Company Profile BPC

1

“Sustainable & significant results”

“Change can only come from within!”

Bilthoven, October 2009

1. We do not advise; we deliver results! Split in our approach: 10% analysis and development of approach, 90% realisation on the shopfloor and lowest supervisory level

2. Significant results without any capital expenditure/investments. We make use of your current systems and organisation

3. We’ll work with your people until the results are delivered. No advise, nor reports, nor powerpoints, but short term delivery of durable results

4. Starting point of every single project is a mutual agreed sound business case, including timely non-negotiable financial and operational targets and imperatives

5. We work on shared risk base; we accept full accountability for the results (by means of a healthy split in fixed and variable payment

6. Our aim is to provide 300% ROI and substantial positive cashflow within the project

Value proposition of The Brown Paper Company

Bilthoven, October 7th, 2009 2

3

The ultimate goal of a project: the people

The ultimate goal is that employees within all departments, teams and managers know what they are working for, what their role and responsibilities are and work pro-actively on these subjects: awareness!

Operational results will follow awareness consequently…..

Bilthoven, October 7th, 2009

The Brown Paper Company approach

Passion, structure, results!More than 10 years shared passion and eagerness with our clients for improvement and

change

The Brown Paper Company approach

We’re passionate about teamwork! Working together with you and your employees


Imperative areas in improvement & change management

Training, coaching & education

Measurable, sustainable results, on time,together with the client organisation

capital investments not required

Optimise and use Optimise

The BrownPaper

Company

People

ManagementInformation

Processes


Potential improvements

Business acumen, sales culture, pro-activity

Process ownership, commitment

Skills & competencies, meeting effectiveness & efficiency

Improvement of communication and good fellowship

Strong onetime & effective reporting across the organisation

Right key performance indicators on time at the right place

“lean” information provision (execution focused)

Shortening lead-times, reducing stocks (and WIP)

Improving productivity, optimising delivery performance

Quality improvements; clear roles & responsibilities

Increase customer satisfaction

People


Processes


Key imperative areas in change & improvement projects

• Training

• Coaching

• Roles and

responsibilities

Strong emphasis on “human engineering”; daily working with

and for your employees on the

shopfloor!


ChangedWay-of-working

Sustaibleresults

ForecastForecast UitvoeringUitvoeringPlanningPlanning RapportageRapportageForecastForecast UitvoeringUitvoeringPlanningPlanning RapportageRapportage

Dag/uurDag/uur

Week/dagWeek/dag

Maand/weekMaand/week

Dag/uurDag/uur

Week/dagWeek/dag

Maand/weekMaand/week

Fore-

cast

Fore-

cast

Doel

SIC

Plan

Plan

MEETINGMEETING

MEETINGMEETING

MEETINGMEETING

DWOR

MEETINGMEETING

MWOR

Niveau 1Niveau 1

Niveau 2Niveau 2

Niveau 3Niveau 3

Niveau 1Niveau 1

Niveau 2Niveau 2

Niveau 3Niveau 3

DWOR

MEETINGMEETINGKPI

D

AB

A KPI

D

AB

A

KPI

D

AB

A KPI

D

AB

A

MEETINGMEETING KPI

D

AB

A KPI

D

AB

A

People

Processes


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Our approach: in 4 phases to the final result

In order to accomplish durable changes in way of working we distinguish 4 project phases

Phase 1Awareness:

Sense of urgency

Phase 2Creating the new

reality

Ca. 4-8 weeks

Phase 3Intensive

‘coaching’

Phase 4Safeguard

sustainability

Ca. 4–6 months Ca. 1-3 months

Project management

Go/No-Go


“Off the job” “On the job”

1010

Phase 1 Awareness & sense of urgency

Activities

Preparation and Kick Off – comprehensive communication start project

Brown Paper sessions current way of working: to build maximum momentum, sense of urgency and need for change and improvement

Brown Paper sessions current management systems and control cycles

Communications towards entire organization to create commitment and ownership through all organizational layers

Rudimentary data analysis

Impact matrix of all critics and bottlenecks, including classification and prioritization

Results:

Overview all improvements items per process; split into short-, mid- and long-term

Insight and understanding of current management information, control and decision making, including improvements items

Complete identification of improvement opportunities, to realize savings potential

Feasibility of an implementation program, providing a non-negotiable minimal return on investment of 300%

1 2 3 4


Brown Paper of key business proces

Overview of entire process and -flow

View on lead times and impact

Clear view on roles & responsibilities

Engagement & commitment of key owners

Maximum impact on all key owners

Creates huge energy, passion and fun at all layers (particularly at shopfloor!) while going through and in-depth analysis!

