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1 Welkom NEK 23 september 2003. 2 •Kappa Packaging •Kappa Turnhout •Is België anders? •Kenmerken van veranderingen.

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Presentatie over: "1 Welkom NEK 23 september 2003. 2 •Kappa Packaging •Kappa Turnhout •Is België anders? •Kenmerken van veranderingen."— Transcript van de presentatie:

1 1 Welkom NEK 23 september 2003

2 2 •Kappa Packaging •Kappa Turnhout •Is België anders? •Kenmerken van veranderingen

3 Kappa Packaging

4 4 Profile Kappa Packaging  Integrated producer with paper and board and packaging operations  Paper and board operations > 15 mills producing kraftliner, testliner, fluting and solid board  Packaging operations > 93 plants providing pan European packaging supply to customers with both corrugated and solid board packaging solutions

5 5 Extensive pan European presence Corrugated packaging Solid board packaging Kraftliner Testliner/Recycled fluting Semi-chemical fluting Solid board

6 6 Scope for further consolidation Kappa Packaging Jefferson Smurfit SCA Packaging Paper and Board Mondi Europe Saica DS Smith OTOR International Paper ktonnes Source: Kappa Packaging Estimates

7 7 Sales and EBITDA performance Kappa Packaging

8 8 Stable and growing markets (x mln m 2 ) Source: Fefco 2002 Germany France Italy Great Britain Spain Others W-Europe Others E-Europe (excl. Russia) 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40, Since 1990, corrugated packaging volumes have grown by 3.7% on average per annum

9 9 Integrated packaging & paper and board company  All units exposed to external markets  All internal transactions at arms length  All operational units and segments profit centres  Recovered paper operations integrated into the paper and board segment  Long-term contracts for supply of wood/ wood chips Recovered Paper 3,000 ktonnes Solid Board Packaging Board Graphic & Specialty Board 1,050 ktonnes Containerboard 2,300 ktonnes Solid Board Packaging 425 ktonnes Corrugated Packaging 4,000 mln m 2 Wood/ Wood Chips 2,35 million m 3 2,200 ktonnes

10 10 Lowest cost of ownership User chain Supply Production chain Packaging DistributionUnpacking Disposal Collection Paper Manufacturing

11 11 n Unique packaging solutions n Lowest cost in the chain n Hassle-free service Lowest cost producer winsCustomer-focused wins Paper and BoardPackaging n Commodity products n Raw material costs n Capital intensive n Asset utilisation Two segments with different drivers

12 12 Paper and Board

13 13 Packaging

14 14 Welkom bij Kappa Turnhout n.v.

15 15 Jan Gramsma General Manager Greet Van Doninck Management Assistant Erik De Kort Sales & Marketing Dirk Van Akelyen Production & Logistiek & Purchase Peter Nackaerts Finance & HRM & ICT Diane Houtmeyers SHEQ-manager Onze organisatie  Algemene directie

16 16 Onze markt

17 17 eindsegmentatie

18 18 modellengamma

19 19 Onze fabriek

20 20 Onze diensten Als u dat wilt kunnen wij u helpen uw verpakkings-proces door te lichten en wellicht te verbeteren: - Process audits, monitoring van inpak, savings, specifieke oplossingen - Benchmark met andere klanten (na wederzijdse toestemming) - Huur, lease of koop Kappa verpakkingslijnen - Probleemoplossing, optimalisering van verpakkingsproces - Logistieke analyses, pallet optimalisatie - Performance packaging - Business transfer, coördinatie en follow-up van opstartorders

21 21 Lowest cost of ownership User chain Supply Production chain Packaging DistributionUnpacking Disposal Collection Paper Manufacturing

22 22 Functionality Plot: Focus on the right solution area Logistic costs & performance In-store Cost & performance Consumer appeal & shelf performance Direct Costs material&packing

23 23 Plotting packaging functionality / demand Direct Costs material&packing logistic cost & performance In-store costs & performance Consumer appeal & shelf performance Kappa decision making support

24 24 Supply Costing: Supply co-operation impacts costs Kappa Machine Packing specs Internal transport Warehouse/ Inventory Transport Customer Internal transport Customer Warehouse/ Inventory  Cost Drivers, influenced by Customer/Kappa Packaging co-operation > Order frequency / Production batch sizes > Minimum/Maximum stock agreements > Packing specs > Product variety (level of standardisation) > Production complexity (routing, tools)

25 25

26 26 Data input: Kappa Packaging and The Customer...

27 27 customization of the chain, adding modules….

28 28 Specific customer data input….

29 29 Activity based costing of improvement scenarios....

