|
|
PAST EVENT - 3rd Annual Six Sigma in Service & Transactional Environments Conference
The Phoenician, Scottsdale, AZ, USA (Pre-Conference Workshops October 25, Conference October 26-27, 2006) |
   |
 
 
|
|
Overview & Key Topics :
This is a past conference. To view the forthcoming conference in this series please visit Current Conference
Following the huge success of the 2nd Annual Six Sigma in Service and Transactional Environments Conference in Scottsdale in October 2005, this event is expected to be a sell-out with an exceptional array of speakers and organizations speaking and attending. The agenda has been carefully put together to meet the needs of the service and transactional environments to maximize quality, minimize waste, achieve cost savings and improve quality of customer service.
If you want to attend an event that addresses all the unique challenges that implementing Lean and Six Sigma in service and transactional environments presents, then this is the event you need to attend. You’ll find practical case study examples of organizations who have achieved outstanding results, who are willing to share their tactics and practical strategies.
Testimonials from previous Six Sigma in Service & Transactional Enviroments conferences:
"I learned significantly more than I expected, overall the conference far surpassed my expectations. I am excited by the advanced applications and practices developing across businesses."
Ezra Eckhardt, SVP, Sterling Financial Group
"The conference was well-organized and the venue was great. There wer some very good speakers and I have some take-aways I can use."
Terri Jostes, MBB, Hertzler Systems
"Excellent examples and case study presentations.”
"Great quality of speakers."
"Very high level…excellent networking and conference facilities"
"Very well managed, professional"
BT Syntegra
"Good Conference, good responsive service, good location"
Allmerica Financial
"Interesting perspectives provide an excellent basis for determining how we can benefit from Six Sigma. Great location and venue!"
World Bank
"Very high level…excellent networking and conference facilities"
Wausau Window and Wall Systems
Held in Las Vegas on June 29, 2006, The Global Six Sigma Awards honored the year’s best individual and organizational achievements in Six Sigma. Awards were presented after extensive reviews by an independent, international panel of 14 leaders from business, industry and government to eight other organizations including:
Capital One Direct Banking
Best Achievement of Six Sigma in Service & Transactional Environments Award
The honors recognize significant accomplishments by the recipients, who used Six Sigma disciplines in creative and innovative ways to achieve greater efficiencies, improve customer satisfaction, develop new products and services, and become more competitive.
To read the case studies on the winning entries from the 2006 Awards and to see the list of finalists, please download The Global Six Sigma Awards Supplement published by Quality Digest.
|
|
KEYNOTE ADDRESS:
RDML Walter Skinner
AIRSpeed Command Deployment Champion
US Navy
EXPERT SPEAKERS INCLUDE:
Julie Brignac
Vice President - Quality and Six Sigma
BRAMBLES INDUSTRIES LTD
John Biedry
Executive Leader for Continuous Improvement & Service Excellence
US POSTAL SERVICE
Ken Pilone
Lean Thinking Consulting Manager
UNIVERSITY OF TOYOTA
Leo Serrano
Director of Laboratories
AVERA MCKENNAN HEALTH SYSTEM
Suheil Nassar
Program Director, Integrated Supply Chain
IBM
Bill Robinson
Vice President Corporate Quality
EASYLINK SERVICES CORPORATION
Frank Haas
Director, Lean-Sigma
WYNDHAM VACATION OWNERSHIP
Gregory Hohner
Master Black Belt
HEWITT ASSOCIATES
Homer Frasure
Six Sigma/Lean Master Black Belt
AMETEK INC
Indresh Saluja
Head of Business Excellence
BHARTI AIRTEL LTD
Scott McGregor
Six Sigma for Product Development DFSS/MFSS Master Black Belt Designate
MOTOROLA MOBILE DEVICES BUSINESS
Pete Banaugh
Continuous Improvement Leader – VP
STERLING SAVINGS BANK
Dale Moore
AIRSpeed Command Deputy Deployment Champion
US NAVY
*Winning Organization - The Global Six Sigma Awards*
Habs Moy
Director, Quality and Business Re-engineering Office
THE DEPOSITORY TRUST AND CLEARING CORPORATION
|
|
| Conference Day #1 |
| 7:30 Registration and Breakfast |
| 8:15 Welcome and Opening Remarks from the Chairman |
|
Dale L. Moore
Deputy Corporate Deployment Champion, NAVAIR AIRSpeed Team Leader
NAE AIRSpeed Governance Team | |
| 8:20 Keynote Address: Achieving transformation in service and transactional environments to become a Six Sigma Organization: Naval Aviation Enterprise AIRSpeed |
|
This presentation will address continuous process improvement (CPI) in the United States Navy's Naval Aviation Enterprise (NAE). The NAE is comprised of 11 aircraft carriers; 3700 aircraft; 182,000 people, and commands a budget of $39B. The NAE has been engaged in CPI work (our AIRSpeed program) since 1999 in both production and transactional environments. The talk will cover why the NAE embarked on a CPI voyage, how we are accomplishing our CPI efforts today, our future CPI governance construct, success stories, and lessons learned on managing a large CPI effort in the government workspace.
