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Welkom NEK 23 september 2003. Kappa Packaging Kappa Turnhout Is België anders? Kenmerken van veranderingen. Kappa Packaging. Profile Kappa Packaging. Integrated producer with paper and board and packaging operations Paper and b oard operations

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slide1

Welkom

NEK

23 september 2003

slide2

Kappa Packaging

  • Kappa Turnhout
  • Is België anders?
  • Kenmerken van veranderingen
profile kappa packaging
Profile Kappa Packaging
  • Integrated producer with paper and board and packaging operations
  • Paper and board operations
    • 15 mills producing kraftliner, testliner, fluting andsolid board
  • Packaging operations
    • 93 plants providing panEuropean packaging supply to customers with both corrugated and solid board packaging solutions
extensive p an european p resence
Extensive panEuropean presence
  • Corrugated packaging
  • Solid board packaging
  • Kraftliner

5x

  • Testliner/Recycled fluting
  • Semi-chemical fluting
  • Solid board

Canary Islands

scope for further consolidation
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

stable and g rowing m arkets x mln m 2
Stable and growing markets(x mln m2)

40,000

35,000

30,000

Others E-Europe

(excl. Russia)

25,000

Others W-Europe

20,000

Spain

Great Britain

15,000

Italy

10,000

France

5,000

Germany

0

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

Since 1990, corrugated packaging volumes have grown by 3.7% on average per annum

Source: Fefco 2002

lowest cost of ownership
Lowest cost of ownership

Distribution

Unpacking

User chain

Manufacturing

Disposal

Production chain

Supply

Collection

Paper

Packaging

slide10

Two segments with different drivers

Paper and Board

Packaging

  • Commodity products
  • Raw material costs
  • Capital intensive
  • Asset utilisation
  • Unique packaging solutions
  • Lowest cost in the chain
  • Hassle-free service

Lowest cost producer wins

Customer-focused wins

onze organisatie
Onze organisatie

Jan Gramsma

General Manager

Greet Van Doninck

Management Assistant

Diane Houtmeyers

SHEQ-manager

Dirk Van Akelyen

Production & Logistiek & Purchase

Peter Nackaerts

Finance & HRM & ICT

Erik De Kort

Sales & Marketing

  • Algemene directie
onze diensten
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

lowest cost of ownership1
Lowest cost of ownership

Distribution

Unpacking

User chain

Manufacturing

Disposal

Production chain

Supply

Collection

Paper

Packaging

functionality plot focus on the right solution area
Functionality Plot: Focus on the right solution area

Direct Costs

material

&

packing

Consumer appeal &

shelf performance

Logistic costs

& performance

In-store Cost

& performance

plotting packaging functionality demand

Kappa decision making support

Plotting packaging functionality / demand

Consumer appeal &

shelf performance

Direct Costs

material

&

packing

logistic cost

& performance

In-store costs

& performance

supply costing supply co operation impacts costs
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)
horizontale samenwerking
Horizontale samenwerking

Verkoop

Inkoop

Distributie

Opslag

Customer service

Productie

Keten beheer

Financiën

IT

Senior management

Senior management

leverancier

klant

Customer support

Financiën

IT

Onderzoek & ontwikkeling

Onderzoek & ontwikkeling

levels of economic development
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

packaging industry today 2010
Packaging industry Today - 2010

Level 1

economic take-off

Level 4

economic re-invention

  • flexibility
  • sophisticated distribution
  • customization
  • innovation
  • specialization
  • value

Capacity

launch

  • availability
  • commodity
  • price

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

packaging industry today 20101
Packaging industry Today - 2010

USA

Japan

West Europe

Singapore

India

China

Indonesia

Philippines

Middle East

Malaysia

Argentina

Centr. Europe

Chili

Russia

Brazil

Level 1

economic take-off

Level 4

economic re-invention

  • flexibility
  • sophisticated distribution
  • customization
  • innovation
  • specialization
  • value

Capacity

consolidation/decrease

Capacity

launch

  • availability
  • commodity
  • price
  • 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

snel eenvoudig de noodzaak
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)
snel eenvoudig de noodzaak1
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.
de basisgedachte achter ons bedrijf
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
human mind programmed by heredity and experience in 3 levels
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

culture
Culture

Symbols

Heroes

Rituals

Values

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
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
Power Distance

The extent to which the lesspowerful members of institutions and organisations accept that power is distributed unequally

slide49

Which Country Culture Scores Highest on Power Distance?

BELGIUM JAPAN USA GERMANY FRANCE

65 54 40 35 68

slide50

SWEDEN DENMARK NETHERLANDS UK NORWAY

Which Country Culture Scores Lowest on Power Distance?

slide51

Which Country Culture Scores Lowest on Power Distance?

SWEDEN DENMARK NETHERLANDS UK NORWAY

31 18 38 35 31

uncertainty avoidance
Uncertainty Avoidance

The extent to which people feel threatened by ambiguous situations and have created beliefs and institutions thattry to avoid these

slide53

UK DENMARK NORWAY NETHERLANDS USA

Which Country Culture Scores Lowest on Uncertainty Avoidance?

slide54

Which Country Culture Scores Lowest on Uncertainty Avoidance?

UK DENMARK NORWAY NETHERLANDS USA

35 23 50 53 46

slide55

GERMANY BELGIUM FRANCE SPAIN SWEDEN

Which Country Culture Scores Highest on Uncertainty Avoidance?

slide56

Which Country Culture Scores Highest on Uncertainty Avoidance?

GERMANY BELGIUM FRANCE SPAIN SWEDEN

65 94 86 86 29

slide58

THE CHANGE HOUSE

With Additional Rooms

The contentment room

The renewal room

We are the best

Let’s postpone it

Why should we do it

arrogance

Let’s do it together

Let’s 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

slide59

Signs of contentment

How they act

What they say

  • 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

The

Sun

lounge

Wrong

direction

door

Dungeon of denial

Paralysis pit

slide60

Signs of denial

How they act

What they say

  • 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

The

Sun

lounge

Wrong

direction

door

Dungeon of denial

Paralysis pit

slide61

Signs of confusion

How they act

What they say

  • 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

The

Sun

lounge

Wrong

direction

door

Dungeon of denial

Paralysis pit

slide62

Signs of renewal

How they act

What they say

  • 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

The

Sun

lounge

Wrong

direction

door

Dungeon of denial

Paralysis pit