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Philadelphia - Past Events


February 12, 2013

Joint Dinner meeting with APICS

Brian McCaffrey, Director, SAP and

Business Process, Wawa

"Data-Driven New Product Test Methodology at Wawa"

Companies struggle with achieving process model consistency across the enterprise and with maintaining the accuracy of their models over time. The final steps in Wawa’s Process Methodology include the Process Improvement team working along with the process owner to guarantee structural and content quality prior to publication. The peer-review process ensures compliance of the process model to Wawa’s established methods and conventions. Process-owner signoff validates the content of the model, transfers ownership of the model, and establishes an audit schedule. After publication, the process owner reviews their models according to the agreed upon schedule and the models are updated by either a Process Improvement team member or an enterprise power user. Peer-review and sign-off metrics are monitored to measure modeler performance, quality output, and duration.

This case study included discussion on:
· Peer-review process and templates
· Process-owner signoff process and templates
· On-going audit process
· Model maintenance including power-user strategy
· Performance metrics for peer-review and process-owner signoff

Brian McCaffrey is Wawa’s Director, SAP and Business Process. As part of his role, he leads Wawa’s Business Intelligence team and partners with Finance to drive Wawa’s Enterprise Information Management (EIM) strategy. In August 2011, Gartner Group published a case study chronicling Wawa’s EIM journey titled "How Wawa Turned a BI Data Consistency Project Into an EIM Strategy”. Prior to joining Wawa Brian worked for Accenture as a systems integration and IT consultant concentrating in the Retail sector with a specialty in Supply Chain/ Logistics processes and systems. Brian is a Certified Business Process Professional (CBPP) by The Association of Business Process Management Professionals (ABPMP) as well as a certified Process Master by Hammer & Company. He received his Bachelors of Science Business Administration degree from Villanova University and his Masters of Business Administration from The Kenan-Flagler Business School at The University of North Carolina, Chapel Hill.

November 15, 2012

Wendy Blumenstein, Managing Principle, Momentum Partners, LLC

"Clear Away the Barriers of Change: New Scientific Process to more Successfully take a Project from Inception through Execution"

You can have the best business case, the greatest processes, top technology and still have resistance to change and full implementation. When it looks like you have clear sailing, watch out for barriers that surface before you see them coming. As Business Process Managers this is part of almost every project –managing downstream obstacles. Surfacing barriers is essential where groups of people have to be successful on executing on a particular initiative or project.

A new scientific method to surface and mitigate barriers early, coupled with in-depth optimized project planning is being taught in Ivy League grad programs and Executive Education. Do you want to see what they are learning?

Wendy Blumenstein will arm you with a new model and a method, proven in applied research, to help you uncover unseen barriers from the start. She will be compare traditional approaches and the new model and tools.

You will leave with a new model to optimize planning and execution! Planning alone, using this optimization method, has been shown to take 10 times less time.

Presented by Wendy Blumenstein
Wendy Blumenstein, Managing Principal of Momentum Partners, LLC, works with leaders and teams bringing tools and approaches to deliver complex challenges successfully. With 30+ years of solid business experience, Wendy’s work involves supporting the planning and navigating effective implementation of business transformations, integration, and facilitating extraordinary business results. She provides business optimization services, facilitation, training, coaching, and tools to enable leaders to deliver great results, while keeping staff members engaged in today’s demanding business environment. A certified coach, she has served a wide variety of industries -- sample client list: AIG, several of the J&J companies, Kraft, Novartis, Merck, Rohm & Haas, Siemens, Sherwin Williams, etc. Her work is published in Executive Excellence and American Society of Training and Development training library.

September 20, 2012

Trevor Naidoo, Senior Director, Industry Strategy & Insight, Oracle

"Creating the Business Case for BPM"

Creating the business case for Business Process Management can be challenging when looking at BPM as an enterprise discipline. Many struggle with how to go about creating that justification to take to their executive management to gain commitment for resources and funding. This presentation will provide a practical approach to building a business case providing a methodology, assessment strategy, benefit drivers and typical benefit benchmarks.

Trevor Naidoo is Senior Director, Industry Strategy & Insight at Oracle. The Insight Team is focused on solving complex customer challenges relating to Information Technology investments and their associated impact on business performance.

Trevor brings over eighteen years of diverse business experience spanning multiple industries and functions. Trevor has worked with customers across a range of industries, including Communications, Chemicals & Pharmaceuticals, Transportation High Tech, Industrial Manufacturing, Consumer Goods, Retail, and Financial Services.