RDML Walter Skinner
AIRSpeed Command Deployment Champion
US Navy | |
| 9:05 Balancing the customer and business requirements by ensuring process dynamism and contro: lndia Telecom Experience |
|
Process dynamism is much required to ensure that business objectives are met along with the customer expectations from our processes. Six Sigma methodology needs to be sensitive enough to provide measurement systems and controls and make processes dynamic enough to balance both the above, to ensure profitability and cost optimization at one hand and customer satisfaction and loyalty on the other. Any process or activity which do not adhere to this delicate system should be brought to light by six sigma rigor. How to resolve this contradiction and achieve the best outcome? How to design and create processes which are dynamic in nature and aligned with customer expectations? How to ensure that enough controls are brought about to ensure that this dynamism continues? And above all how to ensure that the leadership remains aligned to this and ensures the same is percolated down all through the organization?
Taking telecom experience from India, the session shall provide some learning on the above.
Indresh Saluja
Head of Business Excellence
Bharti Airtel Ltd
| |
| 9:50 Achieving Realistic Business Goals by Defining Project Benefits |
|
• Understanding the impact of Six Sigma in terms of financial and non financial benefits
• Aligning desired outcomes with organizational strategy
• Establishing an infrastructure to define project benefits and their impact to the business
• Overcoming the challenges of defining business metrics to project expectations
Julie Brignac
Vice President – Quality and Six Sigma
Brambles Industries Ltd | |
| 10:35 Morning refreshments and networking |
| 11:05 Unlocking the Mystery of Employee Engagement – A Decade of Lessons Learned |
|
In a service company or transactional environment:
• Which continuous improvement methodology works best?
• What is a realistic goal for involving your employees in improvement?
• How deep into the organization should you deploy six sigma/lean to achieve the best results?
• What is the right amount of six sigma/lean training?
• How to insure that your employees are working on the right issues (growth)?
• What infrastructure works best in leveraging employee engagement?
• The powerful influence of time on your program
John Biedry
Executive Leader for Continuous Improvement & Service Excellence
US POSTAL SERVICE | |
| 11:50 Supply Chain Transformation and Lean Six Sigma |
|
• Working in partnership with customers to improve efficiency
• Reducing cycle times
• Gravitating towards Global Excellence
Suheil Nassar
Program Director, Integrated Supply Chain
IBM | |
| 12:25 Lunch and networking |
| 13:35 Making the right moves: Critical organizational elements for Lean deployment in Service and Transactional Environments |
|
Ownership is the key for Lean deployment. How have the best companies used the concept of "Pride of Ownership" within their service and transactional processes to maintain enthusiasm and sustain the key concepts for continuous improvement? Deployment leaders will discuss achieving the "early wins" that are critical to establishing and maintaining Lean inertia:
Understanding the purpose, roles and responsibility of the Lean steering team
Leading from the head: Ensuring your Lean deployment has connection from strategy to tactics
Getting to grips with the Lean organizational structure
Training, communicating and executing at the 3 critical levels: Executive and site champions, Lean Leaders and the Lean masses
Following the deployment roadmap: Is there a DMAIC equivalent for Lean?
