1. Agenda Introduction of YOU–
Agenda
Introduction of YOU
The OpEx-Approach incl. example + tools & techniques used
OpEx Project - Live Example •

2. Introduction 1
OpEx Project - Live Example •

3. YOU, a hands on & pragmatic PM with more then 13 years experience in providing sustainable results
1. Summary of Status, Skills,Tools and Industries
52 years old, living in MyTown
Change oriented OpEx Project Manager with a strong combination of excellent change and implementation skills and a hands on mentality. Language skills; fluent in English and Klingon with basic Spanish and Romulan.
Gained also strategic and administrative optimization skills due to past 3 years of work within business transformation programs at XYZ
Overall XX years of working experience in project- and program management, business transformation, process improvement, production and maintenance efficiency optimization and with the sustainable implementation of operational change programs
Worked across a number of different industries including Pharmaceuticals, Chemicals, Oil & Gas, Metals & Mining, Manufacturing, Construction and Automotive. Employers include: Cool Company, Big Company, and Mega-Awesome Company.
Strong track-record of delivering bottom line results while managing multicultural teams in cross border projects and an ability to transfer knowledge to clients and coach / influence on management level
Certificates: Six Sigma Black Belt, MTM Practitioner, Instructor for trainees & apprentices (IHK)
2. Professional Experience and Education
3. Key Projects / Deliverables
Manager, Business Transformation Group, Focus on business process optimization & lean administration, Mega-Awesome Company
APM, led and was involved in many OPEX analysis, projects and programs for clients across the globe spanning many sectors and ranging from local single site programs to global multi-site, multi-country projects, Cool Company
Project Manager After-Sales Logistics, Focusing on Warehouse Optimization an MTM Implementation in Klingon After-Sales-Logistic Centers (LCs) of the Big Company
Consultant Marketing, After-Sales ,Service Tools, Agile Company
Master of Business Administration, Starfleet University for business administration & international Entrepreneurship, Rigil-7, Postgraduate Study in Cooperation with Generous Company
Diplom-Betriebswirt, University of Cooperative Education Mannheim, Apprentice position at MyFirstJob Company
Currently involved in a major global business transformation program with the target to optimize the contact to cash (C2C) procedures within the global network
Responsible for running large operational improvement implementation projects in various industries and delivered in total over $12m financial benefits for clients
Increased the OEE by 20% in average during a huge OPEX Program (chemical industry) using SMED and further lean techniques and optimized a packaging department including realized savings of $15m (FMCG industry)
Developed, designed and implemented a Management Control- & Reporting System (MCRS) for clients in the Metals & Mining, Chemical, Construction and FMCG industry during operational improvement and change projects
Implemented a Stage Gate Model in order to optimize the preparation, planning, and realization of CAPEX projects resulting in savings of $3.5m (Metals & Minding)
Realized annual savings of $3.15m through maintenance and contractor cost reduction and production optimization during a huge OPEX Program
Successfully implemented MTM and executed continuous improvement programs in different European Logistic Centres for the Zoom Company (automotive industry)

4. 1. Summary of Status, Skills, Tools & Industries
52 years old, long-time resident of MyTown.
Change oriented operational PM (Project Manager) with a strong combination of excellent change & implementation skills and a hands on mentality.
Gained business process improvement skills due to my work as Manager for the Business Transformation Group
Overall more then 13 years of experience in project- and program management, business transformation, process improvement, production and maintenance efficiency optimization and with the sustainable implementation of operational change programs
Worked across a number of different industries including Pharmaceuticals, Chemicals, Oil & Gas, Metals & Mining, Manufacturing, Construction and Automotive.
Strong track-record of delivering bottom line results while managing multicultural teams in cross border projects and an ability to transfer knowledge to the client by coaching or training of stakeholders or staff
Certificates: Six Sigma Black Belt, MTM Practitioner, Instructor for trainees & apprentices (IHK)

