REGISTRATION OPEN TO LEAN PROGRAMME LEADERS ONLY

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

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

JOIN YOUR LEAN LEADERSHIP PEERS AT A UNIQUE LEAN STRATEGY BENCHMARKING GROUP TO:

Compare differing approaches to Lean management within real businesses Solidify how to accelerate Lean to drive your critical business strategies for cost cutting and growth Discuss ways to embed and sustain Lean cultures and capabilities for the long-term

No presentations. Just complete information sharing.

+44(0)207 368 9300 | enquire@iqpc.co.uk | www.leaders-in-lean.com

THE LEAN LEADERS MEETING EXPLAINED

No 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 within your 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, youll be able to address your most critical Lean deployment challenges ensuring you leave with solutions tailored to your development 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 cost effective. Heres how:

Expect to meet and share ideas in dedicated leader-toleader environment centred around key operational division leaders and global transformation 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

1. 2. 3. 4. 5. 6.

First of all youll find no standard presentations, No self publicity - only complete information sharing and genuine discussion between both multinational companies and public sector Lean organisations.

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 perfect chance to compare and contrast theory in practice. 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. Attendance by application only ensures critical challenges will be addressed by the most senior Lean and Business Excellence leaders that have either an executive or regional Lean remit. Youll find No sales pitches strictly business to business knowledge sharing. Plus its the only Lean meeting that focuses on the benchmarking of strategy, infrastructure and deployment throughout your organisation and not application of the tools and techniques.

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

Register your interest by calling +44(0)207 368 9300 or emailing enquire@iqpc.co.uk, 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
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Meeting Day 1:
8.00 8.50 9.00

Monday 5th July

DRIVING PERFORMANCE AT LOWEST COST: ORGANISATIONAL PERFORMANCE, STRATEGY & DEVELOPMENT With 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 delivery and 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 whole new 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 transformation structures and how these can be modelled to fit within your own organisation.

Coffee & Registration Opening remarks from IQPC Chair

Megan James, Meeting Director, IQPC

11.45 12.15

Coffee Break Translating Strategy into Enterprise Wide Implementation

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 culture change 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 improvements Public sector: Jim Hern, Lean Director, Heart of England NHS Trust Private sector: Vincent De Rooij, Lean Programme Director, SCA Packaging

OPENING LEAN BRIEFING: Knowing Where you are Heading: The Path to the Lean Ideal
Join Michael Ball, the renowned author of best selling Lean books, The Gold Mine & The Lean Manager, who will set the pace and tone of the discussion for the Lean Leaders Meeting. Michael will compare the ideal Lean approach as laid out in Womack and Jones with the Lean approach adapted by businesses across Europe today. As such he will go on to lay out a clear development and discussion framework to run throughout the 2 days for those serious about progressing Lean further throughout their organisation. Key concepts covered include: 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 & The Goldmine (published by LEI), Associate Researcher Telecom Paris & Co-founder The Institut Lean France

GOVERNMENT & PUBLIC SECTOR Discussion around how Lean can be leveraged to help deliver on the efficiency review and government budgets for 2010/2011 Creating a unified vision for public sector efficiency: Where does Lean fit within the wider transformation picture? Comparison between local and central government approaches 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 organisation Eddie Steinberg, Lean Deployment Office, Business Process Management & 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 standardised quality of service? Jim Hern, Lean Director, Heart of England NHS Trust Mark Jennings, Director Healthcare Improvement, The Kings Fund Lesley 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 merged organisation Bringing products to the market quicker: Reducing cycle times to get to market ahead of the competition Advanced Lean manufacturing: What is the next wave of Lean and how can this help with large scale cost cutting initiatives? Abdel Hakeem Hammad, Former Global Director Business Excellence, Boston Scientific Steve Dreamer, Head of Global Engineering & Operational Excellence, Novartis Pharma AG 5.30

1.30 2.30

Lunch Driving Optimal Value to the Customer for Competitive 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 business performance Integrating Voice of the Business, Voice of the Customer & Voice of the Market Tami Hargreaves, Head of Professional Services, Barclaycard

10.30

Lean Design and Fit

How exactly does the Lean Management System, sit within the wider business transformation framework? Stand alone or part of a broader Process Improvement? What is your modus operandi? Get to know your peers Lean programmes through a live mapping exercise How do existing transformation and Process Excellence initiatives need to change or be upgraded to incorporate Lean? Lean for cost cutting vs. Lean for growth positioning Lean as a business driver Niall Sheehan, Director Operational Excellence, Dell Andreas Berger, VP Manufacturing & Operational Excellence, Nestle

3.45 4.15

Coffee Break Building a Lean Future

Your chance to share and solve your sector specific challenges as well as make critical decisions around your future Lean strategy. Pick your most relevant industry group from the following:

End of Day One Meeting

+44(0)207 368 9300 | enquire@iqpc.co.uk | www.leaders-in-lean.com

Meeting Day 2:
8.20 8.30 9.00

Tuesday 6th July

BUILDING LEAN ORGANISATIONAL CAPABILITY & SUSTAINING CHANGE You 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 approaches to culture change and implementations, enabling you to benchmark your current deployment or plan your future resourcing and development strategies.