Joseph Costello
Executive Director
Six Sigma Breakthrough Technologies | |
| 14:20 Tool Selection: Aligning Six Sigma to your Company Strategy |
|
• Integrating Lean and Six Sigma
• Listening to the Voice of the Customer
• Developing metrics to define success and measure progress
Homer Frasure
Six Sigma/Lean Master Black Belt
Ametek Inc | |
| 15:05 Listening to the Voice of the Customer (VoC) to select and implement projects |
|
• Using customer feedback to select projects
• Determining the impact of Six Sigma on the customer
• Identifying which indicators are most important to the organization
Scott McGregor
Six Sigma for Product Development DFSS/MFSS Master Black Belt Designate
Motorola Mobile Devices Business
| |
| 15:50 Refreshments and networking |
| 16:20 A Roadmap for Implementing Continuous Improvement in an Administrative Environment |
|
This session will overview a method for implementing Continuous Improvement in administrative environment. Practical steps to start applying Lean principles in your office will be discussed and demonstrated. Hear a roadmap with actual examples from a bank that recently started creating a lean culture. Gain an understanding of key differences and similarities in administrative and manufacturing environments when applying lean concepts.
• A roadmap used to implement lean in a transactional environment
• Learn where to begin: Applying 5S in the office
• Understand how to “see” the process: Value Stream Mapping
• How to make rapid improvement: Kaizen in the office environment
• Understand how to keep momentum going: Importance of metrics
Pete Banaugh
Continuous Improvement Leader – VP
Sterling Savings Bank
| |
| 17:05 Leveraging AIRSpeed Concepts across the Naval Aviation Enterprise |
|
. Multi-Generational Planning to Create the AIRSpeed architecture for the extended-enterprise
. Driving cultural change, alignment and strategic integration
. Applying advanced Lean Six Sigma tools and methodologies
. Applying AIRSpeed concepts to AIRSpeed Deployment
. Deployment assessment tool application
. Leveraging best practices and lessons learned
Dale L. Moore
Deputy Corporate Deployment Champion, NAVAIR AIRSpeed Team Leader
NAE AIRSpeed Governance Team | | | Conference Day #2 |
| 7:30 Breakfast for Speakers and Delegates |
| 8:15 Welcome to Day Two and Recap of Day One by the Chairman |
|
Dale L. Moore
Deputy Corporate Deployment Champion, NAVAIR AIRSpeed Team Leader
NAE AIRSpeed Governance Team | |
| 8:20 Achieving a Six Sigma Level of Meeting Customers’ Expectations |
|
EasyLink Services, a company of about 450 employees, provides business-to-business electronic messaging services to over 20,000 customers world-wide. With a very large and diverse customer base, numerous service offerings and multiple data networks, EasyLink Services built our Six Sigma management system around a framework of:
• Establishing a long-term Six Sigma performance goal
• Capturing and understanding what is important to our customers
• Measuring and assessing performance against those key areas
• Using this information to drive full-stream business improvements
• Constantly trying to achieve optimum ways of communicating with customers
• Setting aggressive improvement targets each year and beating them
Bill Robinson
Vice President Corporate Quality
EasyLink Services Corporation | |
| 9:05 Six Sigma and the Chorus of the Customer |
|
• Is world class performance good enough?
• Customer success through Six Sigma
• Responding to customer needs
Bob Carter
Customer Success
Raytheon Six Sigma Institute | |
| 9:50 Morning refreshments and networking |
| 10:20 Industry Discussion Panel: getting exceptional results from lean and six sigma within service and transactional environments |
|
Featuring speakers from the programme | |
| 11:00 Driving Call Center Productivity through Lean Six Sigma |
|
This presentation will discuss the opportunities and challenges in managing call center productivity within a Human Resource Outsourcing firm. As a HR Outsourcing provider for Benefits management and for total HR processes within the Fortune 500, ever increasing client requirements drive for higher performance at lower unit costs. The presentation will address:
• Specific strategies to identify opportunities through the use of key metrics, scorecards and dashboards
• Six Sigma applications of specific opportunities that are tied to client satisfaction data.
• How to provide value at the leadership level while utilizing data driven decision making
• Adapting Lean principles in transactional analysis and cycle time reductions to reduce cost and increase quality
Gregory Hohner
Master Black Belt
Hewitt Associates | |
| 11:45 Lean ~ Sigma as a “System” Applied to HR Processes |
|
Examination of a Lean ~ Sigma “System” as a Method used to improve the HR External New Hire Process.
