This document discusses operational excellence and continuous improvement at BASF Antwerp. It begins by providing context on BASF's strategic vision and presence around the world. It then discusses BASF Antwerp's implementation of operational excellence through their Opal 21 program and continuous improvement efforts. The presentation emphasizes creating a lean culture and mindset through respect, going to see problems firsthand, and walking the talk of leadership. It outlines frameworks and tools for continuous improvement and breaking down myths about lean thinking.
Lean led hospital design, creating the efficient hospital of the future - cas...Möbius Business Redesign
Door het lean ontwerpen van ons ziekenhuis kunnen we veiliger zorg, kwalitatief betere zorg en ook een betere service leveren, met minimale verspilling in onze processen. Daarmee creëren we een omgeving die de toegevoegde waarde voor onze patiënten maximaliseert”
Hannelore Schouten, Manager Innovatie en Kwaliteit, licht toe welke rol 'lean led hospital design' heeft gespeeld in de nieuwbouw van het ZMC en hoe men dit concreet heeft aangepakt
ECR Europe Forum '08. On-shelf availability: approaches and solutionsECR Community
On-shelf availability: approaches and solutions
The critical need to improve on-shelf availability will be highlighted and a collaborative approach to delivering results will be presented. Case studies will show how multifunctional teams and benchmarking were used to design new logistical processes and in-store routines. For senior managers who oversee categories and operations, this will provide solutions that address availability issues facing their customers.
Speakers: Saeed Anslow, Mark Ibbotson, Asda Wal-Mart; Bernd Krause, L’Oréal; Dr Paul Chapman, University of Oxford; dm-drogerie markt, Unilever. Facilitated by University of Oxford.
Lean led hospital design, creating the efficient hospital of the future - cas...Möbius Business Redesign
Door het lean ontwerpen van ons ziekenhuis kunnen we veiliger zorg, kwalitatief betere zorg en ook een betere service leveren, met minimale verspilling in onze processen. Daarmee creëren we een omgeving die de toegevoegde waarde voor onze patiënten maximaliseert”
Hannelore Schouten, Manager Innovatie en Kwaliteit, licht toe welke rol 'lean led hospital design' heeft gespeeld in de nieuwbouw van het ZMC en hoe men dit concreet heeft aangepakt
ECR Europe Forum '08. On-shelf availability: approaches and solutionsECR Community
On-shelf availability: approaches and solutions
The critical need to improve on-shelf availability will be highlighted and a collaborative approach to delivering results will be presented. Case studies will show how multifunctional teams and benchmarking were used to design new logistical processes and in-store routines. For senior managers who oversee categories and operations, this will provide solutions that address availability issues facing their customers.
Speakers: Saeed Anslow, Mark Ibbotson, Asda Wal-Mart; Bernd Krause, L’Oréal; Dr Paul Chapman, University of Oxford; dm-drogerie markt, Unilever. Facilitated by University of Oxford.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
WBCSD work in inclusive business targeting the base of the pyramid - Overview...fveglio
Many companies are engaging with low-income communities (the so-called base of the pyramid) in the developing world as a way to meet the company’s needs for growth and profitability, while addressing societal needs. The World Business Council for Sustainable Development (WBCSD) coined the concept of 'inclusive business' in 2005 to describe profitable business ventures that are also good for development. More specifically, inclusive business engages low-income communities across a company’s value chain – through direct employment; the development of suppliers, distributors and service providers from low-income communities; or through the innovative development and delivery of affordable goods and services that address unmet needs of low-income communities. This slide show provides an overview on the WBCSD’s work program in the area of inclusive business.
On December 8 and 9, a Dairy Expert Roundtable Meeting on “Competitive Dairy Value Chains in Southeast Asia” was held in Muak Lek, Thailand. In this regional meeting, participants from six countries in Southeast Asia discussed how the relatively small dairy value chains could be more competitive and sustainable.
Impact Meetup: How to structure an impact enterprise using the Social Busines...Impactor
Interested in learning more about how to structure an impact enterprise? Getting more familiar with the Social Business Model Canvas and how to apply it to your organization or idea? Check out the slides from our first meetup at Helsinki Think Company. The Social Business Model Canvas was introduced through the example of Aravind Eye Care System.
