1. “Sustainable & significant results”
“Change can only come from within!”
Bilthoven, October 2009 1

2. Value proposition of The Brown Paper Company
1. We do not advise; we deliver results! Split in our approach: 10% analysis and
development of approach, 90% realisation on the shopfloor and lowest supervisory level
2. Significant results without any capital expenditure/investments. We make use of your
current systems and organisation
3. We’ll work with your people until the results are delivered. No advise, nor reports, nor
powerpoints, but short term delivery of durable results
4. Starting point of every single project is a mutual agreed sound business case, including
timely non-negotiable financial and operational targets and imperatives
5. We work on shared risk base; we accept full accountability for the results (by means of a
healthy split in fixed and variable payment
6. Our aim is to provide 300% ROI and substantial positive cashflow within the project
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3. The ultimate goal of a project: the people
The ultimate goal is that employees within all departments, teams and managers know
what they are working for, what their role and responsibilities are and work pro-actively on
these subjects: awareness!
Operational results will follow awareness consequently…..
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4. The Brown Paper Company approach
Passion, structure, results!
More than 10 years shared passion and eagerness with our clients for improvement and
change

5. The Brown Paper Company approach
We’re passionate about teamwork! Working together with you and
your employees
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6. Imperative areas in improvement & change management
Training, coaching & education
People
Optimise and use Optimise
The
Management
Information Brown Processes
Paper
Company
Measurable, sustainable results, on time,
together with the client organisation
capital investments not required
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7. Potential improvements
Business acumen, sales culture, pro-activity
People Process ownership, commitment
Skills & competencies, meeting effectiveness & efficiency
Improvement of communication and good fellowship
Management Strong onetime & effective reporting across the organisation
Information
Right key performance indicators on time at the right place
“lean” information provision (execution focused)
Shortening lead-times, reducing stocks (and WIP)
Processes Improving productivity, optimising delivery performance
Quality improvements; clear roles & responsibilities
Increase customer satisfaction
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8. Key imperative areas in change & improvement projects
• Training
• Coaching People
• Roles and
responsibilities
Forecast
Forecast Planning
Planning Uitvoering
Uitvoering Rapportage
Rapportage
Fore-
Fore-
cast
cast
D
MEETING
Maand/week
MEETING A KPI A
Maand/week
Niveau 3
Niveau 3 Doel
MWOR
B
Management Changed Sustaible
Week/dag
Week/dag
MEETING
MEETING A
D
KPI
A
Information Way-of-working results
B
Niveau 2
Niveau 2 Plan
DWOR
D
A KPI
MEETING A
Dag/uur
Dag/uur
MEETING
B
Niveau 1
Niveau 1 Plan SIC DWOR
Processes Strong emphasis on “human
engineering”; daily working with
and for your employees on the
shopfloor!
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9. Our approach: in 4 phases to the final result
In order to accomplish durable changes in way of working we distinguish 4 project phases
Phase 1 Phase 2 Phase 3 Phase 4
Awareness: Creating the new Intensive Safeguard
Sense of urgency reality ‘coaching’ sustainability
Project management
Ca. 4-8 weeks Ca. 4–6 months Ca. 1-3 months
“Off the job” “On the job”
Go/No-Go
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10. Phase 1 Awareness & sense of urgency
Activities 1 2 3 4
Preparation and Kick Off – comprehensive communication start project
Brown Paper sessions current way of working: to build maximum momentum, sense of
urgency and need for change and improvement
Brown Paper sessions current management systems and control cycles
Communications towards entire organization to create commitment and ownership
through all organizational layers
Rudimentary data analysis
Impact matrix of all critics and bottlenecks, including classification and prioritization
Results:
Overview all improvements items per process; split into short-, mid- and long-term
Insight and understanding of current management information, control and decision
making, including improvements items
Complete identification of improvement opportunities, to realize savings potential
Feasibility of an implementation program, providing a non-negotiable minimal return on
investment of 300%
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11. Brown Paper of key business proces
Overview of entire process and -flow Substantial reduction of lead-times (from 47
View on lead times and impact to 9 working days)
Clear view on roles & responsibilities Significant reduction of rework of 82%
Engagement & commitment of key owners Clear roles & responsibilities
Maximum impact on all key owners Lean implemented MCC (acknowledged by
key process owners)
Creates huge energy, passion and fun at all
layers (particularly at shopfloor!) while going Lead-time entire project 5 months
through and in-depth analysis!
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12. Management Control System: current situation
Prognosis Planning Control Reporting
Year
Month
Week
Day
Personal Add, moves & Disconnect between Waste of Critics on
critics Changes Interfaces, lack of structure ineff. documents
information system
planning production
non- Daily plan Many meetings/ Financial rather than
existent production no actions operational reporting
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13. Phase 2: Create a new way of working
Activities:
Brown Paper sessions, create and define new way of working 1 2 3 4
Design an effective, efficient management system & control (KPI’s included)
Detailed data-, route cause- and impact analysis
Opportunity Framing: detailed and comprehensive overview (item- and issue-level) of
savings potential
Feasible “SMART” implementation plan including ROI projection and “zero-verification”
Presentation of analysis results and implementation plan; discuss and constitute fixed
and variable payment against financial and operational targets
Comprehensive communication towards entire organization to sustain commitment and
ownership through all organizational layers
Results:
Clear, coherent, efficient and transparent new way of working (process and system)
Clear and coherent definition of roles and responsibilities related to processes
Robust and coherent management system and control, safeguarding maximum results
Proud ownership new way of working (process and system) from “shopfloor” up to MT
Detailed “Opportunity Framing”, with balanced business case, providing challenging but
realistic and feasible measurable results, including ROI, buy-in entire organization
Detailed implementation plan phase 3, with clear executables and milestones
Thorough change & improvement awareness at all levels
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14. Management Control Cycle
Example Management Control Cycle
Bilthoven, October 7th, 2009 14