• How to Organize the process for Quality
• Profound Knowledge and the Learning Curve of EE’s toward change
• Application of the Body of Knowledge
• Execution of the Plan:
o Business Goals & Objectives
o Organizational Strategic Intent
o Method to improve the People and the Process toward the Strategy
o Close the Gaps and improve the Capability needed to aligned to the Voice of the Customer
Frank Haas
Director, Lean~Sigma
Wyndham Vacation Ownership | |
| 12:30 Lunch and networking |
| 13:30 A Lean Six Sigma Approach to Traditional IT Call Center Staffing |
|
Cascading balanced business scorecard and corporate goals to improve customer service and problem resolution
Effectiveness and efficiency metrics that drive performance improvement
Benchmarking to understand where the bar is
Applying statistical tools to ensure correct data interpretation and usage
Applying lean concepts to improve average handle time
Controlling completion time with Operating Level Agreements (OLA)
Habs Moy
Director, Quality and Business Re-engineering Office
The Depository Trust and Clearing Corporation | |
| 14:15 Improving patient satisfaction and clinical outcomes through integration of lean and Six Sigma |
|
• Overview of lean principles
• Lean vs Six Sigma
• Setting the vision – value stream mapping
• Overview of projects
Leo Serrano
Director of Laboratories
Avera McKennan Health System
| |
| 15:00 Summing up and closing remarks from the chairman |
|
WORKSHOP A: October 25, 2006
WORKSHOP B: October 25, 2006
WORKSHOP C: October 25, 2006
WORKSHOP D: October 25, 2006
| 08:30 - 11:15 (includes breakfast) : WORKSHOP A: October 25, 2006 |
The Successful Integration of DFSS into Service Industry Using Design Principles
DFSS is a philosophy and a methodology that provides businesses with perspectives and tools to achieve new levels of performance both in service and product industries. This transformation is an even greater challenge when integrating DFSS into the existing service development processes. The DFSS deployment is challenging at both the deployment and technical fronts. However, these challenges can be effectively confronted when certain principles are employed. The principle-based DFSS approach is well equipped with the necessary concepts, tools and methods to face these challenges at all levels. Principles, in particular, those promoted to axioms are the very basic machinery of the new approach.
This workshop will give you practical insight into industry success stories, the technical and deployment challenges, the do's and don'ts based on real practical experience of integrating DFSS to your existing processes. The key areas of focus are:
. A high-level overview of principle-based DFSS using Axiomatic Design
. Principle-based deployment planning for effective integration with development processes
. Suggestions to address anticipated deployment issues
. A synthesis approach into your current service and product development process
Dr. Basem El-Haik
President
Six Sigma Professionals, Inc.
About your workshop leader:
Basem Haik, PhD. is a Six Sigma and Design for Six Sigma consultant, author and founder of Six Sigma Professionals, Inc. (www.SixSigmaPI.com), a firm providing Lean Six Sigma and DFSS deployment, training and consulting for industries ranging from financial services to high technology. Dr. Haik led several Six Sigma deployments in fortune 100 companies. Throughout his career, Dr. Haik trained, certified and coached over 400 belts in DFSS in both tracks product and service (transactional) industries. |
|
| 08:30 - 11.15 (includes breakfast) : WORKSHOP B: October 25, 2006 |
Lean Six Sigma holds tremendous potential in the Services and Transactional Environment
Many companies turn to Lean Six Sigma in search of quality improvement program and are pleased to discover much more. A comprehensive methodology for process improvement, Lean Six Sigma provides service and transactional organizations with a roadmap for long term success without sacrificing quality service or customer satisfaction.
If you are new or want to learn more about Lean Six Sigma, and want to find out how it can improve performance, reduce error and increase customer satisfaction, then this is the workshop for you.