Coffee & Registration Recap on Yesterdays Discussions from IQPC Chair

Megan James, Meeting Director, IQPC

Working with HR and strategic workforce development to drive strategic Lean recruitment Internal recruitment strategies: Successful strategies for bringing leaders from the business to drive Lean change Dirk Shrader, VP Lean, Global Operations, Astrazeneca

1.30 2.30

Lunch Leveraging Lean to Accelerate & Support Business Reengineering & Transformation
Strategies for creating meaningful business change through combining Lean with end-to-end Business Process Management and re-engineering Models for linking Lean and business process management for an enterprise wide framework How can Lean and process re-engineering be leveraged together to drive accelerated value realisation during restructuring, mergers and transitions over the next 12 months? Brent Harder, MD COO Division, Credit Suisse Steve Hebrank, Head OE | CoE Program Execution, EMEA, Credit Suisse

Evaluating Different Lean Implementation Models

Centralised, decentralised and hybrid approaches to Lean deployments: Trends and experiences from different organisational structures and cultures Creating strategic awareness, accountability and alignment across a global programme: Process and governance infrastructures for local, regional and global operations Defining executive sponsorship and Lean leaders roles: How do the two fit together? What are the common reporting lines for Lean? Seniority of Lean and business transformation leaders: At what tier should leadership and management sit within the management structure for greatest ROI? Centralised: Niall Sheehan, Director Operational Excellence, Dell Grass routes: Eddie Steinberg, Lean Deployment Office, Business Process Management & Group Architecture, ABSA Central - Regional model: Ewan Vanryneveld, MBB - Lean Programme, AXA Sunlife

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 and employee performance Kristina Beckendorf, Director PEX Academy, Maersk 11.30 12.15

Coffee & Networking Strategies for Organisation Wide Employee Engagement

Discussion around creative ways to creating Lean engagement across the 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 results Peter Watkins, Global Lean Enterprise & Business Excellence Director, GKN Clare Stephens, Director Operational Excellence Programme, RSA Steve Lague, Operational Excellence Lean Deployment, RSA

3.45

Going from Business Initiative to Business Culture

Discussion around how to sustain Lean and results after the initial implementation 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. What is your organisational culture? Knowledge management: Ensuring sustainable knowledge sharing and capture across the organisation what is the best way to capture this knowledge share in the web 2.0 century? Adam Nowarski, Group Vice President, Head of Operations Management Group, ABB

10.15

Investing in People: Approaches to Lean Recruitment and Strategic Workforce Development

RECRUITMENT 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

5.00

End of Meeting

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

+44(0)207 368 9300 | enquire@iqpc.co.uk | www.leaders-in-lean.com

Meeting Day 3:
9.00 1.00 Based on your information gathering over the last two days, this half day group will provide the chance to take your new knowledge and build a personalised capability maturity framework that fits your organisations unique structure 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 these strategic areas over the year ahead The Maturity model will cover critical components to Lean strategy areas such as: Infrastructure, roles and responsibilities

Wednesday 7th July

OR
9.00 1.00

EXTENDED WORKING GROUP A: Capability Building & Maturity Modelling for Lean & Operational Excellence
Connection from top level strategy to operational improvements People and skills development: Recruitment, training and 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

EXTENDED WORKING GROUP B: Winning the Triple Crown: Repositioning Lean programmes with Outside-in Thinking
Lean programmes have always been about taking out costs and driving efficiency but what impact does this have on your performance and customer experience? Is your Lean programme positioned to drive not only efficient processes but the right processes, for the customer in an increasingly competitive market? Discussions and key learnings will cover: Successful Customer Outcomes: How to Turbo charge your business through Lean and Process Excellence programme strategies that are aligned with successful outcomes What is your Moments of Truth?: How can you Stemming from the customer focused discussion group make every customer interaction a profitable one? on Monday, this working group will delve deeper into Dont get bogged down by business rules: Rules how paying attention to your key processes and the should guide and help not prescribe experiences can not only significantly reduce costs but Using Lean programmes to counteract customer improve revenues and enhance service. breakpoints: Leveraging your pre-existing Lean strategy to reduce complexity and win the triple Objectives for the focus group will look at how to evolve crown your Lean programme to a more customer centric, outside-in approach; ready and able to reposition your Working Group Leader: Steve Towers, CEO & business under the new normal. Founder, BP Group