The 10 most influential business leaders to follow in 2021 edition 2Swiftnlift
One of the leading manufacturers of cold #storage facilities has formed a strategy on how to change the expensive, inefficient, and non-environmental friendly temperature-controlled storage.
A brief introduction to Lean Management and how it can increase your competitive advantage and why Lean Management is one of the hot topics of the CEO Agenda
overview of design thinking based business program that begins with business models and runs through marketing, management, operations, and financial analysis
We analyzed the Nespresso Business Model through the framework provided by Teece - Business Model, Business Strategy and Innovation (2010) and through the Business Model Canvas tool by A. Osterwalder and Y. Pigneur. Moreover, we provided a future generation of the business model to led the company maintain the competitive advantage in a growing competitive market.
Increasing productivity is a challenge faced by many companies around the world. At Unipart we've found an answer to the productivity puzzle. This short overview provides a glimpse into a systematic approach that continues to deliver positive results in our companies and for our customers.
Het tweede seminarie van de reeks rond 'slimme organisaties' gaat dieper in op het thema strategie en effect. Beleidsmakers willen impact hebben op de maatschappij waarin de burgers leven, wonen en werken. Voor de overheidsmanager betekent dit actiegericht ondernemen. De complexiteit van strategie in de publieke sector ligt in het verbinden van beide aspecten. Hoe kan u de realisatie van uw strategie opvolgen via overzichtelijke dashboards? Hoe kan u zorgen voor een cultuur van meting en bijsturing? Hoe zorgt u er m.a.w. voor dat u kan ‘(be)sturen op effecten’?
More Related Content
Similar to Möbius Operational Excellence Seminar 23 04 2015
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
WBCSD work in inclusive business targeting the base of the pyramid - Overview...fveglio
Many companies are engaging with low-income communities (the so-called base of the pyramid) in the developing world as a way to meet the company’s needs for growth and profitability, while addressing societal needs. The World Business Council for Sustainable Development (WBCSD) coined the concept of 'inclusive business' in 2005 to describe profitable business ventures that are also good for development. More specifically, inclusive business engages low-income communities across a company’s value chain – through direct employment; the development of suppliers, distributors and service providers from low-income communities; or through the innovative development and delivery of affordable goods and services that address unmet needs of low-income communities. This slide show provides an overview on the WBCSD’s work program in the area of inclusive business.
On December 8 and 9, a Dairy Expert Roundtable Meeting on “Competitive Dairy Value Chains in Southeast Asia” was held in Muak Lek, Thailand. In this regional meeting, participants from six countries in Southeast Asia discussed how the relatively small dairy value chains could be more competitive and sustainable.
Impact Meetup: How to structure an impact enterprise using the Social Busines...Impactor
Interested in learning more about how to structure an impact enterprise? Getting more familiar with the Social Business Model Canvas and how to apply it to your organization or idea? Check out the slides from our first meetup at Helsinki Think Company. The Social Business Model Canvas was introduced through the example of Aravind Eye Care System.
The 10 most influential business leaders to follow in 2021 edition 2Swiftnlift
One of the leading manufacturers of cold #storage facilities has formed a strategy on how to change the expensive, inefficient, and non-environmental friendly temperature-controlled storage.
A brief introduction to Lean Management and how it can increase your competitive advantage and why Lean Management is one of the hot topics of the CEO Agenda
overview of design thinking based business program that begins with business models and runs through marketing, management, operations, and financial analysis
We analyzed the Nespresso Business Model through the framework provided by Teece - Business Model, Business Strategy and Innovation (2010) and through the Business Model Canvas tool by A. Osterwalder and Y. Pigneur. Moreover, we provided a future generation of the business model to led the company maintain the competitive advantage in a growing competitive market.
Increasing productivity is a challenge faced by many companies around the world. At Unipart we've found an answer to the productivity puzzle. This short overview provides a glimpse into a systematic approach that continues to deliver positive results in our companies and for our customers.
