jürgen großhauser head of operational excellence germany
TRANSCRIPT
May 2019
Jürgen Großhauser
Head of Operational Excellence
Germany
Agenda
Introduction to Nestlé
Developing a High Performing Organisation – Nestlé Continuous Excellence
• WHY – WHAT – HOW
• Exercise on Mindset and Behaviour
• Business case example: Optimisation of a Value Chain
17/04/2019 Nestlé Corporate Presentation
Nestlé at a glance
17/04/2019 Nestlé Corporate Presentation
CHF 91 439 million in sales in 2018
323 000 employees in over 189 countries
413 factories in 85 countries
Over 2 000 brands
1 billion Nestlé products sold every day
Wide and varied product portfolio
17/04/2019 Nestlé Corporate Presentation
Our purpose
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Enhancing quality of life
and contributing to
a healthier future.
Our values
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Respect for - ourselves
- others
- diversity
- the future
Our people
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Head and Heart and Hands
Developing a High Performing Organisation
17/04/2019 Nestlé Corporate Presentation
WHYWe help teams to create value for consumers and society leading to sustainable prosperity for Nestléthrough Enabling, Aligning and Continuously Improving the organization
CONSUMER FOCUS
COST EFFICIENCY
WHYWe help teams to create value for consumers and society leading to sustainable prosperity for Nestléthrough Enabling, Aligning and Continuously Improving the organization
3 d
imen
sio
ns
of
exce
llen
ce
ContinuouslyImprove ways of working
Enablepeople
Alignorganization
• Take ownership of your own contribution• Lead by example to inspire trust• Respect every individual
• Think and act end-to-end• Create constancy of purpose
• Focus on the process• Create agility through flow and pull• Built in quality• Seek perfection step by step• Embrace learning with a scientific approach
Nestlé Lean Enterprise Guiding Principles
Note: The Nestlé interpretation combines “Lean the Nestlé Way” guiding principles, Nestlé Management and Leadership Principles and Shingo Institute inputs
WHAT
We help teams understand and improve their businesses from an End-to-End and cross-functional perspective, according to their priorities
We use continuous improvement approaches to get breakthrough results and sustain them beyond the initial change
We are from Nestlé and for Nestlé
We help teams to create value for consumers and society leading to sustainable prosperity for Nestléthrough Enabling, Aligning and Continuously Improving the organization
We do this in a distinctive way:
HOWThrough simple steps to identify Business opportunities & gaps to be a high performing organization through Individual, Team and Team of Teams.
Business leaders own and drive NCE implementation to achieve tangible business results and targets# 1
# 2
# 3 NCE support structures are efficiently aggregated, fully optimized at all levels, organized in multi-competent pillars, providing hands-on support for business priority areas to accelerate savings and benefits
NCE competencies are embedded in line managers, employees and functional roles wherever possible
3 KEY GUIDING PRINCIPLES
Enabler:
NCE Practices and tools
Key contributions to become an autonomous,
competent High Performing
Organization
and
Sustainably improvingBusiness Results
The Outcome
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What do you expect to SEE people do
in an organization that does the topic well ?
What do you expect to HEAR people say
in an organization that does the topic well ?
What do you assume people THINK / FEEL
in an organization that does the topic well ?
Engaging people on future state:
Mindset and Behaviour
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Maturity Checks are used at various stages of the
improvement journey
Behavior
What can be observed
and assessed
Knowledge
Skill
Mindset
Cultural Factors Governanc
e & Organizatio
n
Processes & Routines
Personality/Style
Personality
Deep dive in specific areas:
What is going on?
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• Use new trends and growth drivers
• Drive export sales
• Overcome x€ price threshold without losing
consumers
• Generate incremental marginal contribution
of x mio €
• Overcome capacity constraints by improving
OEE
• Increased growth by 10%
• Export sales growth* (+56%)
• Increased factory OEE by 23%
• Reduced Total Delivered Cost
• Strong improvement of marginal contribution
• New premium variants
OPPORTUNITIES/ CHALLENGES BUSINESS BENEFITS
Business case example:
Optimisation of a Value Chain – Cup Terrine
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Engaging all functions along the value chain to
optimise and deliver value
Deep consumer
understanding
Lean innovation -
prototyping
Reduce lead time
of suppliers
Increase speed
in development
Material flow and
warehousing
optimisation
OEE improvement
Display
optimisationPicking
optimisation
Packaging
Optimisation
17/04/2019 Nestlé Corporate Presentation