4. business consulting. profoundly different.
Source: Blog Ivo Mechels,
“Consujuisten en Michel van de Colruyt”
Michel showed me the fairtrade rice
Jef Colruyt had handpicked in Benin”
7. 1. RESPECT
Reverse the triangle
“Your people are the experts. The highest form of respect is to
continuously challenge them and give them the autonomy to
improve their job - Mr.Yoshino, ex-managerToyota-
12. business consulting. profoundly different.
“Toyota managers should be
sufficiently engaged on the
factory floor that they have
to wash their hands at least
three times a day”
-Taiichi Ohno-
13. Genchi Genbutsu
2. Go see
Everytime you get promoted you get further away from reality.
By the time you are CEO, you are the most ignorant person
in your organisation”
- Sensei Imai Maasaki, founding father of Kaizen -
4%
17%
42%
100%
100%
1%
Mountain of
ignorance
Reversed mountain
of power
Problemsweknowof
Distributionofpower
The Figure
Trap
16. Does your company have a
“clean desk” policy?
And is your desk
clean at this very
moment?
17. 3. Walk the talk
People are looking for integrity in their leaders”
- R. Hogan & R. B.Kaiser, “What we know about leadership”-
Mission & identity
Values & belief
Competencies
Behaviour
Individual
Result
Organisation
Mission & identity
Values & belief
Competencies
Behaviour
Result
29. BASF
Product Portfolio
CHEMICALS
PERFORMANCE
PRODUCTS
FUNCTIONAL
MATERIALS &
SOLUTIONS
AGRICULTURAL
SOLUTIONS OIL & GAS
Dispersions &
pigments
Catalysts
Oil & gas
Antwerp Belgium
Nutrition & health
Paper chemicals
Petro-chemicals Care chemicals Performance
materials
Construction
chemicals
Crop protection
Monomers
Intermediates
Performance
chemicals
Coatings
Petro-chemicals Care chemicals Performance
materials
Construction
chemicals
Crop protection
Monomers
Intermediates
Performance
chemicals
Coatings
Petro-chemicals Care chemicals Performance
materials
Monomers
Intermediates
Performance
chemicals
30. 376
production sites
112,000
employees
No. 1
in chemistry
74
billion euro
BASF AROUND THE WORLD
Regional centres
Selected production sites
Most important research sites
Verbund sites
Freeport Geismar
Antwerp
Nanjing
Kuantan
Ludwigshafen
34. BASF
in a changing world
A CHALLENGE...
BASF RISES TO IT!
67%
urban residents
1.2
billion cars
2020 2025 2030 2050
+ 50%
energy
9
billion people
35. BASF
in a changing world
WE CREATE
CHEMISTRY
FOR A
SUSTAINABLE
FUTURE
FOR A
SUSTAINABLE
FUTURE
36. BASF
BASF Group worldwide
We create chemistry
for a sustainable future
We add value as
one company
We innovate to make our
customers more successful
We drive sustainable
solutions
We form the
best team
Creative
Open
Responsible
Entrepreneurial
37. BASF
What – our strategic principles
Sustainability and Safety
Verbund Management Operational excellence
Learning and Growth
we create
chemistry for
a sustainable
future
We add value as
ONE company
We innovate to make our
customers more succesful
We drive
sustainable solutions
We form the
best team
40. OPEX
Operational Excellence
Opex in Operations: Opal 21 – Implementation of a continuous improvement process
Opex in Technical Services: Service Excellence
Opex in other Services: HR full force, Ocean 2015,…
Project „Opal 21“
A fundamental mindstep change by
implementing the BASF PS
Productivityperformance
site/production
Time
BASF Management is convinced that
• “continuous improvement”
is a core task within the company,
and complementary to our production process
• “continuous improvement”
will be a core task for
EVERYONE within the company
41. OPERATIONAL EXCELLENCE
BASF Production System: 6 core elements
Full potential of BASF production system
can only be realized through interaction of all key elements
Qualification Automation
Process
optimization
Betriebliche
Qualifi-
zierung
Motivated
Employees
Roles and
responsibilities
Optimization of
plant structures
Lean management
Safe
production
42. OPERATIONAL EXCELLENCE
Continuous Improvement
Consolidation of the
organization & definition of
improvement measures
2
Disturbance of ‘daily operations' by
implementing the BASF Productiesysteem
("Change")
1
3
Operational Excellence by
Continuous Improvement
Classical way of
optimization
α > 0
Operations without optimization
Classical way of optimization
47. LEAN MANAGEMENT
What did we achieve so far?
