lean leaders meeting agenda

Meeting Lean Leaders

5-7 JULY, 2010 | CCT VENUES,CANARY WHARF, LONDON

Presenting the first benchmarking forum exclusively for Lean leaders...

No presentat ions. Just complete information shar ing.

JOIN YOUR LEANLEADERSHIP PEERS AT AUNIQUE LEAN STRATEGYBENCHMARKING GROUP TO:

• Compare differing approaches to Leanmanagement within real businesses

• Solidify how to accelerate Lean to driveyour critical business strategies for costcutting and growth

• Discuss ways to embed and sustain Leancultures and capabilities for the long-term

REGISTRATION OPEN TO LEAN PROGRAMME

LEADERS ONLY

+44(0)207 368 9300 | [email protected] | www.leaders-in-lean.com

THE LEAN LEADERS MEETING EXPLAINEDNo presentations. Just complete information sharing.

The LEAN LEADERS MEETING is the premier forum that will go past the tools and techniques to discuss how you as a business leader can truly enable and embed Lean withinyour global business operations and culture, and drive the critical transformation you need during 2010 and into 2011.

Through a leader-to-leader debate driven format, you’ll be able to address your most critical Lean deployment challenges ensuring you leave with solutions tailored to yourdevelopment needs. The meeting agenda is constructed to help make sure your business is ready to excel in 2010 by becoming Leaner, fitter, faster and more costeffective.

Here’s how:

1. First of all you’ll find no standard presentations, No self publicity - only complete information sharing and genuine discussion between both multinationalcompanies and public sector Lean organisations.

2. In some cases discussions are led by two or more leaders to reflect the different approaches to Lean implementation across real organisations today making it the perfectchance to compare and contrast theory in practice.

3. You can submit your key challenges and request for discussion to the group ahead of time through the www.sixsigma.com portal – more information upon registration.

4. Attendance by application only ensures critical challenges will be addressed by the most senior Lean and Business Excellence leaders that have either an executive orregional Lean remit.

5. You’ll find No sales pitches – strictly business to business knowledge sharing.

6. Plus it’s the only Lean meeting that focuses on the benchmarking of strategy, infrastructure and deployment throughout your organisation and not application ofthe tools and techniques.

All this makes the Lean Leaders Meeting an unmissable chance to benchmark your Lean programmes against recognised world-class organisational transformation programmesand strengthen your development strategy for the year ahead.

Expect to meet and shareideas in dedicated leader-to-leader environment centredaround key operationaldivision leaders and globaltransformation programmes.

• COO

• CIO

• VP/Director Operations

• VP/Director Business Process

Excellence

• VP & Programme Directors Lean &

Continuous Improvement

• VP & Director Service

Improvement

• VP Strategy & Development

• Director Global Change

Management

Register your interest by calling

+44(0)207 368 9300 or emailing

[email protected], and one of

the IQPC team will contact you

directly to discuss your eligibility.

Feedback from our global Process Excellence leadership network:

“Extremely valuable – I love to continue to come each year” - Clara Edwards, VP Global Quality & Change Delivery, Bank of America

“The conference was the best yet! My congratulations to your team for pushing the envelope and making the conference a "must attend"event.” - John B Douglas, Vice President, PMP | Hess Corporation

+44(0)207 368 9300 | [email protected] | www.leaders-in-lean.com 2

Our Media Partners:

Meeting Day 1: Monday 5th July

8.00 Coffee & Registration

8.50 Opening remarks from IQPC ChairMegan James, Meeting Director, IQPC

9.00 OPENING LEAN BRIEFING: Knowing Where you areHeading: The Path to the Lean IdealJoin Michael Ballé, the renowned author of best selling Leanbooks, The Gold Mine & The Lean Manager, who will set thepace and tone of the discussion for the Lean Leaders Meeting.Michael will compare the ideal Lean approach as laid out inWomack and Jones with the Lean approach adapted bybusinesses across Europe today. As such he will go on to lay outa clear development and discussion framework to runthroughout the 2 days for those serious about progressing Leanfurther throughout their organisation. Key concepts coveredinclude:• Defining the Lean ideal and management system and how

this compares to the pragmatic business model today• The Lean take on strategy – how do they sit together?• Laying the framework for the 2 day meeting:

• Lean & the customer• Lean and people• Lean initiative to Lean culture• Framing the Lean organisation• Resourcing and developing the Lean organisation• Engaging the business

Michael Balle, Co-Author, The Lean Manager & TheGoldmine (published by LEI), Associate ResearcherTelecom Paris & Co-founder The Institut Lean France

10.30 Lean Design and Fit• How exactly does the Lean Management System, sit within

the wider business transformation framework? Stand alone orpart of a broader Process Improvement?