The key topics to be covered are:
1. Practical and literal translations of Lean and Six Sigma and its evolution into modern business
2. Types of results organizations can typically expect to see from Lean and Six Sigma
3. How Lean Six Sigma is used in service and transactional environments
4. The DMAIC approach to problem solving
5. The roles, responsibilities and needs of each member of the Six Sigma community
6. How the cycle of culture change relates to deploying Lean Six Sigma
Michael Gebhardt
VP/Senior Engagement Leader/MBB
Breakthrough Management Group
About your workshop leader:
Michael Gebhardt is an energetic leader with proven operational experience improving both transactional and manufacturing processes. Michael has extensive experience in process improvement. As an account executive, Michael works with many of BMG’s corporate clients to develop, implement and manage performance excellence initiatives with the greatest possible results. Michael’s work as a decision maker, mentor, team leader and also a practitioner has given him the unique ability to approach performance improvement from both a strategic and tactical perspective. His work has saved multiple organizations millions of dollars over the last 10 years and organizational structures he has set up and led have continued to thrive long after his departure.
|
|
| 11:30 - 14: 15 (includes lunch) : WORKSHOP C: October 25, 2006 |
The Six Sigma Maturity Model™ and the Strategy Capability Ladder™
This workshop will introduce the Six Sigma Maturity Model – a framework that outlines 5 levels of Six Sigma adoption and evolution in organizations - Launch, Initial Success, Scale and Replication, Institutionalization and Culture Change. The model covers axes like leadership support, training, project selection, benefits quantification, belts, organizational penetration etc. and how these evolve as you go through the 5 levels. You will gain valuable insight into where your organization stands and what key levers you need to drive to get to the next level.
The workshop will also introduce the Strategy Capability Ladder which shows a 5 level progression of the maturity of the linkage between Strategy into Six Sigma execution. You will learn about specific criteria that will help identify which level you are at and how to get to the next level. You will learn what steps you need to take to answer questions like – ‘what are my strategic priorities, what are the specific measures of these goals, what projects am I executing to achieve these goals, and what is the aggregate impact of these projects on the strategic goals’.
About your workshop leader:
Dan de Grazia,
Midwest Director of Field Engineering
Instantis
Instantis is the leading provider of on-demand software for CXO mandated initiatives that improve enterprise financial performance. Dr. Raje is the founder and CEO of Instantis and has 19 years of experience in the technology industry and in the last 4 years has led Instantis in the deployment of Six Sigma software at dozens of leading Global 1000 companies like Credit Suisse, McKesson, Xerox and others.
|
|
| 14:30 - 17:15 (includes refreshments) : WORKSHOP D: October 25, 2006 |
Demonstrating Lean Six Sigma Principles in a Hands-On Setting
Participants will take part in a three hour hands on exercise that will demonstrate the concepts and tools of efficient problem solving. This interactive workshop will highlight many important strategies that will improve throughout within an organization.
Attendees will:
Gain first hand knowledge of the concepts and tools of Lean
Understand the Kaizen concepts and how they can be applied to every business setting
Understand that Six Sigma and Lean work in concept to improve processes throughout the business enterprise
Joseph Costello
Executive Director
Six Sigma Breakthrough Technologies
About your workshop leader:
Joe joined Sigma Breakthrough Technologies Inc. in September 2002 as Executive Director of Deployment Services where he heads the integration of Lean and Six Sigma training, technical development and project deployment through SBTI’s consulting staff. Since joining SBTI Joe has developed and launched SBTI’s fastest growing product offering, Lean Leader, a Lean curriculum that focuses on design and deployment methodologies that have dramatically improved operational and transactional processes worldwide.
Joe’s key curriculum design criteria for Lean Leader™ are ROI and internalization of skill sets to the customer. This Lean Deployment methodology is now the chosen Lean deploy-ment practice for many global, fortune 500 companies including: Tyco International, Osram Sylvania, Ecolab, Celanese Chemical, Ashland Specialty Chemical, BASF and others.
|
|
The 3rd Annual Six Sigma in Service & Transactional Environments conference will bring together senior-level quality and process improvement professionals from a broad range of organizations.
One of the key benefits of attending this conference is the networking opportunities you will find.
Organizations wishing to take further advantage of these opportunities should contact Louise Gosling of WCBF about taking an exhibition booth or sponsoring one of the lunches, breaks or evening receptions.
|
|
WCBF’s 3rd Annual Six Sigma in Service & Transactional Environments conference is being extensively researched and specifically tailored to meet the requirements and interests of professionals working within a broad range of industries.
