Transcript Document 7144410

Welkom
NEK
23 september 2003
1
•Kappa Packaging
•Kappa Turnhout
•Is België anders?
•Kenmerken van veranderingen
2
Kappa Packaging
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
4
Extensive pan European presence
Corrugated packaging
Solid board packaging
Kraftliner
5x
Testliner/Recycled fluting
Semi-chemical fluting
Solid board
Canary Islands
5
Scope for further consolidation
Packaging
Paper and Board
Kappa Packaging
Jefferson Smurfit
SCA
Mondi Europe
Saica
DS Smith
OTOR
International Paper
3.000
2.000
1.000
0
Kilotons
ktonnes
Source: Kappa Packaging Estimates
6
1.000
2.000
3.000
4.000
Sales and EBITDA performance Kappa Packaging
700
2938
2833
600
3.000
2471
2.500
500
2.000
400
300
1.657
1.292
1.500
1.313
422
200
100
232
249
453
441
270
500
0
0
1998
7
1.000
1999
2000
2001
2002
2003
Stable and growing markets
(x mln m2)
Since 1990, corrugated packaging volumes have
grown by 3.7% on average per annum
40,000
35,000
30,000
25,000
20,000
Others E-Europe
(excl. Russia)
Others W-Europe
Spain
15,000
10,000
Great Britain
Italy
France
5,000
Germany
0
1990
1991
Source: Fefco 2002
8
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
Lowest cost of ownership
Distribution
Manufacturing
Unpacking
User chain
Disposal
Production chain
Collection
Supply
Packaging
10
Paper
Two segments with different drivers
Paper and Board