• What is your modus operandi? Get to know your peers Leanprogrammes through a live mapping exercise

• How do existing transformation and Process Excellenceinitiatives need to change or be upgraded to incorporate Lean?

• Lean for cost cutting vs. Lean for growth – positioning Leanas a business driver

Niall Sheehan, Director Operational Excellence, DellAndreas Berger, VP Manufacturing & OperationalExcellence, Nestle

DRIVING PERFORMANCE AT LOWEST COST: ORGANISATIONAL PERFORMANCE, STRATEGY & DEVELOPMENTWith quick business results at a premium, Lean is fast becoming the business approach of choice to drive out cost, sweat your assets and drive growth with low levels of capital investment, streamline end-to-end service deliveryand ensure optimal organisational performance. However, taking Lean from a quick win tactical tool to a transformational business strategy and enterprise wide programme is more complex than it sounds and requires a wholenew model for global process and operational change management to reap the desired results. With this in mind the Lean Leaders meeting will start by analysing and comparing world-class Lean and business transformationstructures and how these can be modelled to fit within your own organisation.

11.45 Coffee Break

12.15 Translating Strategy into Enterprise WideImplementation• Defining the goal and how to get there? Creating a common

roadmap to enterprise wide Lean implementation• Ensuring Lean delivers on the executive business strategy:

Leveraging Lean to deliver long term organisation and culturechange whilst provisioning for the here and now

• Creating value vs. capturing value• Goal alignment: Prioritisation of programme and strategic

Lean initiatives• Translating Lean strategy into operational reality: Ensuring you

are getting the ‘right things done’ not just ‘things done right’• Strategies for making sure Lean delivers big results rather

than dabbling in small scale improvementsPublic sector: Jim Hern, Lean Director, Heart of England NHSTrustPrivate sector: Vincent De Rooij, Lean Programme Director,SCA Packaging

1.30 Lunch

2.30 Driving Optimal Value to the Customer forCompetitive Performance• How can Lean be best leveraged to help achieve optimum

quality of service at the customer interface? • Challenges in providing true customer value across the

extended value stream and how to address them• Outside-in thinking: Modelling your end-to-end business from

the customer backwards • Frameworks and engagement strategies to ensure operational

leaders are connecting on the ground processes to businessperformance

• Integrating Voice of the Business, Voice of the Customer &Voice of the Market

Tami Hargreaves, Head of Professional Services, Barclaycard

3.45 Coffee Break

4.15 Building a Lean FutureYour chance to share and solve your sector specific challenges aswell as make critical decisions around your future Lean strategy.Pick your most relevant industry group from the following:

GOVERNMENT & PUBLIC SECTOR• Discussion around how Lean can be leveraged to help deliver

on the efficiency review and government budgets for2010/2011

• Creating a unified vision for public sector efficiency: Wheredoes Lean fit within the wider transformation picture?

• Comparison between local and central governmentapproaches to Lean

Rhian Hamer, Director Lean, Ministry Of Justice (MOJ)

SERVICE & TRANSACTION• Balancing Lean and risk management• Leveraging Lean to aid integration and rationalisation• Applying Lean for increased customer satisfaction• Adapting Lean management models form the manufacturing

floor to a service centred organisationEddie Steinberg, Lean Deployment Office, Business ProcessManagement & Group Architecture, ABSA

HEALTHCARE• Putting Lean in the healthcare context: Increasing patient

safety and improving Service delivery with minimum resources• Translating Lean management approaches into a healthcare

environment• How to embed Lean working across the entire health sector

What are the barriers? And how do you deliver a standardisedquality of service?

Jim Hern, Lean Director, Heart of England NHS TrustMark Jennings, Director Healthcare Improvement, TheKings FundLesley Wright, Director Diagnostics, NHS Improvement

MANUFACTURING• Leveraging Lean to aid with current M&A and restructuring• Strategies and challenges with restructuring your existing Lean

and Process Improvement programmes into the mergedorganisation

• Bringing products to the market quicker: Reducing cycle timesto get to market ahead of the competition

• Advanced Lean manufacturing: What is the next wave of Leanand how can this help with large scale cost cutting initiatives?

