René Carayol is a world-renowned leading expert on business transformation and change management. A best-selling business author and regular broadcaster on radio and TV, René will discuss how to manage transformation to deliver sustainable profitability and business excellence. He will highlight how successful transformation will not only manoeuvre your business through times of difficulty, but will also position you for the economic recovery.

Jean-Francois is IQP Global Head of BPO at Novartis, based in Switzerland. With global responsibility for operational excellence across biopharmaceutical operations, Jean-Francois will reveal the key success factors behind Novartis' three-layered approach to sustaining operational excellence. He will highlight how a focus on Innovation, Quality and Productivity has facilitated business transformation. Prior to joining Novartis in 2004, I worked for Johnson & Johnson and GE Plastics. In the pharma industry, I worked to define and lead the implementation of company-wide performance improvement initiatives, including the deployment of company dashboards as well as Lean and Six Sigma programs for production and commercial organizations. These programs helped the achievement of a significant performance increase in the areas of Manufacturing, Sales Force Effectiveness and clinical development. I am a certified Black Belt and Master Black Belt from GE Six Sigma Quality Training Program.

Youcef Bensafi (Corporate Lean Six Sigma Leader) and Emmanuel Decroix (Global ACE Director, Corporate Investment Banking) are presenting BNP Paribas approach to change and operations improvement program. They will outline how their group develops a competitive advantage with lean and six sigma frameworks. Focusing on how to deliver long-term value, they will reveal how BNP Paribas has deployed operational excellence globally via a decentralised team and system.

Emmanuel Decroix (Global ACE Director, Corporate Investment Banking) and Youcef Bensafi (Corporate Lean Six Sigma Leader) and are presenting BNP Paribas approach to change and operations improvement program. They will outline how their group develops a competitive advantage with lean and six sigma frameworks. Focusing on how to deliver long-term value, they will reveal how BNP Paribas has deployed operational excellence globally via a decentralised team and system.

Carole Plant is Head of Performance Improvement - Global Operations at Barclays, based in the UK. Carole will reveal how Barclays employ lean/six sigma techniques to deliver excellence in customer service. Revealing operational methodology as the basis of Barclays' performance improvement strategy, she will highlight how lean frameworks have optimised service levels. In 2006 Barclays Global Retail and Commercial Bank embarked upon a journey of performance excellence. A common methodology was agreed and adapted across the international divisions. This paper will highlight our journey identifying how Lean, and to a lesser extent, Six Sigma became the standard tool and mindset for improving performance. Often for the first time, multi-functional teams came together to work out how they could drive improvement in processes critical to delivering the country business strategy. Country Management teams discovered that process maps and official dashboards didn't show the real variance in customer experience. Drive and determination have been needed to keep these skills and attitudes alive during a period of intense growth followed by troubled times and significant change! We will highlight what we have learned and how our successes are finally paying off.

Fadel has an extensive background in the strategy and execution of process improvements initiatives. His Lean Six Sigma experience started in the semiconductor industry where he was a pioneer in introducing process improvement principles into the high volume high product mix manufacturing environment. Over the last seven years, Fadel worked in the biotech industry at Amgen and Genentech. As an innovator, Fadel has been transforming the culture in biotech to ensure the successful deployment of Lean Six Sigma mindset. Fadel’s background combines skills in operations, manufacturing , quality, technical management, and strong leadership. He is a frequently requested speaker at International conferences. Fadel holds a doctorate in mechanical engineering from UC Berkeley and he is an ASQ certified six sigma black belt and quality engineer.

Robert Miller is Executive Director of The Shingo Prize for Operational Excellence located at Utah State University. During his career, Bob’s role and initiative has kept him in the forefront of major management and business innovations. As well as an early technology leader, he is a pioneer in applying the management principles taught by Edward Deming, Joseph Juran, Shigeo Shingo, the Toyota Motor Company and others. Mr. Miller gained experience as both a practitioner and senior executive in some of America’s most highly regarded companies; including Deere and Company, Herman Miller, Inc and the Gates Rubber Company. In his role as a member of the Executive Committee at the Jon M. Huntsman School of Business, Bob continues to forge partnerships with leading business innovators. His influence is bringing new insight to the complex role of leaders and he is guiding the development of products and services for executive education that are based on universal principles of Operational Excellence.

Jay has been with Deutche Bank for more than 20 years managing demanding operational environment. He has worked in more than 10 countries in diversified product and banking divisions. He has been responsible for Operations management, developing strategies and delivering enhanced processes and systems including implementation of operational excellence and delivering values through enhanced operating model and sourcing strategies. In his current role, Jay is based in USA and is responsible for Innovation and Six Sigma initiatives within a large division of Deutsche Bank with employees in 30 countries. Jay is a Six Sigma Black Belt and his program has been recognized in many Six Sigma world summits. Jay will share his experience on how combining innovative ideas with process excellence, setting up right Operational and Technology structure delivers best value and sustainable operational excellence.

Rhian Hamer is Head of Process Improvement at Her Majesty's Prison Service, based in the UK. Her presentation will focus on how she has taken the principles of lean manufacturing and applied them within a public sector, service-orientated environment. She will highlight how she developed a "centre of "excellence" within HM Prison Service to deliver long-term, sustainable business growth.

