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Improving Process Improvement Competencies Jeff Dewolf [email protected]
Tetra Pak May 20th, 2015
5/15/2015
5/15/2015
Packaging solutions that give consumer satisfaction Popular consumer packaging
Capital Equipment
Technical Service Packaging Material
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Three independent profitable businesses Tetra Pak Global Business Model
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
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Tetra Pak is global and works locally Key facts and figures
Figures as of January 2014
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The purpose of process is value to customers Tetra Pak Global Process Model
GO
VER
NIN
G
ENAB
LIN
G
CO
RE
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 ”
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
Bus
ines
s Tr
ansf
orm
atio
n O
ffice
Super user
Super user
Super User
Using defined charters, roles & responsibilities globally & locally
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Difficult to meet the challenges of today The Problem
The “competence drain”
Entropy of complex systems
Inability to move beyond continuous improvement
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The “competence drain”
the ideal case…
Go-live
our reality…
Time
Proc
ess
com
pete
nce
leve
l
► 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”
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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
Don’t forget to join us… November 10th – 11th, Dallas TX For more in-depth discussions
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5/15/2015