Prior to joining Oracle, Trevor held the position of Managing Director, BPM for IDS Scheer. His domain expertise is in tools and methods for process improvement, business transformation, ERP, enterprise architecture, and service-oriented architecture. Since joining IDS Scheer in 1998, he had progressive management experience and was part of the N. American executive team driving the region’s product strategies as well as managing the delivery and support organizations. Trevor began his career working for The South African Railroad, Spoornet as a Business Analyst.

Trevor was one of the founding members of the Philadelphia chapter of the Association of Business Process Management Professionals (ABPMP), where he served as chapter president. He has also served as a board member for He currently teaches a course called Business Process Innovation & Strategy in the MBA program at Widener University and co-teaches a class called Business Process Excellence at University of Pennsylvania. Trevor earned a degree in computer science and statistics from the University of Durban-Westville in South Africa and a MBA from Widener University in Chester, PA.

April 23, 2012

"Organizing Value-Driven Business Process Management: Governance and Center of Excellence"

Organizations are making significant investments in BPM initiatives and establish BPM as a management discipline that helps companies to move from strategy into execution – with certainty and at pace. To enable this Value-driven BPM, they establish the appropriate governance and set up BPM Centers of Excellence (CoEs), hence companies build a BPM organization. The BPM organization and especially the governance component aligns BPM with the strategic imperatives of an organization and helps setting the right priorities. It transfers process into real assets and creates adaptive and agile processes.

In our meeting Dr. Mathias Kirchmer discussed best practices and experiences in building BPM organizations, including the appropriate governance and center of excellence.

Dr. Mathias Kirchmer is a Partner and Executive Director for Business Process Management (BPM) at Accenture. He leads the global BPM-Lifecycle Practice, as well as the program for the development of Accenture’s BPM Reference Models. His special field of expertise is to establish BPM organizations that deliver both, immediate benefits as well as lasting capabilities.

Dr. Kirchmer is also and accomplished author of numerous publications, including six books. The last one, just released in April 2012 and co-authored with his colleague Peter Franz, is entitled Value-driven Business Process Management: The Value-Switch for lasting Competitive advantage”.

February 16, 2012
PANEL DISCUSSION: "Navigating Change in Today's Volatile Business Environment"

A panel of internationally known panelists will discuss this topic. Our panelists are experts in deploying change initiatives and will share their experiences and thoughts.


- David Kane
- Michael Kutner
- Patricia Oceanic
Moderator: Kirkland Sanford, IBM

November 9, 2011
PANEL DISCUSSION: "BPM is it Delivering on the Promise?"

A panel of internationally known panelists will discuss whether BPM is delivering what it has promised. Our panelists are experts in deploying BPM initiatives and will share their experiences and thoughts.


- Trevor Naidoo - Oracle Strategy & Insight
- Raymond Novak - IBM SOA/BPM IT consultant
- Ginny Youngblood - DuPont BPM Manager
Moderator: Kirkland Sanford, IBM

June 14, 2011

Al Leigh, President of 3V Consulting, Incorporated

"Lean Six Xigma Improvements That are Sustainable

The corporate highways are littered with Six Sigma and/or Lean Improvement efforts that have failed. Has your business tried to implement a Lean or a Six Sigma Improvement (L6S) effort? Has it stood the test of time? Has it extended into all functions (including Finance, IT or HR)? Many of you may have lived through a failed initiative. It will not surprise you to know that there are common attributes for continuous improvement efforts that have been successful. In this interactive workshop, Al helped us explore and develop key success factors for a sustainable L6S deployment AND a sustainable Lean organization. In addition, we looked at an assessment tool that will allow you to gauge the health of your continuous improvement process.

Al Leigh is President of 3V Consulting, Incorporated, a business improvement company. Al Is CPIM, CSCP, a Lean Six Sigma Master Black Belt, and an APICS Master Instructor for CSCP and CPIM. During 33 years with DuPont, Al was an integrator of continuous improvement processes including Six Sigma and Lean. Since then, Al has consulted and taught at many manufacturing companies, not-for-profits, healthcare, and universities. He is the Lean Six Sigma (L6S) lead for Rutgers University as well as an adjunct professor at FVTC. He has given numerous presentations at national conferences and universities on L6S and supply chain. He is the President of the Brandywine Valley APICS Chapter

April 14, 2011

Dr. Mathias Kirchmer, Executive Director For Business Process Management, Accenture

"Value Driven Business Process Management - How to establish the right capabilities at the right time "