From OPAL21
Connected to Operational Targets (OD)
Request from
within the
organisation
48. Measure capabilities and performance on both
Management and Shopfloor level
LEAN MANAGEMENT
Lean Performance Dialogue
No audit … new “as-is” is basis to define specific
targets and LEAN efforts (improvement kata)
49. LEAN is only...
...5S
LEAN is only...
...a toolset
LEAN is only...
...for production
LEAN is only...
...bottom-up
LEAN... can be
done in 6 months
LEAN requires a cultural transformation!
What some people believe... ...deserves better answers:
LEAN is to design processes without waste!
LEAN is to foster mindset and capabilities!
LEAN is for collaboration of all disciplines!
LEAN is to realize profitable growth targets!
LEAN is...
...for cutting
fixed cost
LEAN is only...
...for shift people
LEAN is for value-adding use of resources!
LEAN is a leadership responsibility!
LEAN MANAGEMENT
7 common myths…
52. 1. Leadership demonstrates belief in CI
4. From ad-hoc to development program
2. Reinforce CI roles across the organization
3. Share LEAN practices
52
A new focus based on BELIEF
53. What do you think you as leadership team can do to truly
understand and live LEAN, pulling the organization?
A new focus based on BELIEF
54. Top Management
State and communicate
clear program goals
Commit to provide
resources sustainably
Communicate the story for
the “case for change”
Role model in LEAN
leadership
Plant/functional Mgt
Commit and actively live to
own new role
Provide resources and
assign the most skillful
team
Promote and communicate
change stories
Acknowledge improvement
and reward employees
Celebrate success with
employees!
Supervisors Area Mgt
Coach the continuous
improvement routine
Foster problem solving as
daily core activity
Build a culture with trust to
learn from failure
Cooperate with other
areas - act as a team
A new focus based on BELIEF
60. From craftsmanship to industrial production
1919: Foundation Van de Velde
Achiel and Margaretha Van de Velde
• Pioneers
• 1st product: ladies corsets with an eye for quality
• distribution through retailers
62. From craftsmanship to industrial production
1919: Foundation Van de Velde
Achiel and Margaretha Van de Velde
• pioneers
• distribution through retailers
2nd generation:
• use of elastic materials
• from the 40’s onwards retail in Belgium and the Netherlands
• Extension of assortment
63. – Fashion
– Marketing-driven
– Delocalization of production
– Cultural change
– Governance change
Change VdV business model
64. Change business model: Fashion
Design department
• Team of 50 people (stylists, textile engineers, pattern
makers, etc.)
• 500 new styles per year
• 20.000 SKU’s
• Combination of fashion and fit
66. FOCUS: choice of market segment
Segmentation of the lingerie market
80 % 70 %
< EURO 20
STANDARD
Hunkemöller, Etam
< EURO 20 – 60
MIDDLE
< EURO 60 - 100
LUXURY
MJ, PrimaDonna, MJ
l’Aventure
> Euro
100
Sarda20 %
30 %
Northern
Europe
Southern
Europe
67. Change business model: Marketing-driven
Focus-strategy
• Product: luxury lingerie
• Price Segment
• Distribution channel
68. FOCUS: choice of distribution channel
Distribution channel % totalmarket Positioning Van de Velde
Specialized retailers 28 to 50 % X
Luxury departmentstores
and chains 7 to 21 %
Departmentstores X
Chains -
Supermarkets and food 50 to 24 % -
Mailorder 15 to 5 % -
69. Specialist stores lose market share, but remain
THE Van de Velde partner in distribution
Specialist stores lose market share in most European
markets
• Germany : 21%, decreasing
• France : 13%, decreasing
• The Netherlands : 35%, decreasing
• Belgium : 40%, stable
70. Fit:
Find the correct
size
Style:
Choose the right
cut and shape
Fashion:
what is the right colour for this
woman and this particular
situation?
“STYLING”
“Shaping the bodies and minds of women”
www.lingeriestyling.com
3 components of Lingerie Styling
72. Retail investments
- Rigby & Peller
- England:
- 7 stores in and around London
− ‘Bra Fitting’ (Lingerie Styling).