30 30 Cape Pack pallet optimisation

31 31 Cape Pack output

32 32

33 33

34 Horizontale samenwerking klant Inkoop Opslag Productie Keten beheer FinanciënIT Senior management leverancier Verkoop Distributie Customer service Senior management Customer support IT Financiën Onderzoek & ontwikkeling

35 35 Reducing the total cost of ownership  Reduce time, money & staff: 32  8 = 75%  Based on existing packaging machinery  Fast to implement Shelf handling : 32 sec Shelf handling : 8 sec The retail example

36 36 Waarom willen wij dit voor u kunnen doen?

37 37 Levels of economic development Level 1 economic take-off Level 2 economic development Level 3 economic consolidation Level 4 economic re-invention India China Indonesia Philippines Brazil Russia Malaysia Argentina Centr. Europe Chili Middle East West Europe Singapore Japan USA India China Indonesia Philippines Russia Brazil Malaysia Argentina Centr. Europe Chili Middle East West Europe Singapore Japan USA TODAY 2010

38 38 Packaging industry Today • availability • commodity • price • service • mass production • value for money • variety • value for money • convenience • segmentation • innovation • niche development • flexibility • sophisticated distribution • customization • innovation • specialization • value Level 1 economic take-off Level 2 economic development Level 3 economic consolidation Level 4 economic re-invention Capacity increase Capacity diversification Capacity consolidation/ decrease Capacity launch

39 39 Packaging industry Today • availability • commodity • price • service • mass production • value for money • variety • value for money • convenience • segmentation • innovation • niche development • flexibility • sophisticated distribution • customization • innovation • specialization • value Level 1 economic take-off Level 2 economic development Level 3 economic consolidation Level 4 economic re-invention Capacity increase Capacity diversification Capacity consolidation/ decrease Capacity launch India China Indonesia Philippines Russia Brazil Malaysia Argentina Centr. Europe Chili Middle East West Europe Singapore Japan USA

40 40 Snel & Eenvoudig, de noodzaak  Golfkarton is voor zijn gebruikers lang een veelal oninteressante commodity geweest  Low tech, low interest = stabiele marges = gevaar voor commerciële luiheid, gebrek aan innovatie in productie en routinematig managen  Dat langdurige verblijf in de “comfort zone” is voorbij en zal niet meer terugkeren  De Europese industrie heeft sinds de jaren ’50 een tweede Industriële Revolutie doorgemaakt: > Verkoop (reclame / marketing / mass individualisation) > Productie (lean production, zero defect) > ICT (PC / ERP / Internet) > Logistiek (JIT / pull logistiek) > Inkoop (Lopez / e-auctions) > Personeel (empowerment / career management) > Financieel (shareholdervalue / consolidation)

41 41 Snel & Eenvoudig, de noodzaak  De Europese markt is daardoor gewend geraakt aan continue kwaliteit in product en service, is ketengericht gaan denken en wil steeds sneller zakendoen, zonder gezeur en ballast.  Hierdoor, en versterkt door de opkomst van achtereenvolgens Oost- Europa, China, India & Viëtnam, worden we nu gedwongen te concurreren tegen kwalitatief goede aanbieders met lage prijzen.  De enige wapens daartegen zijn een grotere individuele creativiteit, een grotere collectieve effectiviteit en rigoureuze kostenbeheersing.  We moeten daarom zoeken naar doorbraken op commercieel-, product-, productie- en logistiek gebied die deze wensen beter dan vandaag beantwoorden. (gestructureerde verkoop;ABC-calculatie; Kappa verpakkingen databank; DY inlinerconcept; Machine Systems Benelux)  Snelheid, geen gezeur en “beste koop” zijn veruit de belangrijkste krachten in onze markt en vormen daarom onze koers voor een goede toekomst.

42 42 De basisgedachte achter ons bedrijf > Kappa Turnhout is de grootste golfkartonfabriek van de Benelux, die als all round producent er naar streeft: > Zo efficiënt mogelijk goede dozen te produceren > Dat te doen in een hygiënische en veilige werkomgeving > Te voldoen aan uw uitgesproken en liefst ook onuitgesproken verwachtingen > Vrijwel alles in eigen beheer te doen om zo onze grootte te gebruiken om voor u flexibel te zijn > Als u dat wilt, u kan ondersteunen met Kappa verpakkingsmachines, doos- en doosgebruiksanalyses en logistieke ondersteuning & advies > Bovenal mensen centraal plaatst en vanuit die denkwijze bijvoorbeeld diegenen waar u zaken mee doet alle informatie en beslissingsbevoegdheden geeft, zodat u makkelijk en efficiënt zaken kunt doen > Er, alles samenvattend,naar streeft het inkopen van karton voor u als klant net even eenvoudiger en sneller te maken dan u van onze branche gewend bent

43 43 Wat kunnen wij meer voor u doen om u tot een tevreden klant te maken en te houden?

