FCB Partners' Wednesday Webinar series continues with Improving Process Improvement Competencies, presented by Jeff DeWolf of Tetra Pak. Tetra Pak has been on a process journey for almost 15 years. One of the fundamental beliefs Tetra Pak holds as a company is in the power of process, people, and tools to deliver outstanding results for its customers. Throughout the years and like so many companies, they have focused primarily on process and tools. Most companies tend to hope or rely on the fact that existing HR processes can support the ‘people aspect’ of things. However, the reality is that process knowledge is unique and must be looked after in a more deliberate way. This is especially true when the process knowledge resides within people who sit in functional teams. The struggle between the functional view and the process view plays out in a very real way when it comes to process competence and traditional HR processes.

1. Improving Process
Improvement
Competencies
Jeff Dewolf
jeff.dewolf@tetrapak.com
Tetra Pak
May 20th, 2015
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Packaging solutions that give consumer satisfaction
Popular consumer packaging

3. Capital Equipment
Technical Service Packaging Material
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Three independent profitable businesses
Tetra Pak Global Business Model

4. Tetra Pak
− Present in more than 170
countries across 5 continents
− 22,000 Employees
− 41 packaging material plants
− 9 R&D units
− 9 machine assembly plants
− Carton packaging material,
mio packs: >180’000 (2013)
(>490 mio packs per day)
− Net sales (2013): € 14 bio
− Private company
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Tetra Pak is global and works locally
Key facts and figures
Figures as of January 2014

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The purpose of process is value to customers
Tetra Pak Global Process Model
GOVERNINGENABLING
CORE
Customers
Suppliers
Product
Creation
Product
Life-Cycle
Order Fulfilment
Capital
Equipment
Order Fulfilment
Packaging
Material
Order Fulfilment
Service
Products
Customer Management
Supplier Management
Corporate
Governance
Business Strategy
Product Portfolio
Management
Business
Transformation
Business Control
& Finance
Communications
Legal & Tax
Human Resources
Information
Technology
“Develop, launch and manage
product portfolio” “Produce and deliver products & services”
“Source material and manage supplier base”
“Grow sales and strengthen customer relationships”
“Governing”
“Enabling ”

6. Tying it all together
Delivering Process Performance
Global Process
Leader
Global Process
Owner
Global Process
Driver
Business Process
Coach
Business Transformation
Director
Cluster F&BT Leader
Global Business
Expert
Transformation &
Capability Council
Global Process
Forum
Global Process
Drivers Meeting
Cluster IT
Business Partner
ISP Manager
Master Data
Manager
Local Process Owner
Local Process Driver
Global Information Management
BusinessTransformationOffice
Super
user
Super
user
Super
User
Using defined charters, roles & responsibilities globally & locally
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Difficult to meet the challenges of today
The Problem
The “competence drain”
Entropy of complex systems
Inability to move beyond
continuous improvement

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The “competence drain”
the ideal case…
Go-live
our reality…
Time
Processcompetencelevel
► Root Causes
► Lack of proper integration of the process dimension in existing HR processes
► Re-structuring
► Upward mobility of those highly skilled in process
► Global process teams tend to focus on “what’s new” vs. “what’s happening today”

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Process improvement velocity
Entropy of complex systems
Increasingly
complex IT
systems
Increasingly
complex
processes
Steady stream
of continuous
improvement
process
changes
Rigid & Slow
Process Simplification Master Data Governance
Two Levers

10. Don’t forget to
join us…
November 10th – 11th, Dallas TX
For more in-depth discussions
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