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FCB Partners Webinar: Improving Process Improvement Competencies

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FCB Partners' Wednesday Webinar series continues with Improving Process Improvement Competencies, presented by Jeff DeWolf of Tetra Pak.

Tetra Pak has been on a process journey for almost 15 years. One of the fundamental beliefs Tetra Pak holds as a company is in the power of process, people, and tools to deliver outstanding results for its customers. Throughout the years and like so many companies, they have focused primarily on process and tools. Most companies tend to hope or rely on the fact that existing HR processes can support the ‘people aspect’ of things. However, the reality is that process knowledge is unique and must be looked after in a more deliberate way. This is especially true when the process knowledge resides within people who sit in functional teams. The struggle between the functional view and the process view plays out in a very real way when it comes to process competence and traditional HR processes.

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FCB Partners Webinar: Improving Process Improvement Competencies

  1. 1. Improving Process Improvement Competencies Jeff Dewolf jeff.dewolf@tetrapak.com Tetra Pak May 20th, 2015 5/15/2015
  2. 2. 5/15/2015 Packaging solutions that give consumer satisfaction Popular consumer packaging
  3. 3. Capital Equipment Technical Service Packaging Material 5/15/2015 Three independent profitable businesses Tetra Pak Global Business Model
  4. 4. Tetra Pak − Present in more than 170 countries across 5 continents − 22,000 Employees − 41 packaging material plants − 9 R&D units − 9 machine assembly plants − Carton packaging material, mio packs: >180’000 (2013) (>490 mio packs per day) − Net sales (2013): € 14 bio − Private company 5/15/2015 Tetra Pak is global and works locally Key facts and figures Figures as of January 2014
  5. 5. 5/15/2015 The purpose of process is value to customers Tetra Pak Global Process Model GOVERNINGENABLING CORE Customers Suppliers Product Creation Product Life-Cycle Order Fulfilment Capital Equipment Order Fulfilment Packaging Material Order Fulfilment Service Products Customer Management Supplier Management Corporate Governance Business Strategy Product Portfolio Management Business Transformation Business Control & Finance Communications Legal & Tax Human Resources Information Technology “Develop, launch and manage product portfolio” “Produce and deliver products & services” “Source material and manage supplier base” “Grow sales and strengthen customer relationships” “Governing” “Enabling ”
  6. 6. Tying it all together Delivering Process Performance Global Process Leader Global Process Owner Global Process Driver Business Process Coach Business Transformation Director Cluster F&BT Leader Global Business Expert Transformation & Capability Council Global Process Forum Global Process Drivers Meeting Cluster IT Business Partner ISP Manager Master Data Manager Local Process Owner Local Process Driver Global Information Management BusinessTransformationOffice Super user Super user Super User Using defined charters, roles & responsibilities globally & locally 5/15/2015
  7. 7. 5/15/2015 Difficult to meet the challenges of today The Problem The “competence drain” Entropy of complex systems Inability to move beyond continuous improvement
  8. 8. 5/15/2015 The “competence drain” the ideal case… Go-live our reality… Time Processcompetencelevel ► Root Causes ► Lack of proper integration of the process dimension in existing HR processes ► Re-structuring ► Upward mobility of those highly skilled in process ► Global process teams tend to focus on “what’s new” vs. “what’s happening today”
  9. 9. 5/15/2015 Process improvement velocity Entropy of complex systems Increasingly complex IT systems Increasingly complex processes Steady stream of continuous improvement process changes Rigid & Slow Process Simplification Master Data Governance Two Levers
  10. 10. Don’t forget to join us… November 10th – 11th, Dallas TX For more in-depth discussions 5/15/2015
  11. 11. 5/15/2015

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