Working Group Leader: Peter Evans, Director Quality, Virgin Media

YOUR FACILITATORS
Michael Balle, Author, The Gold Mine & The Lean Manager Michael is associate researcher at Telecom ParisTech, and holds a doctorate from the Sorbonne in Social 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 on knowledge-based performance and organizational learning. He has written several books and articles about the links between knowledge and management (Managing With Systems Thinking, The Effective Organization, Les Modles Mentaux), and more recently, co-authored two business novels published by the Lean Enterprise Institute, one about lean turnaround, The Gold Mine and one about lean transformation, The Lean Manager. He is a leading expert on lean transformation initiatives, and an engaging and colourful public speaker, experienced in running interactive workshops with large audiences. Michael is co-founder of the Project Lean Enterprise and the Institut Lean France. Andreas Berger, VP Manufacturing & Operational Excellence, Nestle Nestl Continuous Excellence is a global program based on lean thinking that introduces one approach to drive performance improvement in Nestl Operations. It is executed through various initiatives including Total Performance Management, Six Sigma, Lean Supply Chain, Lean Office and Lean Design. The program focuses on sustainable improvements in the area of consumer delight, competitiveness and compliance. Moreover, it complements Nestls existing culture and values. Proven results 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. Nestl Continuous Excellence will also be rolled out to other functional areas in order to get company-wide coverage. From the start, the program has received significant support from top management. Jim Hern, Lean Director, Heart of England NHS Trust Heart 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 Lean programme supports the development and organic growth of the strategy across each remit. Vincent De Rooij, Lean Programme Director, SCA Packaging Since 2007 SCA has a well defined transformation agenda that includes 5 closely linked transformation themes 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 supported from the highest level and the programme content and roll-out is centrally organized. The program has realized significant sustainable results in all regions and is now recognized as a powerful change vehicle. Rhian Hamer, Director Lean, MOJ Rhian 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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YOUR FACILITATORS... continued