− Turnover 2012: 9,2 m£
− Germany: 9 stores
− Spain: 3 stores
− Denmark : 1 store
- Hong Kong / China : Private Shop
− 22 stores in Hong Kong and China
− Turnover 2012: 6,7 m$
− Joint venture between Getz and Van de Velde
73. Change business model: Marketing-driven
Focus-strategy
• Product: luxury lingerie
• Price Segment
• Distribution channel
• Geographic focus
• Brands instead of private label
74. 1981: Marie Jo 1990: PrimaDonna 1997: Marie Jo L’Aventure
2009: Andres Sarda 2010: PrimaDonna Twist 2014: PrimaDonna Swim
74
Brand policy instead of private label
75. Change business model: Delocalization
Two tendencies
• Centralization of core activities
• Delocalization of production
76. Change business model: Delocalization
Centralization of core activities
• Strategy and policy
• Design
• Purchases (European fabrics)
• Quality control raw materials
• Cutting of the fabric
• Core production Belgium
• Quality control and expedition
78. Change business model: Delocalization
Delocalization of production
– Quality is identical all over the world
“Made in Belgium” has been replaced by “Made by
Marie Jo”
Conditions:
• Detailed preparation of the process
• Strong local management
• Strict compliance rules by headquarters
– SA 8000 (social label)
79. SA8000
Social Accountability 8000
Requirements:
1. No child labour
2. No forced labour
3. Health and Safety
4. Freedom of Association & Right to Collective
Bargaining
5. No discrimination
6. No disciplinary practices
7. Working Hours
8. Remuneration
9. Management Systems
82. Van de Velde: changing organisation
Before: Taylorist organisation
• Centralism, control, hierarchy
• Little room left for HR
• Piece work
• Specialization
• Repetitive work
• Transactional leadership
83. Van de Velde: changing environment
1. Globalisation
2. Fashion driven
3. Difficulties to attract people
84. Evolution towards innovation driven organisation
• Lowering the brainline
• Teamwork
• Polyvalency
• Expanding job content
• Stimulating initiative
• Different reward and compensation systems
85. Evolution towards innovation driven organisation
• Lowering the brainline
• Teamwork
• Polyvalency
• Expanding job content
• Stimulating initiative
• Different reward and compensation systems
• Coaching leadership / transforming Leadership
87. Qualities of good leadership
• Trust
• Integrity
• Empathy
• Ambition
• Optimism
• Authenticity
87
88. Evolution towards innovation driven organisation
• Lowering the brainline
• Teamwork
• Polyvalency
• Expanding job content
• Stimulating initiative
• Different reward and compensation systems
• Coaching leadership / transforming Leadership
• Stimulate enthusiasm and passion
89. Stimulate enthusiasm and passion
• More than job satisfaction
• They do more and go beyond what is called for
(customers, colleagues, organization)
• Welcome rather than resist change
• Willing to go the extra mile
90. Ratio between ‘bevlogen (enthusiastic)’ versus ‘gedistantieerd
(dissociated)’ in average and top companies
8
20
29
50
63
30
Wereldtop Gemiddeld
Bevlogen
Neutraal
Gedistantieerd
91. Stimulate enthusiasm and passion
How to stimulate enthusiasm?
• Decisional authority
• Communication/transparancy
• Strategic information
• Comfort information
• Motivation information
• Community information
• Fair treatment
• Systematic and honest feedback
• Authenticity
92. Stimulate enthusiasm and passion
The best workplace on earth according to employees
1. Let people be themselves
capacity to absorb different skill sets and personalities
2. Unleash the flow of information
radical honesty
94. Stimulate enthusiasm and passion
The best workplace on earth according to employees
1. Let people be themselves
2. Unleash the flow of information
3. Magnify people’s strenghts
4. Stand for more than shareholder value
95. A company is a living entity with different needs
• Fysical level: profit, liquidity, solvability
• Emotional level: loyalty, pride, respect, appreciation
• Mental level: drive (“goesting”)
• Spiritual level: internal and external connectivity
96. Stimulate enthusiasm and passion
The best workplace on earth according to employees
1. Let people be themselves
2. Unleash the flow of information
3. Magnify people’s strenghts
4. Stand for more than shareholder value
5. Show how the daily work makes sense
6. Have rules people can believe in
7. Inspiring goals
97. “If you want to build a ship, don’t drum up people to
collect wood and don’t assign them tasks and work,
but rather teach them to long for the endless
immensity of the sea.”
‘Le Petit Prince’
Antoine de Saint-Exupéry