Abdel Hakeem Hammad, Former Global Director BusinessExcellence, Boston Scientific Steve Dreamer, Head of Global Engineering & OperationalExcellence, Novartis Pharma AG

5.30 End of Day One Meeting


8.20 Coffee & Registration

8.30 Recap on Yesterday’s Discussions from IQPC ChairMegan James, Meeting Director, IQPC

9.00 Evaluating Different Lean Implementation Models• Centralised, decentralised and hybrid approaches to Lean

deployments: Trends and experiences from different organisationalstructures and cultures

• Creating strategic awareness, accountability and alignment across aglobal programme: Process and governance infrastructures for local,regional and global operations

• Defining executive sponsorship and Lean leaders roles: How do thetwo fit together? What are the common reporting lines for Lean?

• Seniority of Lean and business transformation leaders: At what tiershould leadership and management sit within the managementstructure for greatest ROI?

Centralised: Niall Sheehan, Director Operational Excellence, DellGrass routes: Eddie Steinberg, Lean Deployment Office, BusinessProcess Management & Group Architecture, ABSACentral - Regional model: Ewan Vanryneveld, MBB - LeanProgramme, AXA Sunlife

10.15 Investing in People: Approaches to Lean Recruitment andStrategic Workforce DevelopmentRECRUITMENT• What are the top skills you should look for in Lean leaders to get the

best results? Which attributes drive the greatest results?• Standardising job roles and the key competencies required by the

business for Lean leaders

• Working with HR and strategic workforce development to drivestrategic Lean recruitment

• Internal recruitment strategies: Successful strategies for bringingleaders from the business to drive Lean change

Dirk Shrader, VP Lean, Global Operations, Astrazeneca

WORKFORCE DEVELOPMENT• Creating uniform capabilities and centralised Lean learning: Ensuring

training and accreditation is standardised globally• Building a complete portfolio of training and workforce

development: Upskilling, learning interventions and job shadowing• Reward, recognition and career development: Driving individual

accountability for Lean by matching with career progression andemployee performance

Kristina Beckendorf, Director PEX Academy, Maersk

11.30 Coffee & Networking

12.15 Strategies for Organisation Wide Employee EngagementDiscussion around creative ways to creating Lean engagement acrossthe whole organisation – from bottom to top: • Internal and external PR campaigns for Lean: Create a brand for

successful communication of Lean and process management • Leveraging social networking and intranets to increase sharing of

information, provide critical feedback and benchmark initiatives• Employee awards programmes: Increasing recognition and rewards

for successful resultsPeter Watkins, Global Lean Enterprise & Business ExcellenceDirector, GKNClare Stephens, Director Operational Excellence Programme,RSASteve Lague, Operational Excellence – Lean Deployment, RSA

1.30 Lunch

2.30 Leveraging Lean to Accelerate & Support Business Re-engineering & Transformation• Strategies for creating meaningful business change through

combining Lean with end-to-end Business Process Management andre-engineering

• Models for linking Lean and business process management for anenterprise wide framework

• How can Lean and process re-engineering be leveraged together todrive accelerated value realisation during restructuring, mergers andtransitions over the next 12 months?

Brent Harder, MD COO Division, Credit SuisseSteve Hebrank, Head OE | CoE Program Execution, EMEA, CreditSuisse

3.45 Going from Business Initiative to Business CultureDiscussion around how to sustain Lean and results after the initialimplementation and amidst business change:• How to make sure this is not just ‘the next improvement fad’: Making

change and best practices stick• Driving pro-active behaviours: Assessing the emotional, social and

political implications that hinder or help organisational change. Whatis your organisational culture?

• Knowledge management: Ensuring sustainable knowledge sharingand capture across the organisation – what is the best way to capturethis knowledge share in the web 2.0 century?

Adam Nowarski, Group Vice President, Head of OperationsManagement Group, ABB

5.00 End of Meeting

Meeting Day 2: Tuesday 6th JulyBUILDING LEAN ORGANISATIONAL CAPABILITY & SUSTAINING CHANGEYou have your strategy and implementation framework, but how do you truly build resources throughout the business to own and drive the Lean programme? With this in mind Day 2 briefings will discuss current approachesto culture change and implementations, enabling you to benchmark your current deployment or plan your future resourcing and development strategies.


