Andrew Trevis joined Kraft Foods Middle East & Africa as Plant Director for the then to be formed Kraft Foods Bahrain in July 2006. His core responsibilities include the overall responsibility for Kraft Foods Cheese and Powdered Beverage manufacturing operations in Bahrain Born in England, Andrew Emigrated to New Zealand at an early age. He completed his Diploma in Dairy Technology and Certificate in Dairy Factory Management at Massey University in New Zealand. Having started his career in New Zealand as an Operator at the Kiwi Co Operative Dairy Company (Now Fonterra) before moving on to take up Technical and Operational Roles with a number of New Zealand Dairy Board Plants with in New Zealand as well as projects and roles overseas in the Philippines, China, Egypt, Mexico, Saudi Arabia, South Korea and Denmark. After a short stint in Europe in a consulting role Andrew returned to New Zealand to take up the role of Operations Manager for Kapiti Cheeses Ltd, New Zealand’s largest privately owned Cheese and Ice Cream Operation. In 2004 Andrew returned to the Middle East to take up the Role of Plant Manager at the Almarai Company in Saudi Arabia looking after cheese operations and transfer to Almarai’s new manufacturing facility outside of Riyadh. Andrew remained in this role until taking on the new Challenge of heading Kraft operations in Bahrain

At the beginning of 1989 Iain moved into the brewing industry, and spent the next 12 years working for SAB (now SABMiller), initially in maintenance, engineering management and operations roles, but transitioning to world class manufacturing or operations excellence leadership for the latter part of this period. SABMiller are an industry leader in manufacturing performance, and have used this competence as a competitive advantage in their globalization efforts - they are now the second largest brewing organization in the world. In 2001 Iain was lured by the promise of a new and exciting opportunity with Coors Brewing Company in the United States, joining initially as Director of Corporate Engineering. Based on his experience with world class manufacturing he was quickly moved into roles responsible for manufacturing and supply chain strategy. Following the acquisition of much of Bass Breweries in the United Kingdom, and the merger with Molson Canada, Iain was placed in a role as Director of Global Manufacturing Excellence for the Molson Coors Brewing Company. Iain is a Chartered Engineer with the Engineering Council in the UK, a member of the Institute of Engineering and Technology, and has presented numerous papers on manufacturing improvement in a number of different countries. He has had the enviable opportunity to work on five different continents, and has participated in the planning and execution of the Supply Chain World Conference from 2005 through 2009. He is a member of the North American Leadership Team of the Supply Chain Council. Iain states that he is best described as 'a recovering engineer' whose passion is unleashing the talent and potential of the full workforce within an organization.

We first engaged in adopting Lean principles some 4 to 5 years ago. During this time whilst actively encouraging the approach, it was not a key part of the approach adopted by UB Exec. However as with most if not all organisations the impact of the credit crunch and the shift in focus by the customer and consumer, from branded to price i.e. more for less meant that UB needed to change their approach. This meant that the need to further reduce costs in all parts of the organisation whilst maintaining a quality product and service was now seen as a must in order to ensure UB as a brand continued to be valued. This required a step change and began by the appointment of a Lean Director to enable buy in at the highest level. The next phase was to define what would be UB UK Lean Way and to improve the base from which this would be delivered and hence the engagement of a Group Lean Controller to provide support and guidance to the organisation.

Stephen is responsible for Product Innovation and Portfolio Management at the Nestle R&D Centre responsible for worldwide innovation projects in Coffee & Beverages and Cereals, located just outside Lausanne in Switzerland. Following a degree and Ph.D. in Engineering he joined Procter & Gamble where he successfully managed manufacturing and supply operations in the UK and Italy (1990-2000). He joined Nestle in 2000 and worked for the next 8 years in operations management in Indonesia, in Nestle’s global Breakfast Cereals business and leading a global Quality Improvement project. In 2008 he moved into Nestle R&D, transplanting the best practices of manufacturing (eg. strategic alignment, performance management, LEAN processes, transparency, organisation design) to the exciting world of Innovation. Stephen lives in Lausanne, Switzerland, is married with 3 boys, speaks 4 languages fluently and spends his spare time coaching an Under-17 boys football team playing in the Swiss league and skiing in the Swiss Alps.