Commodity products

Unique packaging solutions

Raw material costs

Lowest cost in the chain

Capital intensive

Hassle-free service

Asset utilisation
Lowest cost producer wins
11
Packaging
Customer-focused wins
Paper and Board
12
Packaging
13
Welkom bij Kappa Turnhout n.v.
14
Onze organisatie
 Algemene directie
Jan Gramsma
General Manager
Greet Van Doninck
Management Assistant
Diane Houtmeyers
SHEQ-manager
Erik De Kort
Sales & Marketing
15
Dirk Van Akelyen
Production & Logistiek & Purchase
Peter Nackaerts
Finance & HRM & ICT
Onze markt
16
eindsegmentatie
50,00%
2002
2003
45,00%
40,00%
35,00%
30,00%
25,00%
20,00%
15,00%
2,59%
1,51%
5,37%
4,68%
29,24%
29,08%
0,69%
0,86%
0,56%
1,48%
3,70%
2,77%
10,57%
11,28%
47,27%
5,00%
48,34%
10,00%
0,00%
Processed
Food
17
Fresh Food
Drinks
Others
Non-Food
Consum ables
Industrial
Consum er
Durables
Agriculture
modellengamma
18
Onze fabriek
19
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
20
Lowest cost of ownership
Distribution
Manufacturing
Unpacking
User chain
Disposal
Production chain
Collection
Supply
Packaging
21
Paper
Functionality Plot: Focus on the right solution
area
Consumer appeal &
shelf performance
In-store Cost
& performance
22
Direct Costs
material
&
packing
Logistic costs
& performance
Kappa decision making support
Plotting packaging functionality / demand
Cust om er dem and
Current Packaging
Consumer appeal &
Primary pack costs
shelf performance
6
Consumer convenience
Primary Process
5
Consumer appeal
4
Direct Costs
material
&
Secondary pack costs packing
3
Side facing
2
Secondary process
1
Facing
0
Cleaning up
Order picking
Shelf fill & Condition
In-store costs
& performance
Mixed loads
Decanting
Backroom selection
Opening
23
Pallet performance
logistic cost
& performance
Supply Costing: Supply co-operation impacts costs
Kappa
Packing
Internal
Warehouse/
Machine
specs
transport
Inventory
Transport
Customer
Customer
Internal
Warehouse/
transport
Inventory
 Cost Drivers, influenced by Customer/Kappa Packaging
co-operation
>
>
>
>
>
24
Order frequency / Production batch sizes
Minimum/Maximum stock agreements
Packing specs
Product variety (level of standardisation)
Production complexity (routing, tools)
25
Data input: Kappa Packaging and The Customer...
26
customization of the chain, adding modules….
27
Specific customer data input….
28
Activity based costing of improvement scenarios...
29
Cape Pack pallet optimisation
30
Cape Pack output
31
32
33
Horizontale samenwerking
leverancier
Verkoop
Distributie
Customer service
Customer support
Financiën
IT
Onderzoek & ontwikkeling
Senior management
klant
Inkoop
Opslag
Productie
Keten beheer
Financiën
IT
Onderzoek & ontwikkeling
Senior management
Waarom willen wij dit voor u
kunnen doen?
36
Levels of economic development
TODAY
2010
Level 1
Level 4
economic take-off
economic re-invention
USA
India
China
Indonesia
Philippines
Japan
West Europe
Singapore
Brazil
Russia
India
China
Indonesia
Philippines
USA
Malaysia
Argentina
Centr. Europe
Chili
Japan
West Europe
Singapore
Middle East
Middle East
Level 2
economic development
37
Russia
Brazil
Malaysia
Argentina
Centr. Europe
Chili
Level 3
economic consolidation
Packaging industry Today - 2010
Level 1
Level 4
economic take-off
economic re-invention
Capacity
launch
Capacity
increase
38
• availability
• commodity
• price
• price
• service
• mass production
• value for money
• flexibility
• sophisticated distribution
• customization
• innovation
• specialization
• value
Capacity
consolidation/
decrease
• variety
• value for money
• convenience
• segmentation
• innovation
• niche development
Capacity
diversification
Level 2
Level 3
economic development
economic consolidation
Packaging industry Today - 2010
Level 1
Level 4
economic take-off
economic re-invention
• flexibility
Capacity
USA
• sophisticated distribution
consolidation/
• customization
Japan
• innovation
decrease
• specialization
West Europe
• value
• availability
• commodity
• price
Capacity
launch
Singapore
India
China
Capacity
increase
• price
• service
• mass production
Indonesia
• value for money
Philippines
Level 2
economic development
39
Russia
Brazil
• variety
• value for money
• convenience
• segmentation
• innovation
Middle East
• niche development
Malaysia
Argentina
Centr. Europe
Chili
Capacity
diversification
Level 3
economic consolidation
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)
40
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.
41
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
42
Wat kunnen wij meer voor u
doen om u tot een tevreden klant
te maken en te houden?
43
Is België anders dan andere
landen?
44
Human Mind Programmed by Heredity and Experience in 3
Levels
Inherited
learned
Individual
Culture
Collective
by group
Learned
Inherited
Common to all
mankind
“Group”: E.G. nation, profession, organization, family
Culture
Symbols
Heroes
Rituals
Values
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
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)
Power Distance
The extent to which the less
powerful members of institutions and
organisations accept that power is
distributed unequally
Which Country Culture Scores
Highest on Power Distance?
BELGIUM
JAPAN
USA
GERMANY
FRANCE
Which Country Culture Scores
Highest on Power Distance?
BELGIUM
JAPAN
65
54
USA
40
GERMANY
35
FRANCE
68
Which Country Culture Scores
Lowest on Power Distance?
SWEDEN
DENMARK NETHERLANDS
UK
NORWAY
Which Country Culture Scores
Lowest on Power Distance?
SWEDEN
31
DENMARK NETHERLANDS
18
38
UK
35
NORWAY
31
Uncertainty Avoidance
The extent to which people feel
threatened by ambiguous situations
and have created beliefs and
institutions that
try to avoid these
Which Country Culture Scores
Lowest on Uncertainty Avoidance?
UK
DENMARK
NORWAY NETHERLANDS
USA
Which Country Culture Scores
Lowest on Uncertainty Avoidance?
UK
DENMARK
35
23
NORWAY NETHERLANDS
50
53
USA
46
Which Country Culture Scores
Highest on Uncertainty Avoidance?
GERMANY BELGIUM
FRANCE
SPAIN
SWEDEN
Which Country Culture Scores
Highest on Uncertainty Avoidance?
GERMANY BELGIUM
65
94
FRANCE
86
SPAIN
86
SWEDEN
29
De kenmerken van
veranderingsprocessen
59
THE CHANGE HOUSE
With Additional Rooms
The contentment room
The
Sun
lounge
We are the best
Let’s postpone it
Why should we do it
arrogance
The denial room
They are responsible
Circumstances are responsible
Fingerpointing
Defensive behaviour
Dungeon of denial
60
The renewal room
Let’s do it together
Let’s make it happen!
High motivation and energy
Taking responsibility
The confusion room
Which way is the best?
Hire and fire!
A new strategy every day
Lots of uncoordinated initiatives
Consultants
Paralysis pit
Wrong
direction
door
Signs of contentment
What they say
The
Sun
lounge
•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
How they act
•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
Wrong
direction
door
Dungeon of denial
61
Paralysis pit
Signs of denial
What they say
The
Sun
lounge
•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
Dungeon of denial
62
How they act
•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
Paralysis pit
Wrong
direction
door
Signs of confusion
What they say
The
Sun
lounge
•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
How they act
•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
Wrong
direction
door
Dungeon of denial
63
Paralysis pit
Signs of renewal
What they say
The
Sun
lounge
•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
Dungeon of denial
64
How they act
•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
Paralysis pit
Wrong
direction
door
Vriendelijk bedankt voor uw
aandacht
65