15. Management Control Systeem: new situation
Prognosis Planning Control Reporting
Effective management
decisions
Year Results/target based
Structured & coherent
Month
Clear, lean overview
Understanding
Week
Recognized
Proactive based
Lean meeting culture; right
Day number of people, with
right format at right place,
on time
Planning & control
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16. Phase 3: Implementation & intensive support
Activities: 1 2 3 4
‘Support’ new processes and management control cycle:
implement new way of working
Implement new operational management information, ‘support’ managers and
employees, based on short interval control (SIC)
Analysing and discussing results based on set standards, planning results on daily /
weekly basis
Coaching en supporting managers and employees involved
Mindset: Data, Analyse, Decide, Action
Communication to the rest of the organisation, ‘celebrating successes’
Monthly evaluation of the project results with key players and decision makers
Results:
Increasing quality and decreasing of rework
Control on process per employee (address to responsibilities)
Leadership with operational focus
Direct sense of the numbers: “short interval control” en result driven organisation
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17. Phase 4: Safeguard sustainability & transition
1 2 3 4
Activities:
Monthly support operational processes and management system
Supporting all involved managers
Monitoring assurance structural results
Communication to the rest of the organization, ‘celebrating successes’
Monthly evaluation of the project results with key players and decision makers
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18. Why working with The Brown Paper Company
No voluminous reports
Business case driven
Shared risk, payment by results
90% “on the job”
“Shop floor” implementation (bottom-up approach)
We work on the project until the results are delivered
Change passionist and specialist, delivering clear results, focusing on awareness,
commitment and ownership rather than top down pushing the envelope
Wealth (10 years+) of experience and expertise in change by effective human
engineering connected to down-to-earth daily way of working
Safeguard sustainable changes in human behavior (skills, attitudes and competencies)
of employees and MT, contributing to an overall improvement culture
Working on the project is not training, but implementation of a durable change in an
effective and efficient way of working.
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19. Key elements of our projects are:
Typical elements of a successful projects are:
Create awareness and sense of urgency
Teambuilding
Change reactive into pro-active culture
Develop coherent processes: “new reality”
Implement coherent management control system
Clear roles & responsibilities
“Lean” operational meeting practise
Enhance performance coaching skills
Improve sales skills and quality
Results (not consensus) bases culture
Commitment to non-negotiable targets and imperatives
Effective and efficient short interval control
on teams and individual employees
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20. Projects based on mutual agreed business case & ROI
break even
results
pay back
time
start of project out of pocket costs end of project
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21. Contact
The Brown Paper Company
Landgoed “Berg en Bosch”
Professor Bronkhorstlaan 10, gebouw 92
3723 MB Bilthoven
T 030 – 2290838
I www.brownpapercompany.nl
E l.gimberg@brownpapercompany.nl
Mobiel Lodewijk Gimberg +31 6 24 66 85 87
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