Ramesh Chonath is Head of NPD & Innovation for Noon Products, part of the Kerry Group. He started his career in the Hotel Industry as a Chef with WG Sheraton and this helped in forging his passion for food and led to enhancing his skills and experience. His present role involves working very closely with Supermarket Chains and launching Own Label Projects and innovative Brands. Noon Products being the Market leader in chilled Ready meal sector and wherein the Manufacturing module is based on traditional cooking processes.To deliver authentic high quality products meant reworking Innovation Strategies in the current economic climate to maintain Profit Margins and keep costs under control. This led to a new approach in challenging existing methods and implementing technology driven processes without compromising the ethos and principles of Noon/Kerry successful business model.

Robotic solutions offer significant advantages over manually operated processes within the food industry and can protect employees from the hazards of extreme temperatures, repetitive strain, and back injuries. Michael will outline how Europe’s first Centre for Food Robotics and Automation is assisting the food industry in providing a menu of various solutions. The presentation will cover examples of case studies undertaken in the UK and also current research projects and prototype solutions that are currently being researched at the University of Salford Manchester. • Case study of a various robotics solutions applied by CenFRA in the UK Food and Drink Industry • Developing food industry appropriate robotic solutions. • Improving production efficiency through Robotics and Automation. • Enhancing hygiene standards • Improving yield margins and profitability

Within Wageningen UR, Dr. Huug de Vries is responsible for the Food Technology Centre (FTC) since April 1, 2006. FTC focuses on initiation, research and development of novel processing technologies in the food and life sciences sectors jointly with industry. Previously, Huug de Vries has been director strategy and commercial affairs at A&F B.V. and project manager for the development of a sustainable maritime reefer container for transport of perishables. He has participated in several projects covering the entire chain from sustainable food production, processing and distribution up to consumption. Currently, Huug de Vries is the project co-ordinator of the European Integrated Project ‘Novel Processing Methods for the Production and Distribution of High-Quality and Safe Foods (NovelQ)’. Here, 36 partners and over 70 companies have joined forces to develop and successfully demonstrate novel processing schemes through: enhancing eco-friendly processing (reducing wastage, energy, water, chemicals and migration problems), and responding to the demands of consumers for convenience food with fresh characteristics. The pros and cons of these methods will be elucidated in view of innovative and sustainable business opportunities.

Ron Judge is Vice President, Food Safety & Quality Assurance for Maple Leaf Consumer Foods. Maple Leaf Consumer Foods (a division of Maple Leaf Foods) now encompasses 24 manufacturing ready to eat, four poultry and three pork slaughter facilities across Canada. Ron joined Maple Leaf in 1996 as the Director - Quality Assurance and was based in Burlington, Ontario. He is a graduate of The University of Western Ontario (B Sc. Organic Chemistry - 1983). During his career with Maple Leaf Consumer Foods, he has worked on several key initiatives, including the following: · Participation as a Canadian Meat Council Technical Committee member working on sub-group projects such as recalls (crisis management), and Foreign Animal Disease (Foot and Mouth) and is currently leading the environmental testing protocol for the Joint Industry Working group for best practices for listeria controls. · Creation of the Maple Leaf Foods (MLCF/ML Pork) Food Safety Enhancement Program approach recognized in 13 plants and one distribution center. · Creation of the 40 step audit approach being used by all Maple Leaf Foods Protein Independent Operating Companies (Maple Leaf Consumer Foods, Maple Leaf Fresh (Pork and Poultry) · As an Industry member of the Canadian Food Inspection Agency/Industry Performance Criteria Committee (working on Mandatory FSEP for the federal meat & poultry sector in Canada). · Ron was a requested Industry Speaker at the Ontario Food Protection Association on bio-terrorism as well as on Training Best Practices, and several other national conferences including six sigma, improving your recall capabilities, principles of a solid Quality Assurance program and initiatives to improve your food safety programs. . Previously he spent 13 years with the Campbell Soup Company Ltd. as Quality Assurance Manager where he helped shape the vision, direction, transition and success of manufacturing facilities through cultural change. Quality programs which have been implemented include the following: auditing/appraisal programs, HACCP (Hazard Analysis Critical Control Points), ISO 9001 certification, and cost of failure programs.