“Always valuable to attend – I always learn something”Adrian Dunn, Process Improvement Lead, BP

“Strong panel that complemented each other – very valuable” Emmanuel De Croix, Global Lean Six Sigma Leader, BNP Paribas

9.00 – 1.00

EXTENDED WORKING GROUP A:Capability Building & Maturity Modelling for Lean & Operational Excellence

Based on your information gathering over the last twodays, this half day group will provide the chance to takeyour new knowledge and build a personalised capabilitymaturity framework that fits your organisation’s uniquestructure and strategy.

Through this working group senior leaders will take away:• A formal framework to systematically monitor where

you are against the global benchmark• A long-term tracking tool that will help you monitor

performance and mark how you progress against thesestrategic areas over the year ahead

The Maturity model will cover critical components to Leanstrategy areas such as:• Infrastructure, roles and responsibilities

• Connection from top level strategy to operationalimprovements

• People and skills development: Recruitment, trainingand career development structures

• Programme and project management• Culture and organisational acceptance of Continuous

Improvement?• Retention of knowledge and documentation of

processes• Automation and standardisation of processes• Awareness of the customer (VOB, BOC, VOM?)• Contribution to growth & innovation

Working Group Leader: Peter Evans, DirectorQuality, Virgin Media

Lean programmes have always been about taking outcosts and driving efficiency – but what impact does thishave on your performance and customer experience? Isyour Lean programme positioned to drive not onlyefficient processes but the right processes, for thecustomer in an increasingly competitive market?

Stemming from the customer focused discussion groupon Monday, this working group will delve deeper intohow paying attention to your key processes and theexperiences can not only significantly reduce costs butimprove revenues and enhance service.

Objectives for the focus group will look at how to evolveyour Lean programme to a more customer centric,outside-in approach; ready and able to reposition yourbusiness under the ‘new normal’.

Discussions and key learnings will cover:• Successful Customer Outcomes: How to Turbo

charge your business through Lean and ProcessExcellence programme strategies that are alignedwith successful outcomes

• What is your ‘Moments of Truth’?: How can youmake every customer interaction a profitable one?

• Don’t get bogged down by business rules: Rulesshould guide and help not prescribe

• Using Lean programmes to counteract customerbreakpoints: Leveraging your pre-existing Leanstrategy to reduce complexity and win the triplecrown

Working Group Leader: Steve Towers, CEO &Founder, BP Group

9.00 – 1.00

EXTENDED WORKING GROUP B: Winning the Triple Crown:Repositioning Lean programmes with Outside-in Thinking

OR

Meeting Day 3: Wednesday 7th July


Michael Balle, Author, The Gold Mine & The Lean ManagerMichael is associate researcher at Telecom ParisTech, and holds a doctorate from the Sorbonne inSocial Sciences and Knowledge Sciences. For the past fifteen years, he has focused on lean

transformation (how companies use lean techniques to develop a lean culture) as part of his research onknowledge-based performance and organizational learning. He has written several books and articlesabout the links between knowledge and management (Managing With Systems Thinking, The EffectiveOrganization, Les Modèles Mentaux), and more recently, co-authored two business novels published bythe Lean Enterprise Institute, one about lean turnaround, The Gold Mine and one about leantransformation, The Lean Manager. He is a leading expert on lean transformation initiatives, and anengaging and colourful public speaker, experienced in running interactive workshops with largeaudiences. Michael is co-founder of the Project Lean Enterprise and the Institut Lean France.

Andreas Berger, VP Manufacturing & Operational Excellence, NestleNestlé Continuous Excellence is a global program based on lean thinking that introduces

one approach to drive performance improvement in Nestlé Operations. It is executed through variousinitiatives including Total Performance Management, Six Sigma, Lean Supply Chain, Lean Office and LeanDesign. The program focuses on sustainable improvements in the area of consumer delight,competitiveness and compliance. Moreover, it complements Nestlé’s existing culture and values. Provenresults have been achieved in the markets that started the roll out of the improvement initiatives at factory

level and along the supply chain back in 2007. Nestlé Continuous Excellence will also be rolled out toother functional areas in order to get company-wide coverage. From the start, the program has receivedsignificant support from top management.

Jim Hern, Lean Director, Heart of England NHS TrustHeart of England NHS Trust have been developing their Lean programme and internal

capabilities for about 2 _ years. Covering 3 hospitals, each with their own Lean academy the Leanprogramme supports the development and organic growth of the strategy across each remit.