A challenging economic environment, the emergence of new global competitors, and fast-changing technology have pushed organizations from across industries and geographies to focus on business process management (BPM). BPM enables organization to master the resulting change successfully. If they build their BPM capabilities the right way they can create immediate value while establishing sustainable capabilities supporting a long term competitive advantage. But how can organizations develop the right BPM capabilities at the right time? This presentation proposed a value-driven way to BPM, focused on outcomes, not just on methods, tools and approaches. It introduces a BPM capability blueprint that helps defining the right "process of process management” and implementing it in a manner that creates most value for the organization. It discusses the definition of an appropriate BPM roadmap, the establishment of the right governance, the effective use of process modeling and repositories as well as related aspects of process automation and possibilities of using managed services as cost efficient fast track to BPM. The findings were explained using case studies from different industries, including oil and gas, chemicals, high tech, service industries, consumer goods and others.

Dr. Mathias Kirchmer is Executive Director for Business Process Management (BPM) at Accenture. He leads the global BPM-Lifecycle Practice, as well as the program for the development of Accenture’s Business Process Reference Models across industries and functional areas. His special field of expertise is to establish BPM capabilities that deliver both, immediate benefits as well as sustainable competitive advantages. Before joining Accenture, Dr. Kirchmer had been for 18 years with IDS Scheer, a leading provider of business process excellence solutions, known for its BPM Software, the ARIS Platform. He was member of the Extended Executive Board, including roles as CEO Americas, Japan, and Chief Innovation and Marketing Officer.During his professional career Dr. Kirchmer has developed deep knowledge in approaches, methods, tools and software for the design, implementation, execution and controlling of business processes. He has applied this know how in companies of various sizes and industries around the world.Dr. Kirchmer is an affiliated faculty member of the Program for Organizational Dynamics of the University of Pennsylvania, faculty member of the Business School of Widener University, Philadelphia and guest professor at the Universidad de Chile, Santiago. In 2004 he won a research fellowship from the Japan Society for the Promotion of Science. He is the author of numerous publications, including five books. The last one is entitled "High Performance through Process Excellence – From Strategy to Operations” and was published in December 2008. Dr. Kirchmer holds a PhD in Information Systems from Saarbruecken University (Germany), a Master in Business Administration and Computer Science ("Wirtschaftsingenieur”) from Karlsruhe Technical University (Germany) and a Master in Economics from Paris-IX-Dauphine University (France).

February 17, 2011

Robert Lechich, Associate Director in Operation Excellence, Biotechnology Global External Supply Organization, Pfizer

"Process Improvements in Contract Manufacturing Operations"

Robert Lechich presented a review of his project experiences working in the pharmaceutical contract manufacturing organization at Pfizer. Over the last three years, he has applied traditional lean six sigma and business process improvement methodologies and has developed several techniques across the supply chain to obtain win-win scenarios with business partners. He will discuss the unique aspects of improving processes between firms with emphasis on integrating management objectives, financial implications and company culture which differ from a single firm improvement. Robert is currently Associate Director Operational Excellence in the Biotechnology Global External Supply organization at Pfizer and has worked extensively with contractors in the U.S., Europe and the Middle East. He has been involved in lean transformations within the Pfizer supply chain and implemented departmental and divisional Operational Excellence programs. He is a certified Master Black Belt as well as ABPMP Certified Business Process Professional. He has degrees in chemical engineering, technology management and is currently a PhD candidate in Information Management investigating inter-organizational information systems deployment within global supply chain networks.

November 11, 2010

Connie Moore, VP, Research Director at Forrester Research

"Build Process Skills Up and Down Your Organization To Scale Transformation"

Connie serves Business Process professionals and leads a team that provides advice and research focused on application strategy, business process management, customer relationship management, human resource management, and financial processes. Connie's recent research efforts have focused on Lean thinking and dynamic business applications that support designing for people and building for change through the intersection of business process management, the Information Workplace, and Web 2.0.

Connie came to Forrester through its acquisition of Giga Information Group in 2003. She has more than 25 years of experience in the IT industry and has been an analyst for 19 years. Most of her research focuses on business process management and business optimization. Prior to joining Giga, Connie managed BIS Strategic Decisions' European IT consulting group, headquartered in the United Kingdom. Before then, Connie was vice president of product marketing at TDC (now part of BancTec), a manufacturer of high-end document capture systems. She was also a manager with Andersen Consulting (now Accenture), specializing in document management, document imaging, and end user computing. Earlier, Connie was with Wang Laboratories, where she managed Wang's technical support resources for the US Department of Defense and intelligence agencies. She began her career in IT and management at Mathematical Policy Research.