Distributing commercial products in developing countries fulfils one purpose: a commercial one. Will this be acceptable in the future against a back drop of high child mortality and grinding poverty? Sustainable distribution businesses will need to maximise social and environmental returns as well financial ones. ColaLife is encouraging Coca-Cola to engage in 'sustainable distribution' and use the unused space in Coca-Coca crates to carry 'social products' such as oral rehydration salts, vitamin A tablets, water purification tablets or whatever else is required in a particular location to improved public health, particularly children's health. You can get a Coca-Cola virtually anywhere you go in developing countries but in these places 1 in 5 children die before their 5th birthday. As well as being a blight on humanity it doesn't make commercial sense that 1 in 5 of your potential customers die before they are 5. ColaLife is a mature proposition that has been honed by exposing the idea to thousands of people in social networks. Coca-Cola have engaged at international level; ColaLife has brokered a partnership between Coca-Cola and an international NGO (AED) and local trials will start in Tanzania this year. Four children die every minute in Africa alone from simple preventable diseases and this has been the case for many decades - ColaLife aims to be part of the solution to this problem. This presentation will be delivered by ColaLife's founder and former development worker, Simon Berry. http://colalife.org - the website http://colalife.org/blog - the blog

Food manufacturing companies are under unprecedented pressure while the current global economy crisis unfolds. Capital expenditures are drastically reduced, costs of “green business” are increasing, margins are squeezed by higher costs of energy and commodities; nonetheless manufacturers need to adapt their business to rapidly changing consumers’ habits to maintain their market shares and improve global financial performance. In this scenario a higher agility of manufacturing systems is required to cope with rapid changes in market demands and a more granular real-time visibility over the integrated manufacturing supply chain can unfold hidden capacity, helping to make a better use of existing resources, and support real-time decision making, allowing faster response time and a really agile-manufacturing. Often your control and information applications are spread over different platforms, according with functional requirements of each area, and exchange of information is needed more than ever. Learn in this 1-hour workshop how Rockwell Automation with its integrated food solution offering, industry expertise and global project management capabilities, can help you to reduce development time, cost and risk of new manufacturing applications deploiment, to accelerate respond to customers and market demand, to reduce downtime and maintenance costs and also allows you to easily access to plant and production data from business systems for more effective fact-based decision-making. Get familiar with the Plant-Wide Control System (PlantPAx,) integrated to the MES solutions for CPG (FactoryTalk Integrated Production & Performance Suite) as well as plantwide Enterprise Reporting Tool (FactoryTalk Vantage Point) meet the needs of the entire enterprise with a single platform and development environment.

Food manufacturing companies are under unprecedented pressure while the current global economy crisis unfolds. Capital expenditures are drastically reduced, costs of “green business” are increasing, margins are squeezed by higher costs of energy and commodities; nonetheless manufacturers need to adapt their business to rapidly changing consumers’ habits to maintain their market shares and improve global financial performance. In this scenario a higher agility of manufacturing systems is required to cope with rapid changes in market demands and a more granular real-time visibility over the integrated manufacturing supply chain can unfold hidden capacity, helping to make a better use of existing resources, and support real-time decision making, allowing faster response time and a really agile-manufacturing. Often your control and information applications are spread over different platforms, according with functional requirements of each area, and exchange of information is needed more than ever. Learn in this 1-hour workshop how Rockwell Automation with its integrated food solution offering, industry expertise and global project management capabilities, can help you to reduce development time, cost and risk of new manufacturing applications deploiment, to accelerate respond to customers and market demand, to reduce downtime and maintenance costs and also allows you to easily access to plant and production data from business systems for more effective fact-based decision-making. Get familiar with the Plant-Wide Control System (PlantPAx,) integrated to the MES solutions for CPG (FactoryTalk Integrated Production & Performance Suite) as well as plantwide Enterprise Reporting Tool (FactoryTalk Vantage Point) meet the needs of the entire enterprise with a single platform and development environment.