Het tweede seminarie van de reeks rond 'slimme organisaties' gaat dieper in op het thema strategie en effect. Beleidsmakers willen impact hebben op de maatschappij waarin de burgers leven, wonen en werken. Voor de overheidsmanager betekent dit actiegericht ondernemen. De complexiteit van strategie in de publieke sector ligt in het verbinden van beide aspecten. Hoe kan u de realisatie van uw strategie opvolgen via overzichtelijke dashboards? Hoe kan u zorgen voor een cultuur van meting en bijsturing? Hoe zorgt u er m.a.w. voor dat u kan ‘(be)sturen op effecten’?
Op donderdag 15 oktober heeft Möbius een event rond Service Excellence georganiseerd. Stefaan Claes, CRM & Digital Marketing Director, heeft er toegelicht hoe Kinepolis er in slaagt om klanten een één-op-één communicatie en service te bieden. Stefaan Hermans, Operations Director bij Carglass, gaf ons meer inzicht in hoe de medewerkers bijdragen tot een excellente dienstverlening en op welke wijze dit wordt gemeten en opgevolgd.
De Vlaamse ziekenhuizen staan onder zware druk om hun
kosten te reduceren. Tegelijk worden er meer en meer eisen gesteld op het vlak van aantoonbare kwaliteit en traceerbaarheid en is er al jaren een groot tekort aan verpleegkundigen. Hoe pakt u die uitdagingen aan zonder te raken aan de kwaliteit van uw zorg? Door de weg in te slaan van een lead hospital en te streven naar operationele excellentie.
De Vlaamse ziekenhuizen staan onder zware druk om hun
kosten te reduceren. Tegelijk worden er meer en meer eisen gesteld op het vlak van aantoonbare kwaliteit en traceerbaarheid en is er al jaren een groot tekort aan verpleegkundigen. Hoe pakt u die uitdagingen aan zonder te raken aan de kwaliteit van uw zorg? Door de weg in te slaan van een lead hospital en te streven naar operationele excellentie.
Les hôpitaux flamands sont soumis à une pression considérable afin de réduire leurs coûts. Parallèlement, des exigences croissantes sont formulées en termes de preuve de la qualité et de la traçabilité et une pénurie importante d’infirmiers est constatée depuis plusieurs années. Comment relever ces défis sans nuire à la qualité des soins ? En devenant un lead hospital et en privilégiant l’excellence opérationnelle.
KAIZEN aanpak binnen GZA – case Kinderdagziekenhuis SV – door Geert De Groof,...Möbius Business Redesign
ZA maakt gebruik van KAIZEN events om snel en doelgericht processen te verbeteren. Tijdens een KAIZEN event worden in een korte, intensieve periode werkwijzen geanalyseerd, knelpunten geïdentificeerd en onmiddellijk oplossingen uitgewerkt en geïmplementeerd op de werkvloer. Betrokkenheid van de dienstverantwoordelijke/hoofdverpleegkundige en van de medewerkers die dagelijks actief zijn op de werkvloer is hierbij cruciaal.
Na een uiteenzetting van het algemeen kader binnen GZA door Wim Dooms en Geert De Groof toont Jeroen Verlinden de concrete impact van KAIZEN events aan met behulp van een praktijkvoorbeeld.
Lean leiderschap in de praktijk – obstakels en essentiële leiderschapskwalite...Möbius Business Redesign
Een te dominante leider, die weinig ruimte geeft aan medewerkers binnen de organisatie, smoort elke creatieve oplossing in de kiem.
Lean leiderschap biedt hiertoe de oplossing, aangezien het focust op het creëren van waarde voor de klant en hierdoor de betrokkenheid van medewerkers en hun lerend vermogen verhoogt.
Kjeld Aij, auteur van het boek 'L² Zorg. Lean leiderschap in de praktijk' en hoofd Anesthesiologie en Operatieve Zorg in het VU Medisch Centrum, legt uit hoe u lean leiderschap kan toepassen binnen uw organisatie.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
4. business consulting. profoundly different.
Source: Blog Ivo Mechels,
“Consujuisten en Michel van de Colruyt”
Michel showed me the fairtrade rice
Jef Colruyt had handpicked in Benin”
5.
6.
7. 1. RESPECT
Reverse the triangle
“Your people are the experts. The highest form of respect is to
continuously challenge them and give them the autonomy to
improve their job - Mr.Yoshino, ex-managerToyota-
12. business consulting. profoundly different.