Connie is the co-champion of Forrester's 2009 Business Technology Forum with its theme of "Lean: The New Business Technology Imperative." Connie also co-championed Forrester's 2007 Technology Leadership Forum with the theme of "Design for People, Build for Change" and Forrester's 2008 Technology Leadership Forum, themed as "Embrace Technology Chaos, Deliver Business Results." Connie is a widely sought speaker. She has keynoted at many industry events, chaired 10 business process and workflow conferences in Europe and the United States, and co-chaired Giga's "Leveraging Knowledge" conference. Connie also served as a director of AIIM International, the premier association for the content management industry and is a member of the Association of Business Process Management Professionals.

Connie attended the University of North Carolina at Chapel Hill and holds a B.A. in political science and history from East Carolina University and an M.B.A. in information systems from George Washington University.

Much more information about Connie and her research can be found on

September 16, 2010 - Stephen T. Desirey, CFPIM, PMP

"Blended Project Management Methodology Based on an Oil and Gas Offshore Logistics Project"

Selecting the framework for a business project is the first challenge to the project manager. Competing project management methodologies can get in the way of putting the emphasis on project approach. Popular approaches include Six Sigma, Business Process Management, PMI Body of Knowledge, project software, client’s capital project approach and other approaches. This comes at the expense of diluting the goal of solving the critical business issue. An actual successful project $100 million cost reduction case study from an oil & gas offshore production/drilling logistics project will be used to critique the value of the integrated end-to-end solution approach.

Key lessons learned at the conclusion of this review will be:

  1. Popular project management methodologies have similar concepts.

  2. Differences are in the names of processes versus substance.

  3. An integration of methodologies is more effective than the sum of the parts in delivering projects and business solutions.

  4. A measureable game plan for the project manager

Steve Desirey is a Chemical Engineer who retired from the DuPont Company and joined SAIC. Between these two companies he worked in the chemical, pharmaceutical and oil & gas industries. With prior assignments in both functional and managerial roles, he has a wealth of experience in manufacturing, engineering, marketing, maintenance and information systems. This broad experience permitted a strong appreciation for end-to-end business processes as a primary key to sustainable business success.

Steve has spoken at numerous APICS Conferences as well as the SAP Users Group and SAPPHIRE Conferences. He has had articles published in the APICS Performance Advantage, APICS CPIM Master Planning of Resources, Process Industries Quarterly Newsletter, Plant Engineering, and the National Productivity Review. He is a certified lifetime Fellow in production and inventory control, and a PMP by Project Management Institute. He was a charter Vice President of the Association of Business Process Management Professionals. Steve is an Adjunct Lecturer at Widener University in their MBA program, served on the Global Advisory Supply Chain Committee at the University of North Carolina and has served on the SAP Users Group Influence Council. Currently Steve is an independent contractor.

June 17, 2010 - Terry Ellis, President and Founder of StrateZone, Inc

"Aligning Process Improvement with Corporate Strategy"

When organizations deploy process improvement programs, they tend to initially focus on business areas that demonstrate interest, energy, and capacity for these programs. However, deployment leaders need to consider what it takes to sustain such a program for the long-term. Without the appropriate senior leadership support and sponsorship, even business areas with the best intentions and commitment to fully deploy a process improvement program will abandon such programs when pulled to address more important business issues and challenges. Without direct alignment to corporate strategy, process improvement programs and initiatives may lose priority when business needs shift. The purpose of this presentation is to explore the challenges of deploying a Six Sigma program without specific alignment to corporate strategy, and how implementing a strategy management system can help overcome these challenges.

Terry Ellis, President of StrateZone, Inc., is a consultant in process improvement, strategy execution, and change management. She has 18 years of combined internal and external process improvement consulting experience in a variety of industries including pharmaceutical, financial, chemical, medical systems, and non-profit. Terry holds degrees in Information Science, Instructional Systems, Computer and Information Systems, and is currently a doctoral student in Human and Organizational Systems.

April 15, 2010 - Kevin Ryan, Director of Operational Excellence at AstraZeneca Pharmaceuticals

"Moving from a Functional Organization to a Process Ownership Model"

An organization needs to learn new behaviors and processes when changing from a Functional to a Process Ownership based approach. We made this transition in a key part of our organization. We moved from a Planning Function to an integrated Supply Chain structure embedded with Planning Process Owners. The journey included resolving issues and building skills on managing planning resources and processes similar to a matrix organization, building increased understanding of leaders and users on process management and building an integrated view of supply chain and planning processes. Though we are still learning, we have successfully made this major transition, so it’s a way we do work.

