December 2014Rodney Leonard, Director Global OPEX 2015 Global OPEX Executive Presentation.
-
Upload
blaze-atkins -
Category
Documents
-
view
221 -
download
2
description
Transcript of December 2014Rodney Leonard, Director Global OPEX 2015 Global OPEX Executive Presentation.
December 2014Rodney Leonard, Director Global OPEX
2015 Global OPEXExecutive Presentation
2
Our 3-5 Year Global Strategy for OPEX will help keep us aligned
3
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
4
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
5
1. Create a culture of LEAN thinking To create a sustainable OPEX culture we need to incorporate multiple capabilities
Employee Involvement
Leadership Developme
nt
Consistent Use of Lean
Six Sigma Tools
Common Global
Approach to OPEX
Each capability compliments and supports the other
6
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
7
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
8
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