Food manufacturing companies are under unprecedented pressure while the current global economy crisis unfolds. Capital expenditures are drastically reduced, costs of “green business” are increasing, margins are squeezed by higher costs of energy and commodities; nonetheless manufacturers need to adapt their business to rapidly changing consumers’ habits to maintain their market shares and improve global financial performance. In this scenario a higher agility of manufacturing systems is required to cope with rapid changes in market demands and a more granular real-time visibility over the integrated manufacturing supply chain can unfold hidden capacity, helping to make a better use of existing resources, and support real-time decision making, allowing faster response time and a really agile-manufacturing. Often your control and information applications are spread over different platforms, according with functional requirements of each area, and exchange of information is needed more than ever. Learn in this 1-hour workshop how Rockwell Automation with its integrated food solution offering, industry expertise and global project management capabilities, can help you to reduce development time, cost and risk of new manufacturing applications deploiment, to accelerate respond to customers and market demand, to reduce downtime and maintenance costs and also allows you to easily access to plant and production data from business systems for more effective fact-based decision-making. Get familiar with the Plant-Wide Control System (PlantPAx,) integrated to the MES solutions for CPG (FactoryTalk Integrated Production & Performance Suite) as well as plantwide Enterprise Reporting Tool (FactoryTalk Vantage Point) meet the needs of the entire enterprise with a single platform and development environment.

Investment in freezing equipment is an important decision, especially in today’s economic climate, where high capital outlay might not be possible or desirable. For this reason, in Air Products we work with our customers to design and install the ideal solution which is low risk, will provide a rapid return on investment and will meet their future needs, as well as their current requirements. Continued and reliable technical support is an integral part of the service we offer to all our customers. With UK frozen food retail sales now touching £5 billions, many users of mechanical and cryogenic freezing systems are looking to increase capacity or extend their product lines. In allowing operators to switch easily between IQF and non-IQF products without the need to change equipment, our Freshine solutions maximize uptime and optimise efficiency, while giving producers and contract manufacturers the ability to adapt quickly to changing market demand. The unique two-in-one freezer offers significant capital savings as well as improved IQF quality in seafood, meat and poultry, vegetables, fruit, dairy produce and pasta.

Stefano Crea is the Global Manager for the Food & Beverage Sector in DNV. He is based in Rome, Italy, since he has been working as Innovation Manager developing Food business in Central & Southern Europe for DNV. He is responsibilities cover Business Development of DNV activities in the Food Business worldwide. His background is from process and safety engineering, and he has experience from several market sectors, with a special focus on bio risk and food safety issues over the last 9 years. Stefano is 41 years old, and he been with DNV for the last 12 years. His educational background includes a Master of Science in Chemical Engineering from the University “La Sapienza” in Rome, Italy, specializing in Biotechnology, and further post graduate education at IMD, Lausanne, Switzerland. Stefano is extremely passionate about food and food safety, and he firmly believes that risk management and sustainability can be a strong element in diversification strategies and product positioning in the food industry. DNV is a global provider of services for managing risk, helping customers to build trust and confidence and assure sustainable performance. As companies today are operating in an increasingly more complex and demanding risk environment, DNV’s core competence is to identify, assess, and advise on how to manage risk. Its technology expertise and industry knowledge, combined with its risk management approach, have been used to manage the risks involved in numerous high-profile projects around the world. Established in 1864, DNV is an independent foundation that works to safeguard life, property and the environment. DNV is one of the world's leading certification bodies/registrars offering the latest in management systems certification, product certification and traceability services, with a specific focus in the Food & Beverage Industry. Having issued more than 70,000 certificates worldwide, our name evokes a strong commitment to safety, quality, and concern for the environment. While headquartered in Oslo, Norway, DNV has 300 offices in 100 countries. Being a knowledge-based organisation, our prime assets are the creativity, knowledge and expertise of our 9000 employees.