44 44 Is België anders dan andere landen?

45 Individual Collective by group Common to all mankind Inheritedlearned Learned Inherited Culture “Group”: E.G. nation, profession, organization, family Human Mind Programmed by Heredity and Experience in 3 Levels

46 CultureValues Rituals Heroes Symbols

47 Values  The culture of a group is manifested, among other things, on the distribution of values within the group  Broad preferences for one state of affairs over others to which strong emotions are attached

48 The 4-D Model  Value differences between countries can be explained by four “dimensions of national culture” > Power Distance (PDI) > Individualism (IDV) > Masculinity (MAS) > Uncertainty Avoidance (UAI)

49 Power Distance The extent to which the less powerful members of institutions and organisations accept that power is distributed unequally

50 BELGIUMJAPANUSAGERMANYFRANCE Which Country Culture Scores Highest on Power Distance?

51 BELGIUMJAPANUSAGERMANYFRANCE Which Country Culture Scores Highest on Power Distance?

52 SWEDENDENMARKNETHERLANDSUKNORWAY Which Country Culture Scores Lowest on Power Distance?

53 SWEDENDENMARKNETHERLANDSUKNORWAY Which Country Culture Scores Lowest on Power Distance?

54 Uncertainty Avoidance The extent to which people feel threatened by ambiguous situations and have created beliefs and institutions that try to avoid these

55 UKDENMARKNORWAYNETHERLANDSUSA Which Country Culture Scores Lowest on Uncertainty Avoidance?

56 UKDENMARKNORWAYNETHERLANDSUSA Which Country Culture Scores Lowest on Uncertainty Avoidance?

57 GERMANYBELGIUMFRANCESPAINSWEDEN Which Country Culture Scores Highest on Uncertainty Avoidance?

58 GERMANYBELGIUMFRANCESPAINSWEDEN Which Country Culture Scores Highest on Uncertainty Avoidance?

59 59 De kenmerken van veranderingsprocessen

60 60 THE CHANGE HOUSE With Additional Rooms The Sun lounge Wrong direction door The contentment room The denial room The renewal room The confusion room Dungeon of denialParalysis pit We are the best Let’s postpone it Why should we do it arrogance They are responsible Circumstances are responsible Fingerpointing Defensive behaviour Which way is the best? Hire and fire! A new strategy every day Lots of uncoordinated initiatives Consultants Let’s do it together Let’s make it happen! High motivation and energy Taking responsibility

61 61 Signs of contentment The Sun lounge Wrong direction door Dungeon of denialParalysis pit What they say How they act •Let’s postpone it •We know what we’re doing •We achieve our targets •It it isn’t broke, don’t fix it •It will get better next month •Management have decided •We don’t have any major problems •Ignore the outside world •Arrogant •Justify bad results •Don’t listen to customers •Don’t listen to own staff •No sense of urgency •Unaware of new threats •Want more money

62 62 Signs of denial The Sun lounge Wrong direction door Dungeon of denialParalysis pit What they say How they act •It’s a general industry trend •What problem? •It’s not our fault •The budget was too ambitious •It’s a short time issue •It’s the recession •Corporate doesn’t understand •It will be ok next month •It can’t happen here •We’ve always done it this way •Our business is different •If it isn’t broken, don’t fix it •Defend the past •Defend the present •Agressive •Miss the message, but kill the messenger •Blame everything else •Blame everybode else •Minimise or trivialise the change •Not listening to own staff •Not listening to customers •Try to find competitors who’re doing worse

63 63 Signs of confusion The Sun lounge Wrong direction door Dungeon of denialParalysis pit What they say How they act •What are we doing? •What should we do? •How did we get into this mess? •Let’s hire some consultants •What are our competitors doing? •What have I done wrong? •We must do something now •I’ve been saying that for years •We’re trying to do too many things at once •Frustration •Anger •Insecurity, self-doubt •No sense of direction •Dependency on others (internal, external) •Slogan of the month •Set up numerous committees, task forces •Hire people from outside •Never complete anything

64 64 Signs of renewal The Sun lounge Wrong direction door Dungeon of denialParalysis pit What they say How they act •Let’s make it happen •Let’s do it together •This is a good place to work •Let’s tell everybode about this •This is our plan •It’s been tough, but we’ve made it •We’re doing well, but we could do better •We have to trust each other •We won’t do it if it doesn’t fit our strategy •Learning •Trust, delegation •Independence •Accepting risk •Flexibility, creativity •Trying new approaches •Enjoying themselves •Continually improve •Stay focussed •Set new targets •Don’t believe all their own publicity •Regularly review progress and process

65 65 Vriendelijk bedankt voor uw aandacht


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