Vincent De Rooij, Lean Programme Director, SCA PackagingSince 2007 SCA has a well defined transformation agenda that includes 5 closely linked transformationthemes including lean implementations. To do so the programme focuses on 3 dimensions; the

operating system, the management infra-structure and mindset & behaviours. The program is actively supportedfrom the highest level and the programme content and roll-out is centrally organized. The program has realizedsignificant sustainable results in all regions and is now recognized as a powerful change vehicle.

Rhian Hamer, Director Lean, MOJRhian joined the public sector 4 years ago, where as part of HMPS she enjoyed the challenges

of implementing Lean and Six Sigma in a transactional environment for Shared Services. Recently, Rhian

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has been appointed as Head of the Lean Academy for the Ministry of Justice. Rhian has recentlycompleted an MBA with Cardiff Business School specialising in Lean, with particular emphasis uponsustainable change within the public sector.

Mark Jennings, Director Healthcare Improvement, The Kings FundAt the NHS Institute for Innovation and Improvement, based at the University of Warwick,

Mark held the post of Priority Programme Director and was responsible for leading work focused on helpingthe NHS improve the quality, productivity and efficiency of care. His role included publishing the NHS BetterCare, Better Value Indicators and leading the Institute’s High Volume Care Programme. In June 2009 Markjoined The King’s Fund to lead its Health Care Improvement Directorate. The King’s Fund works with organisations that are involved in the commissioning, monitoring or supply ofhealth care to identify practical implications and ensure that ideas and insights lead to improvements inhealth care. The three foci of The King’s Fund’s activity are Policy, Leadership and Health CareImprovement. The Health Care Improvement Directorate provides frontline staff with the tools to makereal changes in health care services.

Eddie Steinberg, Lean Deployment Office, Business Process Management & GroupArchitecture, ABSA

Absa Group's Lean Deployment Programme began in March 2007. The programme deployment modelentailed running several waves, each consisting of a number of value stream improvements across allsectors of the bank. A team of external lean/six sigma consultants led and coached many of the valuestream improvements, while partnering with internal change practitioners to transfer the skills of being aLean Value Stream Manager. A central programme governance function was established to be the locus ofsustainable lean deployment, with responsibility for, inter alia, the formal training of Lean Coaches andLean Value Stream Managers.

Ewan Vanryneveld, MBB - Lean programme, AXA SunlifeThe AXA programme for Operational Excellence manages principles, training and standards fromthe centre, devolving regional responsibilities and local application to the country and business

specific verticals. The model manages clear AXA governance of process and application but with culturalfit, application and methodology with the regions

Peter Watkins, Global Lean Enterprise & Business Excellence Director, GKNPeter is responsible for developing, directing and implementing the Lean Enterprise and

Business Excellence (EFQM) approach for GKN Plc (Aerospace, Automotive, Land Systems & PowderedMetals) in over 130 facilities 30 countries with over 38000 employees. In the role he has introduced “Flowof Value “ thinking into the organisation to break through traditional management thinking, works with ateam of Global Continuous Improvement Leaders to support divisional CEO’s and Lean Directors developtheir Lean capability and strategic direction and operates as key member of Lean Enterprise Sub Committee(chaired by GKN CEO) to develop strategic direction on structure , knowledge and process support . Peter isresponsible for deployment of following Lean Enterprise approaches: People Excellence, Business ProcessExcellence - (Lean Office Processes), Production Excellence, Extended Value Stream – Supply Chain.

Clare Stephens, Director Operational Excellence Programme, RSASteve Lague, Operational Excellence manager – Lean deployment, RSA

The RSA Operational Excellence programme serves 20,000 employees in over 30 countries. Running since2008 and focuses on embedding overall Operational Excellence throughout the business including key

pillars of BPM and Lean Six Sigma. As the overall programme lead for Operational Excellence Clare setsthe strategy for development in line with the wider business change programme and Steve leads theglobal Lean deployment including the initiation of key communities of best practice.

Niall Sheehan, Director Operational Excellence (MBB PMP), DellBusiness Excellence is a comprehensive business improvement approach that integrates strategydevelopment and disciplined governance with our powerful improvement techniques of Lean and BPI

(Business Process Improvement). It places a priority on business results through a relentless focus on Customervalue and continuous improvement. Rather than emphasizing tactical projects, the ultimate aim of BusinessExcellence is to transform the way we do business so that we can meet Dell’s strategic business goals.