In the increasingly difficult economic environment businesses have to deal with, are bringing productivity improvement and operational cost reduction at highest priority. There is an absolutle necessity to embark all players into the challenges and managers need to install a “crisis management” style to track performance and measure progress at best. As improving is starting with measuring, the etablishement of a “cockpit” capturing all pertinent datas and the most significant performance indicators is a perequisite for piloting the performance and tracking results of action plan Meeting at high frequency with spread around minutes and visible action plan have to be organised to keep pace of improvement and high level of energy. The examples given from fish industry will illustrate how the approach helped to control KPI's and to improve operations, effectively reducing yield costs. To improve tracking, development in equipment for accessing necessary data and off-line data capture d will be also discussed.

Diane has spent over twenty years within the Kraft family of companies and has worked in the Pizza, Cereal, Oscar Mayer, Meals and Enhancers, Desserts, Beverages and Coffee Divisions.  Diane has had roles of increasing responsibility in Operations & Manufacturing, Engineering, Procurement and Product Development.  Diane is a founding member of Women in Operations (WIO) and has been involved on the Steering Team for many years helping Kraft increase its representation and retention of Women in Operations.

Scott Patterson is the Corporate Manager of Reliability Engineering systems and has been with Heinz for three years. He has a 30-year proven track record in developing and applying reliability engineering processes. In his current role is one of the company’s Functional Focus Pillars chartered to drive culture change and continuous improvement throughout the Heinz organization. Prior to joining Heinz, Mr. Patterson founded ReliaSys Solutions, a consulting firm specializing in designing and implementing world-class maintenance management programs for Fortune 500 companies worldwide, functioning as their President/CEO for 20 years. During that time, Mr. Patterson authored over 150 articles, manuals and management white papers. Prior to consulting, Mr. Patterson developed and implemented a world-class maintenance initiative in the pulp and paper industry that won the North American Maintenance Excellence award. In Mr. Patterson’s experience, organizations that have diligently applied Reliability Excellence© processes have achieved maintenance labor efficiency gains that have exceeded 100% of baseline and maintenance-related asset reliability at a sustained level of >95% while lowering their costs.

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Making change work in any organisation is always hard. However, our research has shown that by far the hardest job is leading an organisation towards sustainable change. Evidence shows that 50% of change fails and over 80% ultimately fails to sustain. So why do we keep failing to learn from this. The Lean Sustainable Change approach gives a framework for you to understand how to change and make it sustainable. It helps understand the right balance of visible or ‘above the water’ features such as tools and techniques as well as the ‘below the water’ features of leadership, strategy and alignment as well as behaviour and engagement. Learn these lessons in practice with the story of multinational, multi-site Cogent Power.

Angelique is a skilled global brand strategist with experience in setting winning global brand positioning and category strategies. Her expertise in brand storytelling, brand design systems, ethnographic research, corporate, brand and internal communications and launch programs, have helped her to deliver global brand strategies in over 40 countries throughout Latin America, Europe, the Middle East and Asia. It’s fair to say that Angelique got her hunger and thirst for success (apologies… you’ll see why) whilst working in the food and beverage industry (told you so). Her key areas of focus in the ready-to drink category were new product development and brand creation with her pride and joy being her work for Starbucks. This included the launch for Starbucks Double Shot, the Starbucks Bottled Frappuccino portfolio and iced and juiced bottled Tazo Tea portfolio. Throughout her career, Angelique has always tried to push things forward, leading the innovation of numerous new products, retail and restaurant concepts. Through her work she has mobilized employees as brand ambassadors in companies ranging from 50 to 200,000 employees and developed external brand evangelists through viral campaigns and loyalty programs that have reached millions globally. Angelique’s experience has meant that she has become well-versed in the art of global brand delivery. Utilizing her knowledge in business strategy, brand strategy, technology, communication tools, brand design and process design, she is able to create brand delivery systems that span global multi-national networks.Having worked in senior executive positions in marketing, general management and organization development, Angelique brings a unique mix of operational know-how, brand strategy and leadership to her work. Brands and clients worked for include Starbucks, Tazo Tea, McDonald’s, Nike, Camel, BT, Orange, The Body Shop, Carrefour, Pizza Express, and Marks and Spencer.