“Toyota managers should be
sufficiently engaged on the
factory floor that they have
to wash their hands at least
three times a day”
-Taiichi Ohno-
13. Genchi Genbutsu
2. Go see
Everytime you get promoted you get further away from reality.
By the time you are CEO, you are the most ignorant person
in your organisation”
- Sensei Imai Maasaki, founding father of Kaizen -
4%
17%
42%
100%
100%
1%
Mountain of
ignorance
Reversed mountain
of power
Problemsweknowof
Distributionofpower
The Figure
Trap
16. Does your company have a
“clean desk” policy?
And is your desk
clean at this very
moment?
17. 3. Walk the talk
People are looking for integrity in their leaders”
- R. Hogan & R. B.Kaiser, “What we know about leadership”-
Mission & identity
Values & belief
Competencies
Behaviour
Individual
Result
Organisation
Mission & identity
Values & belief
Competencies
Behaviour
Result
29. BASF
Product Portfolio
CHEMICALS
PERFORMANCE
PRODUCTS
FUNCTIONAL
MATERIALS &
SOLUTIONS
AGRICULTURAL
SOLUTIONS OIL & GAS
Dispersions &
pigments
Catalysts
Oil & gas
Antwerp Belgium
Nutrition & health
Paper chemicals
Petro-chemicals Care chemicals Performance
materials
Construction
chemicals
Crop protection
Monomers
Intermediates
Performance
chemicals
Coatings
Petro-chemicals Care chemicals Performance
materials
Construction
chemicals
Crop protection
Monomers
Intermediates
Performance
chemicals
Coatings
Petro-chemicals Care chemicals Performance
materials
Monomers
Intermediates
Performance
chemicals
30. 376
production sites
112,000
employees
No. 1
in chemistry
74
billion euro
BASF AROUND THE WORLD
Regional centres
Selected production sites
Most important research sites
Verbund sites
Freeport Geismar
Antwerp
Nanjing
Kuantan
Ludwigshafen
34. BASF
in a changing world
A CHALLENGE...
BASF RISES TO IT!
67%
urban residents
1.2
billion cars
2020 2025 2030 2050
+ 50%
energy
9
billion people
35. BASF
in a changing world
WE CREATE
CHEMISTRY
FOR A
SUSTAINABLE
FUTURE
FOR A
SUSTAINABLE
FUTURE
36. BASF
BASF Group worldwide
We create chemistry
for a sustainable future
We add value as
one company
We innovate to make our
customers more successful
We drive sustainable
solutions
We form the
best team
Creative
Open
Responsible
Entrepreneurial
37. BASF
What – our strategic principles
Sustainability and Safety
Verbund Management Operational excellence
Learning and Growth
we create
chemistry for
a sustainable
future
We add value as
ONE company
We innovate to make our
customers more succesful
We drive
sustainable solutions
We form the
best team
40. OPEX
Operational Excellence
Opex in Operations: Opal 21 – Implementation of a continuous improvement process
Opex in Technical Services: Service Excellence
Opex in other Services: HR full force, Ocean 2015,…
Project „Opal 21“
A fundamental mindstep change by
implementing the BASF PS
Productivityperformance
site/production
Time
BASF Management is convinced that
• “continuous improvement”
is a core task within the company,
and complementary to our production process
• “continuous improvement”
will be a core task for
EVERYONE within the company
41. OPERATIONAL EXCELLENCE
BASF Production System: 6 core elements
Full potential of BASF production system
can only be realized through interaction of all key elements
Qualification Automation
Process
optimization
Betriebliche
Qualifi-
zierung
Motivated
Employees
Roles and
responsibilities
Optimization of
plant structures
Lean management
Safe
production
42. OPERATIONAL EXCELLENCE
Continuous Improvement
Consolidation of the
organization & definition of
improvement measures
2
Disturbance of ‘daily operations' by
implementing the BASF Productiesysteem
("Change")
1
3
Operational Excellence by
Continuous Improvement
Classical way of
optimization
α > 0
Operations without optimization
Classical way of optimization
47. LEAN MANAGEMENT
What did we achieve so far?
From OPAL21
Connected to Operational Targets (OD)
Request from
within the
organisation
48. Measure capabilities and performance on both
Management and Shopfloor level
LEAN MANAGEMENT
Lean Performance Dialogue
No audit … new “as-is” is basis to define specific
targets and LEAN efforts (improvement kata)
49. LEAN is only...
...5S
LEAN is only...