Kevin Ryan is the Director of Operational Excellence at AstraZeneca Pharmaceuticals, LP in Newark, DE. He has 30 years of experience in Operations, Quality Assurance and Lean Supply Chain at AstraZeneca, Procter & Gamble and McKesson. Kevin holds degrees in Chemistry, Mechanical Engineering and Information Technology


Author, Dot Cloud: The 21st Century Business Platform (

"Taking BPM Into The Clouds: How Work Works in the 21st Century"

The "wow” about Cloud Computing isn’t about on-demand I.T.; it’s about on-demand business innovation and embracing change in the workplace. Business process management (BPM) has been a major topic since around 2002. But early BPM initiatives were tactical, streamlining back office and departmental processes. But now, with the advent of Business Operations Platforms in the Cloud, the scope of BPM will break out of individual companies and stretch across the entire multi-company value delivery system. That’s when BPM becomes strategic and unlocks true Cloud-enabled business innovation. In this talk, Peter takes us on a journey to explore what the Cloud portends for companies, how they get work done and how they innovate in the Cloud. In the past, IT was about productivity; now in the Cloud it’s about collaboration, a shared information base, and collective intelligence. Peter will explore the shift from information technology (IT) to business technology (BT); customer-driven innovation; human interaction management; and the end of command-and-control management with the rise of self-organizing Bioteams. Please skim the following articles prior to the presentation so that we may have a lively discussion and Q&A:

The Business Platform in the Sky

Cloud Computing and the Promise of On-Demand Business Innovation

Social Networks, Innovation and the MITH Myth

Peter Fingar is an internationally recognized expert on business process management and business strategy. He is a former CIO, college professor and practitioner with over thirty years of hands-on experience at the intersection of business and technology. Peter has taught graduate computing studies and has held management, technical and advisory positions with GTE Data Services, American Software and Computer Services, Saudi Aramco, EC Cubed, the Technical Resource Connection division of Perot Systems and IBM Global Services. In addition to numerous articles and professional papers, he is an author of nine best-selling books including the just released Dot Cloud: The 21st Century Business Platform Based on Cloud Computing and the seminal book, Business Process Management: The Third Wave. Peter has delivered keynote talks and papers to professional conferences across the globe. (

February 18, 2010 - Charles R. Farina, Jr., Manager, Business process Improvement, Essroc

"The Early Stages of Implementing Business Process Management in a Small to Medium Sized Company"

Many companies are taking steps to implement Business Process Management principles and practices for the improvement of their on-going business operations. While often focused on the traditional production facilities and locations, these capabilities have significant impact on the non-manufacturing elements of the business as well. The key element is to get everyone to view all work throughout the company as process-based. Essroc is very early in putting these business process considerations into place. Similarly, it’s making the transition from the historic functional organizational style to a more collaborative and interactive operating style across its various functional groups

Charlie Farina is the Manager, Business Process Improvement for Essroc located at its corporate offices near Nazareth, PA. He is responsible for working with Essroc management to lead, define, and implement business improvement capabilities throughout its North America operations. In addition, he is responsible for the on-going management of the Corporate Governance program as directed by Essroc’s parent company, Italcementi Group whose corporate offices are located in Bergamo, Italy. Italcementi is one of the leading international firms in the cement and building materials industry. Before joining Essroc in October 2007, Charlie spent over 32 years with Air Products and Chemicals, Inc. in Allentown, PA. His responsibilities included various cost engineering, project engineering, and program management efforts throughout this career. Early involvement with TQM and later involvement with SAP and global business processes provided much of the direct experience in business process management. Charlie holds a B.S. in Chemical Engineering and an M.B.A., both from LehighUniversity in Bethlehem, PA. He worked with numerous leading consultants while at Air Products in developing and applying business process management capabilities, most of which were in non-manufacturing areas. Charlie is presently a member of the Philadelphia chapter of the Association for Business Process Management Professionals.

November 19, 2009 - Robert W. Forloines, Executive Director - Enterprise Process Management, Merck Sigma at Merck & Co. Inc.

"Building an Enterprise Process Ownership Model"

Companies have taken a variety of pathways to improve and manage their business processes. This presentation addressed the approach that Merck is taking. Top down, global and focused on end-to-end performance, Merck's Enterprise Process Management approach compliments the major company transformations that are underway to build a new Merck for a new era in the pharmaceutical industry. While deployment is at an early stage of maturity, many elements of the framework are in place.

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