has been appointed as Head of the Lean Academy for the Ministry of Justice. Rhian has recently completed an MBA with Cardiff Business School specialising in Lean, with particular emphasis upon sustainable change within the public sector. Mark Jennings, Director Healthcare Improvement, The Kings Fund At 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 helping the NHS improve the quality, productivity and efficiency of care. His role included publishing the NHS Better Care, Better Value Indicators and leading the Institutes High Volume Care Programme. In June 2009 Mark joined The Kings Fund to lead its Health Care Improvement Directorate. The Kings Fund works with organisations that are involved in the commissioning, monitoring or supply of health care to identify practical implications and ensure that ideas and insights lead to improvements in health care. The three foci of The Kings Funds activity are Policy, Leadership and Health Care Improvement. The Health Care Improvement Directorate provides frontline staff with the tools to make real changes in health care services. Eddie Steinberg, Lean Deployment Office, Business Process Management & Group Architecture, ABSA Absa Group's Lean Deployment Programme began in March 2007. The programme deployment model entailed running several waves, each consisting of a number of value stream improvements across all sectors of the bank. A team of external lean/six sigma consultants led and coached many of the value stream improvements, while partnering with internal change practitioners to transfer the skills of being a Lean Value Stream Manager. A central programme governance function was established to be the locus of sustainable lean deployment, with responsibility for, inter alia, the formal training of Lean Coaches and Lean Value Stream Managers. Ewan Vanryneveld, MBB - Lean programme, AXA Sunlife The AXA programme for Operational Excellence manages principles, training and standards from the 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 cultural fit, application and methodology with the regions Peter Watkins, Global Lean Enterprise & Business Excellence Director, GKN Peter is responsible for developing, directing and implementing the Lean Enterprise and Business Excellence (EFQM) approach for GKN Plc (Aerospace, Automotive, Land Systems & Powdered Metals) in over 130 facilities 30 countries with over 38000 employees. In the role he has introduced Flow of Value thinking into the organisation to break through traditional management thinking, works with a team of Global Continuous Improvement Leaders to support divisional CEOs and Lean Directors develop their 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 is responsible for deployment of following Lean Enterprise approaches: People Excellence, Business Process Excellence - (Lean Office Processes), Production Excellence, Extended Value Stream Supply Chain. Clare Stephens, Director Operational Excellence Programme, RSA Steve Lague, Operational Excellence manager Lean deployment, RSA The RSA Operational Excellence programme serves 20,000 employees in over 30 countries. Running since 2008 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 sets the strategy for development in line with the wider business change programme and Steve leads the global Lean deployment including the initiation of key communities of best practice. Niall Sheehan, Director Operational Excellence (MBB PMP), Dell Business Excellence is a comprehensive business improvement approach that integrates strategy development 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 Customer value and continuous improvement. Rather than emphasizing tactical projects, the ultimate aim of Business Excellence is to transform the way we do business so that we can meet Dells strategic business goals. Brent Harder, MD COO Division, Credit Suisse Steve Hebrank, Head OE | CoE Program Execution, EMEA, Credit Suisse Credit Suisse fosters a culture of cost management and operational excellence. Through driving efficiency improvements with the strong involvement of senior management the organisation pursues plans to further develop CoE (Centres of Excellence). Since inception of the CoE programme four years ago, the programme team have deployed more than 7,000 roles, or 13% of our workforce. Supported by the continued focus on the Operational Excellence programme the culture of continuous improvement and client focus has become a key part of implementing strategic initiatives. Kristina Beckendorf, Director PEX Academy, A.P.Moller-Maersk A/S Maersk Line has been on a Process Excellence (PEX) journey for 3_ years now, pursuing the change 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 an infrastructure (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 comprehensive e-learning suite (completed by < 20,000 colleagues). PEX learning has also been incorporated into the talent and leadership development programs and is gradually becoming the "way to work". Adam Nowarski, Group Vice President, Head of Operations Management Group, ABB Working 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 Group Function Quality and Operational Excellence the team is made up of 45 experts/facilitators of OPEX throughout the ABB business (Lean, Six Sigma & Theory of Constraints). The group is also instrumental in accelerating the new ABB quality and operational excellence approach called ABB OPEX 4Q - a cross group approach to quality with the ambitious mission of converting 50% of Group employees (60,000 people) within just a 3 year remit. Steve Towers, Founder & CEO, BP Group Steve Towers is the founder of the Business Process Management Group (www.bpgroup.org) a global business network exchanging ideas and best practice in Business Performance Management, Transformation and Process Improvement. He works with many of the leading fortune 500 companies as a mentor, coach and sometimes consultant specializing in the implementation of performance improvement, process change and transformation. Steve previously worked for Citibank where he led restructuring and business process transformation programmes both in the US and Europe.

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Registration Information
Business Pricing
2 day meeting pass + half day working group 2 day meeting pass Book and Pay before 26th March 2010 (save 700) 1298 + VAT (save 600) 899 + VAT Book and Pay before 7th May 2010 (save 500) 1498 + VAT (save 400) 1099 + VAT Standard Price 1998 + VAT 1499 + VAT

VENUE
CCT Venues - Canary Wharf Isis Building - Thames Quay, 193 Marsh Wall London E14 9SG, UK www.cctvenues.co.uk

PAYMENT TERMS: Payment is due in full upon completion and return of the registration form. Due to limited conference space we advise early 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 been received. Payment of invoices by means other than credit card, or purchase order (UK Plc and Government bodies only) will be subject to a 45 (plus VAT) processing fee.

Public Sector Pricing

2 day meeting pass + half day working group 2 day meeting pass (save 300) 798 + VAT (save 200) 599 + VAT (save 200) 898 + VAT (save 100) 699 + VAT 1098+ VAT 799 + VAT

CANCELLATION AND SUBSTITUTION POLICY: Provided the fee has been paid in full, substitutions at no extra charge can be made up to 7 business days 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 conference is 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 conference will not be credited. In the event that IQPC cancels an event payments received at the cancellation date will be credited towards attendance at a future conference, 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 not responsible for any loss or damage as a result of substitution, alteration, postponement, or cancellation of an event due to causes beyond its control including 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 the speakers DATA PROTECTION: 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. If you do not wish to receive these offers, please tick the box

There will be no attendee passes available for solution providers of any kind. For alternative information on sponsorship opportunities please email sponsorship@iqpc.co.uk Please note your application for registration will be considered upon submission and additional profiling requested. Based on the 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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Sponsorship Opportunities
The Lean Leaders Meeting will be attended by senior and global Lean leaders and decision-makers from across both private and public sector organisations, bringing together the most qualified buyers and solutions providers in one location. With tailored networking and a discussion based programme, sponsors can achieve the face-to-face contact that overcrowded trade shows cannot deliver. Sponsorship is available in line with leadership needs in the following categories:

Lean Leaders MEETING

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