...a toolset
LEAN is only...
...for production
LEAN is only...
...bottom-up
LEAN... can be
done in 6 months
LEAN requires a cultural transformation!
What some people believe... ...deserves better answers:
LEAN is to design processes without waste!
LEAN is to foster mindset and capabilities!
LEAN is for collaboration of all disciplines!
LEAN is to realize profitable growth targets!
LEAN is...
...for cutting
fixed cost
LEAN is only...
...for shift people
LEAN is for value-adding use of resources!
LEAN is a leadership responsibility!
LEAN MANAGEMENT
7 common myths…
52. 1. Leadership demonstrates belief in CI
4. From ad-hoc to development program
2. Reinforce CI roles across the organization
3. Share LEAN practices
52
A new focus based on BELIEF
53. What do you think you as leadership team can do to truly
understand and live LEAN, pulling the organization?
A new focus based on BELIEF
54. Top Management
State and communicate
clear program goals
Commit to provide
resources sustainably
Communicate the story for
the “case for change”
Role model in LEAN
leadership
Plant/functional Mgt
Commit and actively live to
own new role
Provide resources and
assign the most skillful
team
Promote and communicate
change stories
Acknowledge improvement
and reward employees
Celebrate success with
employees!
Supervisors Area Mgt
Coach the continuous
improvement routine
Foster problem solving as
daily core activity
Build a culture with trust to
learn from failure
Cooperate with other
areas - act as a team
A new focus based on BELIEF
60. From craftsmanship to industrial production
1919: Foundation Van de Velde
Achiel and Margaretha Van de Velde
• Pioneers
• 1st product: ladies corsets with an eye for quality
• distribution through retailers
61.
62. From craftsmanship to industrial production
1919: Foundation Van de Velde
Achiel and Margaretha Van de Velde
• pioneers
• distribution through retailers
2nd generation:
• use of elastic materials
• from the 40’s onwards retail in Belgium and the Netherlands
• Extension of assortment
63. – Fashion
– Marketing-driven
– Delocalization of production
– Cultural change
– Governance change
Change VdV business model
64. Change business model: Fashion
Design department
• Team of 50 people (stylists, textile engineers, pattern
makers, etc.)
• 500 new styles per year
• 20.000 SKU’s
• Combination of fashion and fit
66. FOCUS: choice of market segment
Segmentation of the lingerie market
80 % 70 %
< EURO 20
STANDARD
Hunkemöller, Etam
< EURO 20 – 60
MIDDLE
< EURO 60 - 100
LUXURY
MJ, PrimaDonna, MJ
l’Aventure
> Euro
100
Sarda20 %
30 %
Northern
Europe
Southern
Europe
67. Change business model: Marketing-driven
Focus-strategy
• Product: luxury lingerie
• Price Segment
• Distribution channel
68. FOCUS: choice of distribution channel
Distribution channel % totalmarket Positioning Van de Velde
Specialized retailers 28 to 50 % X
Luxury departmentstores
and chains 7 to 21 %
Departmentstores X
Chains -
Supermarkets and food 50 to 24 % -
Mailorder 15 to 5 % -
69. Specialist stores lose market share, but remain
THE Van de Velde partner in distribution
Specialist stores lose market share in most European
markets
• Germany : 21%, decreasing
• France : 13%, decreasing
• The Netherlands : 35%, decreasing
• Belgium : 40%, stable
70. Fit:
Find the correct
size
Style:
Choose the right
cut and shape
Fashion:
what is the right colour for this
woman and this particular
situation?
“STYLING”
“Shaping the bodies and minds of women”
www.lingeriestyling.com
3 components of Lingerie Styling
72. Retail investments
- Rigby & Peller
- England:
- 7 stores in and around London
− ‘Bra Fitting’ (Lingerie Styling).
