Company Profile BPC

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Company Profile BPC

  1. 1. “Sustainable & significant results” “Change can only come from within!” Bilthoven, October 2009 1
  2. 2. Value proposition of The Brown Paper Company 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 Bilthoven, October 7th, 2009 2
  3. 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 3
  4. 4. The Brown Paper Company approach Passion, structure, results! More than 10 years shared passion and eagerness with our clients for improvement and change
  5. 5. The Brown Paper Company approach We’re passionate about teamwork! Working together with you and your employees Bilthoven, October 7th, 2009 5
  6. 6. Imperative areas in improvement & change management Training, coaching & education People Optimise and use Optimise The Management Information Brown Processes Paper Company Measurable, sustainable results, on time, together with the client organisation capital investments not required Bilthoven, October 7th, 2009 6
  7. 7. Potential improvements Business acumen, sales culture, pro-activity People Process ownership, commitment Skills & competencies, meeting effectiveness & efficiency Improvement of communication and good fellowship Management Strong onetime & effective reporting across the organisation Information Right key performance indicators on time at the right place “lean” information provision (execution focused) Shortening lead-times, reducing stocks (and WIP) Processes Improving productivity, optimising delivery performance Quality improvements; clear roles & responsibilities Increase customer satisfaction Bilthoven, October 7th, 2009 7
  8. 8. Key imperative areas in change & improvement projects • Training • Coaching People • Roles and responsibilities Forecast Forecast Planning Planning Uitvoering Uitvoering Rapportage Rapportage Fore- Fore- cast cast D MEETING Maand/week MEETING A KPI A Maand/week Niveau 3 Niveau 3 Doel MWOR B Management Changed Sustaible Week/dag Week/dag MEETING MEETING A D KPI A Information Way-of-working results B Niveau 2 Niveau 2 Plan DWOR D A KPI MEETING A Dag/uur Dag/uur MEETING B Niveau 1 Niveau 1 Plan SIC DWOR Processes Strong emphasis on “human engineering”; daily working with and for your employees on the shopfloor! Bilthoven, October 7th, 2009 8
  9. 9. 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 1 Phase 2 Phase 3 Phase 4 Awareness: Creating the new Intensive Safeguard Sense of urgency reality ‘coaching’ sustainability Project management Ca. 4-8 weeks Ca. 4–6 months Ca. 1-3 months “Off the job” “On the job” Go/No-Go Bilthoven, October 7th, 2009 9
  10. 10. Phase 1 Awareness & sense of urgency Activities 1 2 3 4 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% Bilthoven, October 7th, 2009 10
  11. 11. Brown Paper of key business proces Overview of entire process and -flow Substantial reduction of lead-times (from 47 View on lead times and impact to 9 working days) Clear view on roles & responsibilities Significant reduction of rework of 82% Engagement & commitment of key owners Clear roles & responsibilities Maximum impact on all key owners Lean implemented MCC (acknowledged by key process owners) Creates huge energy, passion and fun at all layers (particularly at shopfloor!) while going Lead-time entire project 5 months through and in-depth analysis! Bilthoven, October 7th, 2009 11
  12. 12. Management Control System: current situation Prognosis Planning Control Reporting Year Month Week Day Personal Add, moves & Disconnect between Waste of Critics on critics Changes Interfaces, lack of structure ineff. documents information system planning production non- Daily plan Many meetings/ Financial rather than existent production no actions operational reporting Bilthoven, October 7th, 2009 12
  13. 13. Phase 2: Create a new way of working Activities: Brown Paper sessions, create and define new way of working 1 2 3 4 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 Bilthoven, October 7th, 2009 13
  14. 14. Management Control Cycle Example Management Control Cycle Bilthoven, October 7th, 2009 14
  15. 15. Management Control Systeem: new situation Prognosis Planning Control Reporting Effective management decisions Year Results/target based Structured & coherent Month Clear, lean overview Understanding Week Recognized Proactive based Lean meeting culture; right Day number of people, with right format at right place, on time Planning & control Bilthoven, October 7th, 2009 15
  16. 16. Phase 3: Implementation & intensive support Activities: 1 2 3 4 ‘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 rework Control on process per employee (address to responsibilities) Leadership with operational focus Direct sense of the numbers: “short interval control” en result driven organisation Bilthoven, October 7th, 2009 16
  17. 17. Phase 4: Safeguard sustainability & transition 1 2 3 4 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 Bilthoven, October 7th, 2009 17
  18. 18. 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. Bilthoven, October 7th, 2009 18
  19. 19. 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 Bilthoven, October 7th, 2009 19
  20. 20. Projects based on mutual agreed business case & ROI break even results pay back time start of project out of pocket costs end of project Bilthoven, October 7th, 2009 20
  21. 21. 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 l.gimberg@brownpapercompany.nl Mobiel Lodewijk Gimberg +31 6 24 66 85 87 Bilthoven, October 7th, 2009 21

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