The essence of managing supply chains is to
continuously improve the efficiency and effectiveness of the end to end flow
of work and information from new product development and raw material
sourcing to cash in the bank. The proven way to do this is to measure
performance in terms of non-financial measures of cycle time, accuracy, and
customer quality, and correlate them to financial results. Furthermore,
these non-financial measures and the data supporting them must be visible
and actionable to all levels and across all departments in the organization.
This workshop will review best practices in process measurement and
management from over 20 high-performing organizations compiled by the
American Productivity and Quality Center, Houston, TX.
The learning objectives of this workshop are:
- Understand how integrated, cross-functional business processes
provide the critical context for improving supply chain performance
- Examine how the high-performing companies select the critical
non-financial process data and measures to sustain supply chain
performance, and to make that information visible to employees
- Learn best practices to manage with these measures to achieve
strategic and tactical targets across integrated processes, roles,
and departments
- Utilize a process “audit” or checklist to validate that your
organization has all the right elements of these best practices
George F. Diehl
George Diehl has over 35 years of corporate and military
experience in managing complex organizations. He recently retired
from Air Products and Chemicals, Inc. as Global Director, Business
Process Management, where he was accountable for building
enterprise-wide business process infrastructure and operational
management capabilities to meet strategic initiatives. During his
last seven years he worked with other senior managers to implement
the chairman’s business transformation plan to change how 20,000
employees work together “horizontally” from new product idea
generation, through supply chains, to customer delivery and payment.
Air Products’ integration of SAP, six sigma, and process management
has been recognized as a “best practice” in 2005 and 2006 by the
American Productivity and Quality Center for its results and
innovative methodology. He served in the elected position of
chairman of the “Process Six Group”, an alliance of major firms with
the goal to develop and implement business process management
practices.
He joined Air Products in 1976 as a chemical engineer and advanced
through positions of increasing responsibility in Project and
Process Engineering, New Product Introduction, Sales, Business Unit
Management, Applied Research and Development, Supply Chain, and
National Marketing Management. He has also participated on major
process re-engineering projects to change global business approaches
while implementing new IT systems.
Prior to Air Products, he served as a Naval Officer for six years on
active duty, and another 18 years in the Naval Reserve while at Air
Products. During that time he served as commanding officer or
executive officer of five naval reserve units, including executive
officer in the Office of the Naval Oceanographer in Washington DC.
He received two Navy Commendation medals for excellence in
commanding naval units at NAS Willow Grove, PA. He retired as
Captain, U.S. Naval Reserve.
He is currently on the faculty at Villanova University’s School of
Business. His areas of focus are process management, performance
measurement, and business analytics. He has also been an invited
speaker at many global conferences on process management as well as
on supply chain management and education. He is also an adjunct
professor in the MBA program at De Sales University in Allentown PA.
Mr. Diehl has a B. S. Chemical Engineering degree from Villanova
University where he also received a NROTC commission; an M. S. in
Oceanography from the U.S. Naval Postgraduate School; and an MBA
from Lehigh University.
