and measure operational excellence
  • Gaining buy-in from top level management to secure the implementation of operational excellence
  • How to ensure long-lasting improvements which will prevent a reversion to previous methods