− Turnover 2012: 9,2 m£
− Germany: 9 stores
− Spain: 3 stores
− Denmark : 1 store
- Hong Kong / China : Private Shop
− 22 stores in Hong Kong and China
− Turnover 2012: 6,7 m$
− Joint venture between Getz and Van de Velde
73. Change business model: Marketing-driven
Focus-strategy
• Product: luxury lingerie
• Price Segment
• Distribution channel
• Geographic focus
• Brands instead of private label
74. 1981: Marie Jo 1990: PrimaDonna 1997: Marie Jo L’Aventure
2009: Andres Sarda 2010: PrimaDonna Twist 2014: PrimaDonna Swim
74
Brand policy instead of private label
75. Change business model: Delocalization
Two tendencies
• Centralization of core activities
• Delocalization of production
76. Change business model: Delocalization
Centralization of core activities
• Strategy and policy
• Design
• Purchases (European fabrics)
• Quality control raw materials
• Cutting of the fabric
• Core production Belgium
• Quality control and expedition
78. Change business model: Delocalization
Delocalization of production
– Quality is identical all over the world
“Made in Belgium” has been replaced by “Made by
Marie Jo”
Conditions:
• Detailed preparation of the process
• Strong local management
• Strict compliance rules by headquarters
– SA 8000 (social label)
79. SA8000
Social Accountability 8000
Requirements:
1. No child labour
2. No forced labour
3. Health and Safety
4. Freedom of Association & Right to Collective
Bargaining
5. No discrimination
6. No disciplinary practices
7. Working Hours
8. Remuneration
9. Management Systems
82. Van de Velde: changing organisation
Before: Taylorist organisation
• Centralism, control, hierarchy
• Little room left for HR
• Piece work
• Specialization
• Repetitive work
• Transactional leadership
83. Van de Velde: changing environment
1. Globalisation
2. Fashion driven
3. Difficulties to attract people
84. Evolution towards innovation driven organisation
• Lowering the brainline
• Teamwork
• Polyvalency
• Expanding job content
• Stimulating initiative
• Different reward and compensation systems
85. Evolution towards innovation driven organisation
• Lowering the brainline
• Teamwork
• Polyvalency
• Expanding job content
• Stimulating initiative
• Different reward and compensation systems
• Coaching leadership / transforming Leadership
87. Qualities of good leadership
• Trust
• Integrity
• Empathy
• Ambition
• Optimism
• Authenticity
87
88. Evolution towards innovation driven organisation
• Lowering the brainline
• Teamwork
• Polyvalency
• Expanding job content
• Stimulating initiative
• Different reward and compensation systems
• Coaching leadership / transforming Leadership
• Stimulate enthusiasm and passion
89. Stimulate enthusiasm and passion
• More than job satisfaction
• They do more and go beyond what is called for
(customers, colleagues, organization)
• Welcome rather than resist change
• Willing to go the extra mile
90. Ratio between ‘bevlogen (enthusiastic)’ versus ‘gedistantieerd
(dissociated)’ in average and top companies
8
20
29
50
63
30
Wereldtop Gemiddeld
Bevlogen
Neutraal
Gedistantieerd
91. Stimulate enthusiasm and passion
How to stimulate enthusiasm?
• Decisional authority
• Communication/transparancy
• Strategic information
• Comfort information
• Motivation information
• Community information
• Fair treatment
• Systematic and honest feedback
• Authenticity
92. Stimulate enthusiasm and passion
The best workplace on earth according to employees
1. Let people be themselves
capacity to absorb different skill sets and personalities
2. Unleash the flow of information
radical honesty
94. Stimulate enthusiasm and passion
The best workplace on earth according to employees
1. Let people be themselves
2. Unleash the flow of information
3. Magnify people’s strenghts
4. Stand for more than shareholder value
95. A company is a living entity with different needs
• Fysical level: profit, liquidity, solvability
• Emotional level: loyalty, pride, respect, appreciation
• Mental level: drive (“goesting”)
• Spiritual level: internal and external connectivity
96. Stimulate enthusiasm and passion
The best workplace on earth according to employees
1. Let people be themselves
2. Unleash the flow of information
3. Magnify people’s strenghts
4. Stand for more than shareholder value
5. Show how the daily work makes sense
6. Have rules people can believe in
7. Inspiring goals
97. “If you want to build a ship, don’t drum up people to
collect wood and don’t assign them tasks and work,
but rather teach them to long for the endless
immensity of the sea.”
‘Le Petit Prince’
Antoine de Saint-Exupéry