Stephan Sielaff is the Senior Vice President for Global Supply Chain at Symrise, based in Germany. Stephan will highlight how Symrise has embraced Total Productive Maintenance (TPM) to reach operational excellence on a step-by-step process. He will reveal how, by implementing TPM consistently and systematically across all teams and divisions, Symrise has been able to minimise lead times and reduce process costs.

The Royal Bolton Hospital NHS Foundation Trust is District General Hospital in the Northwest of England. Lean methodology was introduced in 2005 to drive forward quality and performance improvement, the hospital has seen some encouraging results, patient mortality for fractured neck of femur reduced by 31%, high risk joint replacement complications reduced by 85%, 24% length of stay reduction in ophthalmology, pathology test turnaround from x3 to x10 quicker, 40% floor space savings. We have found an evidenced based way to improve quality which in its turn increases productivity or makes savings to the bottom line. Lesley joined the NHS as a student nurse in 1976 and qualified as an SRN in 1979, moving on to undertake her Midwifery in 1980. Following her qualification as a RM in 1981 she specialised in neonatal care until moving into R&D and clinical and operational management in 1994. She first became a Director of Nursing in 1998 at Burnley Health Care a district general trust that also provided mental health and community services. In early 2003 she undertook a secondment to the Department of Health leading on nursing recruitment and retention, she was appointed to Bolton Hospitals NHS Trust as Director of Nursing later that year. Her current role is Director of Nursing and Performance Improvement and carries the day to day operational management and leadership for the Trust. The Trusts management ethos and aims are underpinned by the principles of Lean methodology. Lesley has also held national roles as Chair of the Neonatal Nursing Association 1999/2002 , and the Northwest ‘leadlight’ for the National Nursing Leadership Project in 2002/3. She was a member of the Department of Health’s National HCAI Prevention Advisory Group 2006/9 and one of the Clinical Advisors to the DH on the NHS Constitution.

Dr Zoe Radnor is a Reader in Operations Management at Warwick Business School. Her current research and publications are in the areas of performance measurement and management and, Lean particularly related to public services. She has just been awarded a fellowship by the Advanced Institute of Management (AIM) to consider sustainability of Lean in public services. She has published over 30 articles and book chapters including jointly editing a themed edition of Public Money and Management on Lean in Public Services.

Karen Thomas is the Plant Director at Portable Foods Manufacturing Company based in the UK. Portable Foods is a wholly owned subsidiary of the Kellogg Company and manufacture cereal based snack products for a Pan European business. Portable Foods has recently completed a 40 week Lean Implementation programme with Capgemini , this followed an intensive diagnostic period to identify the programme content. Karen will be share her experience of a lean implementation programme, the change process, the watch outs and the mindset needed to achieve long term, sustainable business improvements

Paul has 21 years of operational experience in industry and consulting where he has worked at the forefront of the operational excellence movement. He is a respected Lean Master and Six Sigma Master Black Belt and while in industry led the design and implementation of programmes for global chemical multi-nationals ICI and DuPont. During the past 7 years he has worked in consultancy and has built significant experience in leading roles across several business sectors. His programme delivery has been in both the private and public sectors with organisations such as Centrica, BT Openreach, Nokia, Shell, Aviva, Reuters, Kellogg, and the Department for Work & Pensions

"The success rate of Business Transformation and Operational Excellence Programs is not optimal. Often, a root cause for this is the lack of a clear Transformation Strategy. In the first part, we will explore the concept of Transformation Strategy as the “missing link”. New methods such as the 5Es approach, or the Transformation Architecture, help to better focus the company’s energies. In the second part, we will zoom into current strategic OpEx issues, such as: - How to design the right architecture for an OpEx Program, and - How to deal with an OpEx Program in a downturn / upturn situation. With the right Transformation Strategy in place, Operational Excellence will lead to higher EBIT impact in total, and a faster delivery of bottom-line results."

Whatever the economic climate, customers still expect excellent service – and the increased exchange of opinions over the internet means that the bar for excellence is continually being raised.  Organisations need to find a way to manage their operating costs but without impacting customer service. Capgemini Consulting has developed a way to do just that, and also then to be able to trial whether the proposed plan is going to work for your business before implementing any changes

Moving away from the typical Back Office Support Function Function into a Business Services Organisation. How the Lessons from Commercialised Shared Services and BPO canbe used to develop a Services Business for the Back Office

CIO’s have pushed for industrialization of their operations and organizations for the past few years. The recent downturn has created additional pressure to further reduce costs and Capex. Our recent CIO Report showed that in 2009, 70% of our sample of 500 CIO’s around the world have cut down their costs by an average 15%. But beyond this one-shot cost-cutting, CIO’s need to find ways to improve the daily performance of their operations, to empower their middle management in a global delivery environment with resources scattered in Service Centers around the world. Our session will share the learnings and results of how some CIO’s have leveraged Lean Management techniques and approaches to adapt them to the IT environment and to deliver impressive productivity and quality improvement results.

, Supply Chain Director