Agenda

Welcome and LCS Updates Including: LCS Framework Refresh and Transformation Initiatives

Catrin Archer, Head of LCS

Leon Hardwick, Head of OpX

11:10 – 11:50

From Doing Lean to Becoming Lean: What It Really Takes to Scale 

This interactive session explores why many organisations achieve early Lean success but struggle to scale improvement beyond pockets of excellence. Through a fast-paced simulation, delegates examine the trade-offs between short-term project delivery and long-term capability building, focusing on behaviours, leadership, and system design. Participants leave with practical insight into what enables sustainable, organisation-wide improvement. 

Beth Lee Wilson CIEF Chair & Senior Continuous Improvement Manager, The University of Manchester

Scaling Lean Across a Global Organization: How Hilti AMS Achieved 2X Future-skilling and Record Participation through Enablement & Technology

Himanshu Makhija, Global Lean Manager, Hilti Group

ABC…i — The Improvement Alphabet

Twenty-two years in tech, three in the improvement space — and the second taught me the alphabet all over again.

This talk distils everything operational excellence has to teach into one word per letter, from A is for A3 to a lowercase i that turns out to be the whole point. Part field notes, part love letter to the craft, it's a fast, candid and occasionally uncomfortable journey from "the gap is the gift" to "fix the system, not the person." Twenty-six words, one idea: improvement isn't a department — it starts with i.

Leon Hardwick, Head of OpX

11:50 – 12:05

12:05 – 12:45  

Scaling an Improvement Culture: From Episodic Change to Everyday Habit

This session explores why improvement in many organisations often appears in short-lived bursts before reverting to business as usual. Drawing on KMMH’s journey from isolated “popcorn improvement” to a developing organisation-wide culture, it shares practical insights on reshaping leadership routines, behaviours, and measurement so continuous improvement becomes a sustained, everyday habit. 

Ben Francis, Head of Improvement & Oli Isaac, Senior Improvement Manager, Kent and Medway Mental Health NHS Trust & 

Scaling Improvement Through Leadership, Teams and Coaching

Many organisations launch Continuous Improvement successfully but struggle to scale it across teams, functions, and geographies. In this interactive workshop, participants explore a practical CI scaling model focused on leadership, engagement, and coaching capability. Through reflection and peer discussion, attendees identify key barriers to scale and develop a personalised Global CI Scaling Playbook, providing clear, actionable next steps to embed a sustainable improvement culture. 

Zoe Hawkes, Head of Continuous Improvement, ComputaCenter  

A Practical Framework Lean Experts Can Apply Immediately

This practical breakout session explores why many Lean initiatives fail to sustain momentum — not because of the tools, but because behaviour doesn’t change. Bart examines the hidden waste in collaboration and introduces a simple framework combining Lean and behavioural science to help practitioners create lasting impact through aligned goals, behaviours, environments, and beliefs. 

Bart van Waes Leanprofs

12:45 – 13:45

13:45 – 14:25

Panel Discussion: Scaling an Improvement Culture 

David Bovis, Duxinarow

Linda Spinks, Continuous Improvement Manager,  University of Cambridge and Owner at LS Lean Consulting Ltd.

Leon Hardwick, OpX

Daniel Capers, Head of Business Improvement, Sellafield Ltd  

Allison McLean, Divisional Director, Computacenter

From Complaints to Capability: Scaling Continuous Improvement Through Habit

This session explores how a large service organisation transformed customer outcomes by embedding Continuous Improvement through simple daily habits: Care. Listen. Act. Delegates will learn how Lean capability was scaled across thousands of employees, supported by visual management, business-led huddles, and customer-focused targets, creating lasting behavioural change and saving over 100,000 customer hours. 

Ben Duffield, Lean Transformation

Beyond the Toolkit: Why Resilience Is the Missing Condition for Transformation Success 

Despite mature methodologies and established capability, transformation outcomes still fall short. Drawing on research from MIGSO-PCUBED and the Lean Competency System, this session explores why delivery resilience, not methodology alone, determines success. Through a four-pillar resilience model, practitioners will learn how to identify organisational fragility, engage leaders more effectively, and improve delivery performance under pressure. 

14:25 – 14:40

14:40 – 15:25

Closing Keynote: Building an Engaged & Deep Lean Culture  

This presentation shares the cultural transformation journey at British Rototherm Group, exploring how the organisation built an environment where continuous improvement is part of everyday work. It will demonstrate how empowering people to make daily improvements, combined with embedding robust systems and behaviours, has created deep operational foundations that deliver reliable, repeatable, high-quality value for customers and stakeholders alike. 

Oliver Conger, Owner / Managing Director, British Rototherm Group 

15:25 – 16:00

19.00 – 19.45