Brent Harder, MD COO Division, Credit SuisseSteve Hebrank, Head OE | CoE Program Execution, EMEA, Credit Suisse

Credit Suisse fosters a culture of cost management and operational excellence. Through driving efficiencyimprovements with the strong involvement of senior management the organisation pursues plans tofurther develop CoE (Centres of Excellence). Since inception of the CoE programme four years ago, theprogramme team have deployed more than 7,000 roles, or 13% of our workforce. Supported by thecontinued focus on the Operational Excellence programme the culture of continuous improvement andclient focus has become a key part of implementing strategic initiatives.

Kristina Beckendorf, Director PEX Academy, A.P.Moller-Maersk A/SMaersk Line has been on a Process Excellence (PEX) journey for 3_ years now, pursuing thechange towards a continuous improvement culture as well as global step-change, strategic

improvement projects. A critical enabler for this journey has been the development and deployment of aninfrastructure (Belts) as well as Process Excellence mindset and capabilities across the global organisation.The capability development programs include Green Belt (< 1,000 trained) , Black Belt (< 120 trained),Process Leaders (< 300 trained), Champions and other classroom style courses as well as a comprehensivee-learning suite (completed by < 20,000 colleagues). PEX learning has also been incorporated into thetalent and leadership development programs and is gradually becoming the "way to work".

Adam Nowarski, Group Vice President, Head of Operations Management Group, ABBWorking in ABB on quality and operational excellence for 12 years, Adam is currently in

charge of the Operations Development Group world-wide. Sitting underneath the strategic GroupFunction Quality and Operational Excellence the team is made up of 45 experts/facilitators of OPEXthroughout the ABB business (Lean, Six Sigma & Theory of Constraints). The group is also instrumental inaccelerating the new ABB quality and operational excellence approach called ABB OPEX 4Q - a crossgroup approach to quality with the ambitious mission of converting 50% of Group employees (60,000people) within just a 3 year remit.

Steve Towers, Founder & CEO, BP GroupSteve Towers is the founder of the Business Process Management Group

(www.bpgroup.org) a global business network exchanging ideas and best practice in BusinessPerformance Management, Transformation and Process Improvement. He works with many of theleading fortune 500 companies as a mentor, coach and sometimes consultant specializing in theimplementation of performance improvement, process change and transformation. Steve previouslyworked for Citibank where he led restructuring and business process transformation programmes both inthe US and Europe.


YOUR FACILITATORS... continued

PAYMENT TERMS: Payment is due in full upon completion and returnof the registration form. Due to limited conference space we adviseearly registration and payment by credit card to avoid disappointment.Your registration will not be confirmed until payment is received.Admission to the conference will be refused if payment has not beenreceived. Payment of invoices by means other than credit card, orpurchase order (UK Plc and Government bodies only) will be subjectto a £45 (plus VAT) processing fee.

CANCELLATION AND SUBSTITUTION POLICY: Provided the fee has been paid in full, substitutions at no extra charge can be made up to 7 businessdays before the start of the conference. Cancellations must be received in writing or by fax to +44 (0)20 7368 9301, more than 7 days before the conferenceis to be held in order to obtain a full credit for any future conference. Cancellations received 7 days or less (including the seventh day) prior to the conferencewill not be credited. In the event that IQPC cancels an event payments received at the cancellation date will be credited towards attendance at a futureconference, or in the event of postponement by IQPC, a rescheduled date. Credit notes remain valid for twelve months.

IQPC reserves the right to postpone or cancel an event, to change the location of an event or to alter the advertised speakers for an event. IQPC is notresponsible for any loss or damage as a result of substitution, alteration, postponement, or cancellation of an event due to causes beyond its controlincluding without limitation, acts of God, natural disasters, sabotage, accident, trade or industrial disputes, terrorism, or hostilities.

SPEAKER CHANGES: Occasionally it is necessary for reasons beyond our control to alter the content and timing of the programme or the identity of thespeakers

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CCT Venues - Canary WharfIsis Building - Thames Quay, 193 Marsh WallLondon E14 9SG, UKwww.cctvenues.co.uk

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Please note your application for registration will be considered upon submission and additional profiling requested. Based onthe senior nature of this event attendees will be accepted from the following remits.• Global/regional programme leaders • Decision makers and budget holders for Lean development• VP – C-level business responsibility with an interest in Lean development

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The Lean Leaders Meeting will be attended by senior and global Lean leaders anddecision-makers from across both private and public sector organisations, bringing togetherthe most qualified buyers and solutions providers in one location. With tailored networkingand a discussion based programme, sponsors can achieve the face-to-face contact thatovercrowded trade shows cannot deliver.

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