You will benefit from this conference if you are a:
Director of:
Quality
HR
Operations
Six Sigma
Six Sigma:
Program Leader/Sponsor
Process Champion
Master Black Belt
Black Belt
Green Belt
Vice President, Senior Vice President, Executive or Manager within:
Process Management / Improvement
Operating Excellence
Service Quality
Continuous Improvement
Business Improvement
Technology Planning
Performance Excellence
Customer Service Management
Supply Chain Management
|
|
| Prices, Discounts and Key Terms |
|
Prices
| |
FULL PRICE |
EARLY BIRD DISCOUNT PRICE BEFORE 09/13/06 |
BONUS DISCOUNT PRICE BEFORE 08/02/06 |
| Conference & three Workshops (A, B, C, D) |
$3642 |
Save $400! $3242 |
Save $500! $3142 |
| Conference & two Workshops (A, B, C, D) |
$3093 |
Save $300! $2793 |
Save $400! $2693 |
| Conference & one Workshop (A, B, C, D) |
$2544 |
Save $200! $2344 |
Save $300! $2244 |
| Conference Only |
$1995 |
Save $100! $1895 |
Save $200! $1795 |
| Workshop Only |
$549 |
Save $100! $449 |
Online Offer
Save an additional $200 off when you book online with credit card - applies to Full Price and Early Bird prices only.
Bonus Discount
Cut off date: 08/02/06 - This will entitle you to an additional $100 off the Early Bird Discount price - as shown, except the Users Forums.
Early Bird Discount
Cut off date: 09/13/06 - This will entitle you to a discount off the registration fee (see above). Only applicable to FULL PRICE delegates
Group Booking Discounts
Book before 08/02/06 and receive the Bonus Discount - $100 extra off per person.
Take advantage of the following group discounts off the full price list above when delegates book at the same time from the same company.
Groups of 3+ receive a 15 percent discount
Groups of 4+ receive a 20 percent discount
Groups of 5+ receive a 25 percent discount
Groups of 6+ receive a 30 percent discount
Groups of 7+ receive a 35 percent discount
Groups of 8+ receive a 40 percent discount
Discounts Calculation
When booking on-line both "Early Bird" and "Group Booking" discounts will be calculated once the Registration Form is received by WCBF. You will be telephoned to confirm the final pricing, before any monies are taken from your Credit Card
IF YOU ARE BOOKING BY FAX OR POST, PLEASE PHOTOCOPY THE REGISTRATION FORM FOR ADDITIONAL DELEGATES.
I have two discounts e.g. early bird and group. I would like to use for my conference registration; can I use both of them?
No, we do not combine discounts but we will honour the discount that is better for you.
What does payment include?
Payment includes breakfast, breaks & refreshments, lunches and the gala reception on the first evening of the conference. Check the on-line agenda for timings.
A detailed conference workbook and/or CD with presentations and all meeting materials.
When is payment due? Important please read.
To receive the Early Bird Discount or Early Bird Bonus Discount payment and registration MUST be received before the respective date. If payment is not received by this date, and you have registered, your invoice price will be increased to the Standard Price.
Payment must be received prior to the conference, and within 30 days of registering. If payment does not arrive less than 10 working days prior to the event, a credit card payment will be requested.
Timely, Topical, Fresh, Credible, Clear and Concisely Worded Information for the Six Sigma and Process Improvement Community
Cancellation
If you have to cancel your registration you can either send a substitute colleague in your place or claim a credit within the following time frames before the conference. To send a substitute colleague, please send an email to register@wcbf.com with your full contact details of the current attendee and conference they are registered for, and then your full contact details, including your job title, and email address.
WCBF does not provide refunds for cancellations.
For cancellations received in writing more than ten (10) working days prior to the conference you will receive a 100% credit to be used at another WCBF conference for up to one year from the date of issue. For cancellations received less than ten (10) working days prior to the event no credits will be issued.
In the event that WCBF cancels an event, delegate payments at the date of cancellation will be credited to a future WCBF event. This credit will be available for up to one year from the date of issue.
