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Manufacturing Strategy Session7th October 2008 12:45 Registration and refreshments 13:15 Conference room 1 Delivering excellence in energy efficiency: finding the business benefit in sustainability Maximising energy efficiency through a robust data management system for complete visibility Resource efficiency as a long-term business reality Reducing energy bills by $200, 000 per year Developing the appropriate workforce culture: giving the workforce the opportunity to achieve energy success Russel Mills, Director, Climate and Energy Policy, Dow Chemical Switzerland   Conference room 2 Meeting the challenge: integrating the shop floor with the top floor Is plant-to-enterprise integration as challenging as we think? Developing an IT framework for integration Managing cultural and organisational issues   14:15 Networking and refreshments 14:30 Conference room 1 Defining key priorities in developing the perfect production facility Emphasising the paramount importance of Health, Safety and Environment (HS&E) Cultivating the right attitude across your workforce Realising that success is not dependant on the latest tool or technique Dr Alan McLenaghan, Managing Director, Saint Gobain Glass UK United Kingdom   Conference room 2 Enhancing production techniques with Direct Digital Manufacturing What is Direct Digital Manufacturing (DDM)? How has the technology advanced and why is it different? How differences with DDM have established unique results Using the technology to reduce production costs Tim Heller, Managing Director, Europe, Stratasys GmbH Germany   15:30 Networking and refreshments 15:45 Conference room 1 The Shingo Prize: Achieving operational excellence in manufacturing Adopting the Shingo approach to operational excellence Taking lean principles beyond manufacturing and into the company culture Using the Shingo Prize as a model for operational excellence Robert D. Miller, Executive Director, Shingo Prize for Operational Excellence USA   Conference room 2 Go lean or go to China? Sticky lean – sustaining lean initiatives with Manufacturing Execution Systems Successful lean implementations – the top 3 success factors Failed lean implementations – the top 3 failure reasons How to make lean stick – sticky lean Group participation and discussion Mike James , Group Managing Director , ATS International B.V   16:45 Networking and refreshments 17:00 Conference room 1 What can OEE do to your carbon footprint? Beyond switch-off campaigns Identifying previously hidden losses Harnessing the power of OEE How the Hovis division has been able to substantially reduce their annual gas budget Bob King, Head of Operational Excellence, Premier Foods UK Alan France, Operations Director, Idhammar Systems UK   Conference room 2 Demanding times: Going demand-driven is the answer Matching plant capacity with a volatile demand Taking control of demand in a down economy   18:00 Close of Manufacturing Strategy Session, followed by networking drinks reception

