Welkom - PowerPoint PPT Presentation

1 / 63
About This Presentation
Title:

Welkom

Description:

Welkom NEK 23 september 2003 Kappa Packaging Profile Kappa Packaging Integrated producer with paper and board and packaging operations Paper and board operations 15 ... – PowerPoint PPT presentation

Number of Views:104
Avg rating:3.0/5.0
Slides: 64
Provided by: KappaPa
Category:

less

Transcript and Presenter's Notes

Title: Welkom


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

3
Kappa Packaging
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
Extensive pan European presence
6
Scope for further consolidation
Paper and Board
Packaging
Kappa Packaging Jefferson Smurfit SCA
Mondi Europe Saica DS Smith OTOR International
Paper
ktonnes
Source Kappa Packaging Estimates
7
Sales and EBITDA performance Kappa Packaging
8
Stable and growing markets (x mln m2)
Since 1990, corrugated packaging volumes have
grown by 3.7 on average per annum
Source Fefco 2002
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 integratedinto the
    paper and board segment
  • Long-term contracts for supply of wood/ wood chips

10
Lowest cost of ownership
11
Two segments with different drivers
Paper and Board
Packaging
  • Unique packaging solutions
  • Lowest cost in the chain
  • Hassle-free service
  • Commodity products
  • Raw material costs
  • Capital intensive
  • Asset utilisation

Lowest cost producer wins
Customer-focused wins
12
Paper and Board
13
Packaging
14
Welkom bij Kappa Turnhout n.v.
15
Onze organisatie
  • Algemene directie

16
Onze markt
17
eindsegmentatie
18
modellengamma
19

Onze fabriek
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
Lowest cost of ownership
22
Functionality Plot Focus on the right solution
area
Direct Costs material packing
Consumer appeal shelf performance
Logistic costs performance
In-store Cost performance
23
Plotting packaging functionality / demand
Kappa decision making support
Consumer appeal shelf performance
Direct Costs material packing
logistic cost performance
In-store costs performance
24
Supply Costing Supply co-operation impacts costs
Customer Warehouse/ Inventory
Customer Internal transport
Warehouse/ Inventory
Transport
Internal transport
Kappa Machine
Packing specs
  • 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
(No Transcript)
26
Data input Kappa Packaging and The Customer...
27
customization of the chain, adding modules.
28
Specific customer data input.
29
Activity based costing of improvement
scenarios....
30
Cape Pack pallet optimisation
31
Cape Pack output
32
(No Transcript)
33
(No Transcript)
34
Horizontale samenwerking
klant
leverancier
Customer support
Financiën
IT
Onderzoek ontwikkeling
Onderzoek ontwikkeling
35
Reducing the total cost of ownership
The retail example
Shelf handling 32 sec
Shelf handling 8 sec
  • Reduce time, money staff 32 ? 8 75
  • Based on existing packaging machinery
  • Fast to implement

36
Waarom willen wij dit voor u kunnen doen?
37
Levels of economic development
TODAY
2010
Level 1 economic take-off
Level 4 economic re-invention
USA
India China Indonesia Philippines
Japan
Brazil Russia
West Europe Singapore
USA
India China
Malaysia Argentina Centr. Europe Chili
Japan
West Europe Singapore
Indonesia Philippines
Middle East
Middle East
Level 2 economic development
Level 3 economic consolidation
Malaysia Argentina Centr. Europe Chili
Russia Brazil
38
Packaging industry Today - 2010
Level 1 economic take-off
Level 4 economic re-invention
  • flexibility
  • sophisticated distribution
  • customization
  • innovation
  • specialization
  • value
  • availability
  • commodity
  • price

Capacity launch
Capacity consolidation/decrease
  • variety
  • value for money
  • convenience
  • segmentation
  • innovation
  • niche development
  • price
  • service
  • mass production
  • value for money

Capacity increase
Capacity diversification
Level 2 economic development
Level 3 economic consolidation
39
Packaging industry Today - 2010
Level 1 economic take-off
Level 4 economic re-invention
  • flexibility
  • sophisticated distribution
  • customization
  • innovation
  • specialization
  • value

Capacity consolidation/decrease
  • availability
  • commodity
  • price

Capacity launch
  • variety
  • value for money
  • convenience
  • segmentation
  • innovation
  • niche development
  • price
  • service
  • mass production
  • value for money