In the event that WCBF postpones an event, delegate payments at the postponement date will be credited towards the rescheduled date. If the delegate is unable to attend the rescheduled event, the delegate will receive a 100% credit representing payments made towards a future WCBF event. This credit will be available for up to one year from the date of issue. No refunds will be available for cancellations or postponements.
WCBF is not responsible for any loss or damage as a result of a substitution, alteration, cancellation, or postponement of an event. WCBF shall assume no liability whatsoever if this event is altered, rescheduled, postponed or cancelled due to a fortuitous event, unforeseen occurrence or any other event that renders performance of this conference inadvisable, illegal, impracticable or impossible. For purposes of this clause, a fortuitous event shall include, but shall not be limited to: an Act of God; governmental restrictions and/or regulations; war or apparent act of war; terrorism or apparent act of terrorism; disaster; civil disorder, disturbance, and/or riots; curtailment, suspension, and/or restriction on transportation facilities/means of transportation; or any other emergency.
Please note that speakers and topics were confirmed at the time of publishing, however, circumstances beyond the control of the organisers may necessitate substitutions, alterations or cancellations of the speakers and/or topics. As such, WCBF reserves the right to alter or modify the advertised speakers and/or topics if necessary. Any substitutions or alterations will be updated on our web page as soon as possible.
Changes to the Programme
WCBF reserves the right to make changes to any aspect of the programme, agenda, speakers, dates and venue location and can also cancel events if enrolment criteria are not met, or when conditions beyond its control prevail. Every effort will be made to contact each delegate if the event is cancelled. If an event is not held for any reason, WCBF’s liability is limited to the refund of the registration fee only. WCBF is not responsible for any loss or damage as a result of a substitution, postponement, alteration or cancellation of the event due to causes beyond its control including, without limitation, natural disasters, sabotage, trade or industrial disputes or hostilities, and accident.
Exhibitors and Sponsors Cancellation Policy
WCBF cannot accept cancellations from exhibitors and sponsors.
Changes to the Programme
WCBF reserves the right to make changes to any aspect of the programme, agenda, speakers, dates and venue location and can also cancel events if enrolment criteria are not met, or when conditions beyond its control prevail. Every effort will be made to contact each delegate if the event is cancelled. If an event is not held for any reason, WCBF’s liability is limited to the refund of the registration fee only. WCBF is not responsible for any loss or damage as a result of a substitution, postponement, alteration or cancellation of the event due to causes beyond its control including, without limitation, natural disasters, sabotage, trade or industrial disputes or hostilities and accident.
Protection of your data
Personal data is gathered in accordance with the Data Protection Act 1998. Your details may be passed to other companies who wish to communicate with you offers related to your business activities.
|
|
VENUE
The Phoenician
6000 E. Camelback Road
Scottsdale, AZ 85251
Reservation number: +1-800-888-8234 +1-480-941-8200
Hotel Accommodation
Hotel and travel costs are NOT included in the registration fee. However, WCBF have negotiated reduced rate accommodation at $290++ Single/Double Rate per room per night. Reduced rate Cut-Off Date: October 16, 2006.
When booking please quote: "WCBF Six Sigma Conference"
Nestled at the base of Camelback Mountain in Scottsdale, Arizona, The Phoenician is a luxurious oasis for relaxation, celebration and rejuvenation, offering lavish decor and breathtaking surroundings– plus the caring, exceptional service you would expect from a fine private club. Unparalleled elegance is artfully expressed throughout the resort–from beautifully appointed accommodations, to the most stunning golf course in the Southwest. The Phoenician is an experienced host with the perfect setting–and a full complement of resources on premises to satisfy the refined needs of both the meeting and leisure traveler.
|
|
| Documentation, Tapes and CDs |
|
The Summit experience is unique, but we can still provide you with the documentation of the event you missed on CD!
To order call (1) 800-959-6549 0r (1) 312-466-5774 - or email register@wcbf.com. Cost $699 (inc. p&p) |
|
|
|
| Sponsors & Partners |
Sponsor
Sponsor
Sponsor
Exhibitor
Exhibitor
Recommended Online Resource
Supporting Media Partner
Supporting Media Partner
Supporting Media Partner
Supporting Media Partner
Supporting Media Partner
Supporting Media Partner
Supporting Media Partner
|
|
|
| |
|
|