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Day One8th October 2008 08:00 Registration and refreshments 08:50 Chairperson’s welcome and opening remarks 09:00 Special keynote address Moving manufacturing forward through the credit crunch Alleviating the uncertainty amongst European manufacturers Remaining competitive in the current climate Economic signs – maintaining a strong global economy in 2009 Jürgen Krüger, Director, Economies of the Member States, Directorate General for Economic and Financial Affairs, European Commission Belgium 09:40 Where is European manufacturing going? Looking beyond 2008 Moving away from Low Cost Countries and towards emerging markets Green manufacturing: green initiatives as strategic business initiatives Cost-cutting vs. innovation Pierfrancesco Manenti, Research Director, EMEA, Manufacturing Insights EMEA 10:20 Pre-arranged one-to-one meetings Accelerate the networking process by taking bespoke one-to-one meetings with fellow delegates and leading solution providers 12:05 Conference room 1 Sourcing and procurement Is this the end of category management? What comes next? What is the next step and how do we leverage spend? Through globalisation? Developing new techniques to input into manufacturing and deliver bottom-line benefits Leaning up the inbound and outbound supply chain process to address business needs Christopher Game, Head of TechOps Sourcing, Novartis Switzerland   Conference room 2 Innovation and IT Bringing manufacturing processes and IT infrastructure together Maximising efficiency through enhanced integration and collaboration Mitigating against operational risks through greater visibility   Conference room 3 Human capital Making manufacturing glamorous: Addressing the skills gap Improving the image and changing perceptions to attract talent to the workforce The importance of employer training: establishing a framework for continuous professional development The professional development stairway: a model for workforce development Greg Cejer, Director of UK Partnerships, Skills for Logistics UK   12:40 The future of procurement: driving the manufacturing enterprise An all-time high for the profession in the midst of the credit crunch Driving the business forward through skilful sourcing Haidé Villuendas, Baby Booster Project Director, Numico The Netherlands   Driving harmonisation and innovation across the global extended enterprise PHENIX - PLM Harmonisation for ENhanced Integration and eXcellence Taking a global approach and creating a common IT infrastructure group-wide Harmonisation through cost reduction, agility and operating as a worldwide extended enterprise Dr Amaury Soubeyran, Deputy Head, PHENIX Programme, EADS France   Special panel discussion: How do we close the skills vacuum? What can manufacturers do to attract and retain new talent? How can we develop talent into the next leaders of the future? Greg Cejer, Director of UK Partnerships, Skills for Logistics UK Yvonne Salazar, Project Director, Festo Germany   13:15 Networking luncheon 14:15 Conference room 1 Interactive workshop Ensuring improvement translates to sustainable bottom line results Delivering an increased rate of improvement Understanding the true opportunity Developing the improvement plan Implementing the improvement plan Translating improvement into sustained results Steve Roger, Managing Director, Lauras International United Kingdom   Conference room 2 Interactive workshop Changing hearts and minds in the workforce: delivering ROI through human capital investment Maximise workforce performance to succeed in operational excellence Optimise skills levels and manage change across the workforce to implement strategic targets Taking a multi-layered approach to human capital: management, change agents and workforce Examples from multinational businesses Carlo Baroncelli, Vice President, Solving Efeso France   Conference room 3 Interactive workshop Consumer Driven Operational Excellence: What do we mean by "Consumer Driven Operational Excellence"? How integrated MES automation and information solutions can help ensure companies become more flexible and agile.... ....whilst ensuring consistency and the quality of the product is maintained, asset performance is improved together with tighter integration of the supply chain Suppliers must not only be intimate with manufacturers they supply but also with the industry and consumers that they serve Suppliers must become technology partners to enable consumer driven operational excellence Mike Jamieson, Global Director, Consumer Packaged Goods Industry , Rockwell Automation United Kingdom Tim C Dudley, Principal Consultant, Rockwell Automation   Conference room 4 Interactive workshop Gaining a lean enterprise Building a customised toolset for lean Keeping the new system running The future: adapting lean thinking to the development processes Naheed Hanif, Sales and Marketing Manager, CIMPA Ltd United Kingdom   15:15 Pre-arranged one-to-one meetings Accelerate the networking process by taking bespoke one-to-one meetings with fellow delegates and leading solution providers 16:30 Closing panel discussion The future of manufacturing in Europe Unpredictable times ahead? Mapping out priorities for the next ten years Engelbert Wimmer, Head of Global Manufacturing Industries and Member of the Management Committee, PA Consulting Group UK 17:05 Chairperson’s closing remarks and close of Day One 18:30 Ceremonial drinks reception, followed by Strategic Manufacturing Awards

day one | day two

Day Two9th October 2008 08:30 Re-registration and refreshments 09:00 Chairperson’s opening remarks and recap of Day One 09:10 Opening keynote address Defining an SRM structure for shareholder growth Establishing a small network of key strategic vendors How BP’s SRM programme will save $200 million Developing the right skill-set for supplier management William L. Knittle, Global Procurement Director, BP United Kingdom 09:45 Conference room 1 Interactive workshop Endress+Hauser Consult AG workshop Improved process automation brings: Online quality control, sustainable product quality, flexible plant usage and reduction in total cost of ownership Opportunities in process automation provide: High accuracy mixing/blending solutions, cost controls with energy monitoring solutions and data recording for tracking and tracing Benefits of lifecycle support enhance: Delivery performance with asset management solutions, audit efforts and documentation handling and calibration to ensure production quality at minimum cost   Conference room 2 Interactive workshop Empowering excellence in manufacturing   Conference room 3 Interactive workshop Innovation: the most powerful enabler for all manufacturing companies for today and tomorrow In this difficult and uncertain environment, delivering a solution to fuel innovation by designing, visualising, simulating and analysing products before they are real. The ROI is crystal clear: faster time-to-market, reduction of development costs, improved product quality, capitalisation on existing digital assets, increased collaboration with suppliers and customers   Conference room 4 Interactive workshop Driving lean techniques to maximise productivity and enhance bottom-line growth The need to establish a lean culture within the manufacturing enterprise Establishing a set of KPIs to measure lean performance Creating a cost-effective approach to production and performance management   10:45 Morning refreshments 11:25 Protecting the environment at BASF: A best practice case study Self-responsibility: BASF is in the best position to ensure its products do not adversely affect the environment Putting measures in place to minimise the risks from substances Identifying and maximising the opportunities available from the REACH legislation Matthias Meder, Head of REACH Implementation, BASF Germany 12:00 Conference room 1 Hi-tech Best practice case study: Reducing customer lead times and global cost structure Does you company know how many hours it takes for your product to get your customer once it leaves the plant? Developing a global supply chain model to allocate manufacturing instead of production costs alone Challenges of modelling time and cost in the supply chain Steve Conroy, Director, Global Logistics, ON Semi USA   Conference room 2 Electronics A Lean best practice case study: Successfully adopting and maintaining lean at Lear Corp