Substantial reduction of lead-times (from 47 to 9 working days)

Significant reduction of rework of 82%

Clear roles & responsibilities

Lean implemented MCC (acknowledged by key process owners)

Lead-time entire project 5 months


Management Control System: current situation

Financial rather thanoperational reporting

Month

Week

Day

Year

Prognosis Planning Control Reporting

planningnon-

existent

Personal critics

Critics oninformation system

Add, moves & Changes

production

Disconnect between Interfaces, lack of structure

Waste ofineff. documents

Daily planproduction

Many meetings/no actions


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Phase 2: Create a new way of working

Activities:� Brown Paper sessions, create and define new way of working

� Design an effective, efficient management system & control (KPI’s included)

� Detailed data-, route cause- and impact analysis

� Opportunity Framing: detailed and comprehensive overview (item- and issue-level) of savings potential

� Feasible “SMART” implementation plan including ROI projection and “zero-verification”

� Presentation of analysis results and implementation plan; discuss and constitute fixed and variable payment against financial and operational targets

� Comprehensive communication towards entire organization to sustain commitment and ownership through all organizational layers

Results:� Clear, coherent, efficient and transparent new way of working (process and system)

� Clear and coherent definition of roles and responsibilities related to processes

� Robust and coherent management system and control, safeguarding maximum results

� Proud ownership new way of working (process and system) from “shopfloor” up to MT

� Detailed “Opportunity Framing”, with balanced business case, providing challenging but realistic and feasible measurable results, including ROI, buy-in entire organization

� Detailed implementation plan phase 3, with clear executables and milestones

� Thorough change & improvement awareness at all levels

1 2 3 4


Management Control Cycle

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Example Management Control Cycle


Month

Week

Day

Year

Prognosis Planning Control Reporting

Effective management decisions

Results/target based

Structured & coherent

Clear, lean overview

Understanding

Recognized

Proactive based

Lean meeting culture; right number of people, with right format at right place, on time

Planning & control

Management Control Systeem: new situation


1616

Phase 3: Implementation & intensive support

Activities:‘Support’ new processes and management control cycle:

implement new way of working

Implement new operational management information, ‘support’ managers and employees, based on short interval control (SIC)

Analysing and discussing results based on set standards, planning results on daily / weekly basis

Coaching en supporting managers and employees involved

Mindset: Data, Analyse, Decide, Action

Communication to the rest of the organisation, ‘celebrating successes’

Monthly evaluation of the project results with key players and decision makers

Results: Increasing quality and decreasing of reworkControl on process per employee (address to responsibilities)Leadership with operational focusDirect sense of the numbers: “short interval control” en result driven organisation

1 2 3 4


1717

Phase 4: Safeguard sustainability & transition

Activities:

Monthly support operational processes and management system

Supporting all involved managers

Monitoring assurance structural results

Communication to the rest of the organization, ‘celebrating successes’

Monthly evaluation of the project results with key players and decision makers

1 2 3 4


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Why working with The Brown Paper Company

No voluminous reports

Business case driven

Shared risk, payment by results

90% “on the job”

“Shop floor” implementation (bottom-up approach)

We work on the project until the results are delivered

Change passionist and specialist, delivering clear results, focusing on awareness, commitment and ownership rather than top down pushing the envelope

Wealth (10 years+) of experience and expertise in change by effective human engineering connected to down-to-earth daily way of working

Safeguard sustainable changes in human behavior (skills, attitudes and competencies) of employees and MT, contributing to an overall improvement culture

Working on the project is not training, but implementation of a durable change in an effective and efficient way of working.


Key elements of our projects are:

Typical elements of a successful projects are:

Create awareness and sense of urgency

Teambuilding

Change reactive into pro-active culture

Develop coherent processes: “new reality”

Implement coherent management control system

Clear roles & responsibilities

“Lean” operational meeting practise

Enhance performance coaching skills

Improve sales skills and quality

Results (not consensus) bases culture

Commitment to non-negotiable targets and imperatives

Effective and efficient short interval control

on teams and individual employees


Projects based on mutual agreed business case & ROI

start of project

time

end of projectout of pocket

break even

pay back

results

costs


2121

Contact

The Brown Paper Company

Landgoed “Berg en Bosch”

Professor Bronkhorstlaan 10, gebouw 92

3723 MB Bilthoven

T 030 – 2290838

I www.brownpapercompany.nl

E [email protected]

Mobiel Lodewijk Gimberg +31 6 24 66 85 87


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Company Profile BPC