Capacity diversification
Capacity increase
Level 2 economic development
Level 3 economic consolidation
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
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 verkoopABC-calcula
    tie 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
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
Wat kunnen wij meer voor u doen om u tot een
tevreden klant te maken en te houden?
44
Is België anders dan andere landen?
45
Human Mind Programmed by Heredity and Experience
in 3 Levels
Inherited learned
Individual
Learned
Collective by group
Culture
Inherited
Common to all mankind
Group E.G. nation, profession, organization,
family
46
Culture
Symbols
Heroes
Rituals
Values
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 lesspowerful members of
    institutions and organisations accept that power
    is distributed unequally

50
Which Country Culture Scores Highest on Power
Distance?
51
Which Country Culture Scores Highest on Power
Distance?
BELGIUM JAPAN USA GERMANY FRANCE
65 54 40 35 68
52
Which Country Culture Scores Lowest on Power
Distance?
53
Which Country Culture Scores Lowest on Power
Distance?
SWEDEN DENMARK NETHERLANDS UK NORWAY
31 18 38 35 31
54
Uncertainty Avoidance
  • The extent to which people feel threatened by
    ambiguous situations and have created beliefs and
    institutions thattry to avoid these

55
Which Country Culture Scores Lowest on
Uncertainty Avoidance?
56
Which Country Culture Scores Lowest on
Uncertainty Avoidance?
UK DENMARK NORWAY NETHERLANDS USA
35 23 50 53 46
57
Which Country Culture Scores Highest on
Uncertainty Avoidance?
58
Which Country Culture Scores Highest on
Uncertainty Avoidance?
GERMANY BELGIUM FRANCE SPAIN SWEDEN
65 94 86 86 29
59
De kenmerken van veranderingsprocessen
60
THE CHANGE HOUSE
With Additional Rooms
The contentment room
The renewal room
We are the best Lets postpone it Why should we
do it arrogance
Lets do it together Lets make it happen! High
motivation and energy Taking responsibility
The Sun lounge
The denial room
The confusion room
Which way is the best? Hire and fire! A new
strategy every day Lots of uncoordinated
initiatives Consultants
They are responsible Circumstances are
responsible Fingerpointing Defensive behaviour
Wrong direction door
Dungeon of denial
Paralysis pit
61
Signs of contentment
How they act
What they say
  • Lets postpone it
  • We know what were doing
  • We achieve our targets
  • It it isnt broke, dont fix it
  • It will get better next month
  • Management have decided
  • We dont have any major problems
  • Ignore the outside world
  • Arrogant
  • Justify bad results
  • Dont listen to customers
  • Dont listen to own staff
  • No sense of urgency
  • Unaware of new threats
  • Want more money

The Sun lounge
Wrong direction door
Dungeon of denial
Paralysis pit
62
Signs of denial
How they act
What they say
  • Its a general industry trend
  • What problem?
  • Its not our fault
  • The budget was too ambitious
  • Its a short time issue
  • Its the recession
  • Corporate doesnt understand
  • It will be ok next month
  • It cant happen here
  • Weve always done it this way
  • Our business is different
  • If it isnt broken, dont 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 whore doing worse

The Sun lounge
Wrong direction door
Dungeon of denial
Paralysis pit
63
Signs of confusion
How they act
What they say
  • What are we doing?
  • What should we do?
  • How did we get into this mess?
  • Lets hire some consultants
  • What are our competitors doing?
  • What have I done wrong?
  • We must do something now
  • Ive been saying that for years
  • Were 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

The Sun lounge
Wrong direction door
Dungeon of denial
Paralysis pit
64
Signs of renewal
How they act
What they say
  • Lets make it happen
  • Lets do it together
  • This is a good place to work
  • Lets tell everybode about this
  • This is our plan
  • Its been tough, but weve made it
  • Were doing well, but we could do better
  • We have to trust each other
  • We wont do it if it doesnt fit our strategy
  • Learning
  • Trust, delegation
  • Independence
  • Accepting risk
  • Flexibility, creativity
  • Trying new approaches
  • Enjoying themselves
  • Continually improve
  • Stay focussed
  • Set new targets
  • Dont believe all their own publicity
  • Regularly review progress and process

The Sun lounge
Wrong direction door
Dungeon of denial
Paralysis pit
65
Vriendelijk bedankt voor uw aandacht
Write a Comment
User Comments (0)
About PowerShow.com