December 2014Rodney Leonard, Director Global OPEX

2015 Global OPEXExecutive Presentation

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Our 3-5 Year Global Strategy for OPEX will help keep us aligned

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Our global OPEX road map creates the path forward

Leadership Commitment & Involvement

Site Assessment

Site Steering Committee

OPEX Projects & Skill Building

Workplace Transformation

High Performing Organization

• Understand the role of the leader

• Allocate resources

• Define goals

• Understand current state

• Baseline against world class

• Develop gap analysis

• Focus on KPI & customer view

• Establish short term and long term OPEX goals

• Clarify accountability

• Establish OPEX routines to support goals (Steering Committee)

• Implement OPEX tools in problem solving / projects

• Engage the associates

• Award GB/BB certifications

• Build confidence and highlight “wins”

• Demonstrated sustained superior performance

• Integrated into “the way we work”

• OPEX tools used throughout the site / enterprise

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Global OPEX Objectives for 2015

1. Create a culture of LEAN thinking

2. Increase problem-solving skills across the enterprise

3. Create a common approach to problem-solving & OPEX

“We should all love efficiency! Taking costs out so that we can invest behind our brands should give us the same joy as seeing our brands in consumer’s shopping carts. Our work to make Newell Rubbermaid a lean and efficient company is a critical enabler to our growth and success. A growing company is a healthy company and a place that can create new opportunities for our brands and our people.” Michael Polk

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1. Create a culture of LEAN thinking To create a sustainable OPEX culture we need to incorporate multiple capabilities

Employee Involvement

Leadership Developme

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Consistent Use of Lean

Six Sigma Tools

Common Global

Approach to OPEX

Each capability compliments and supports the other

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INTERNAL TRAINING (Problem-Solving Skills)

Plant/Segment OPEX leaders will be expected to drive the OPEX culture and LEAN mindset

— Train and coach the plants associates to use the Lean tools in a practical/hands on way

— Focus on waste elimination— Mentor & coach productivity Project

Leaders at the plants— Make OPEX implementation a

priority— Empower every associate at each

plant via team oriented continuous improvement activities.

EXTERNAL TRAINING (LSS Certification)

Partner with industry approved University to develop a Newell-Rubbermaid curriculum for LSS certification

— Train OPEX Leaders and a select group of associates the formal Lean Six Sigma methodology

— Create LSS process experts to train, coach, and mentor Project Leaders of productivity projects

— Lead projects while teaching others the methodology

2. Increase problem-solving skills across the enterpriseWe will establish a 2-pronged approach to increase or LEAN skill set

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3. Create a common approach to problem-solving & OPEX

Corporate OPEX will align with Segment Productivity targets and other priorities

Corporate OPEX Resources to drive corporate

initiatives, common approach , training, & support the Segments

Segment OPEX Resources to drive segment specific

initiatives

Segment Team - Aligned with Operations- Change Agents in Operations- Part of the plant leadership team

Centralized Team- Aligned with Segments- Ensure Global OPEX common approach- Training, Coaching, & LSS Cert.- “Flow to the Field” where/when needed

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Three main objectives of the 2015 OPEX Program:

1. Create a culture of LEAN thinking

2. Increase problem-solving skills across the enterprise

3. Create a common approach to problem-solving & OPEX

Summary / Recap