5. 2. Professional Experience
Manager Process Optimization, Business Transformation Group, Focus on business improvement,
MegaAwesome Company
APM, led and was involved in many OPEX analysis, projects and programs for clients across the globe
spanning many sectors and ranging from local single site programs to global multi-site, multi-country
projects, Cool Company
Manager Industrial Engineering After-Sales Logistics, Focusing on Warehouse Optimization,
CIP and MTM Implementation in German After-Sales-Logistic Centers (LCs) of the Big Company
Junior Consultant Marketing, After-Sales, Special Service Tools, MidMarket Company
Master of Business Administration, Steinbeis University for business administration & international
Entrepreneurship, Rigil-7, Postgraduate Study in Cooperation with Generous Company
Bachelor’s Degree, University of Academia, School of Hard Knocks
Apprentice Position, LearnWhileDoing Company, (Member of Transition Group)

6. 3. Key Projects / Deliverables - OpEx / Lean & Change-Projects
Currently involved in a major global business transformation program within the MegaCool Company. The target is to optimize / standardize the contact to cash (C2C) processes within the global MegaCool network
Responsible for running large operational improvement projects for Big Company as project leader or program workstream lead in various industries and delivered in total over $12m financial benefits for clients
Main areas of focus are Production Optimization, Implementation of Management Control & Reporting Systems including the definition of suitable KPIs and Maintenance Optimization
Increased the OEE by 20% in average during a huge OPEX Program (chemical industry) using SMED and further lean techniques and optimized a packaging department including realized savings of $15m (FMCG industry)
Significantly increased the preventive maintenance tasks from 15% to 65% by implementing an effective preventive maintenance planning process for Fitters including RACI (FMCG industry)
Developed, designed and implemented a Management Control- & Reporting System (MCRS) for clients in the Metals & Mining, Chemical, Construction and FMCG industry during operational improvement and change projects
Implemented a Stage Gate Model and new invest process in order to optimize the preparation, planning, and realization of CAPEX projects resulting in savings of $3.5m (Metals & Minding)
Realized annual savings of $3.15m through maintenance, contractor cost reduction and production optimization during a huge OPEX Program
Successfully implemented MTM and executed continuous improvement programs in different European Logistic Centres for the Zoom Company (automotive industry)

7. Summary - 10 primary reasons why I‘m the right person for you to enable change
Double asset because of experience in leading enterprise wide business transformation projects (focus on business process optimization) and my experience in leading operational excellence projects with shopfloor implementation focus -> Very flexible
Working Experience in Industry (SmallMfg Group, Logistics Company) and as well OpEx Consulting experience (GoodSyze Consulting Company) -> Overall 13 years of working experience
Got hands on mentality -> The pragmatic “Shopfloor-Manager” – I’m working towards results bottom up involving the Shopfloor-staff and the Management during Multi-Site and Cross functional projects in order to drive operational change through business improvement using relevant lean management tools and practices
Designed and implemented already customized solutions end to end and executed transformation & change projects for top companies across Europe with a proven track record for project execution OTIF (On time in full)
Sales & Analysis experience due to participation in various proposals and beauty contests. Already involved in various analysis and created business cases + designed project definitions including relevant Workstreams
Strong practical lean knowledge and set of tools (5S, SMED, Six Sigma tools, RACI, RCA, FMEA etc.) and created my own tool-set and training database in order to be able to focus on a great variety of topics
Can easily transfer best practise & lean knowledge throughout the organization because of excellent training & coaching skills and moderation of plenty (> 70) workshops to train the trainers or the operations staff in different industrial sectors (FMCG, Pharma & Chemicals, Industrial Manufacturing, Automotive)
Strong skills in leading people during Multi-Site and Cross functional projects in order to drive operational change through business improvement using relevant lean management tools and practices
Flexible and able to travel up to 5 days a week
Expected short onboarding time

8. The OpEx Project Approach – Involving the people2
OpEx Project - Live Example •
OpEx Project - Live Example •

9. Project - Execution Modell Overview Phases & Content
Project Initialization
Project Execution
Project Sustainability
Analyze
Design / Concept
Install
Implement
Sustain
Content of Phase:
Identify areas of improvement and customer requirements
Execute focus Interviews DILOS etc. -> conduct Analysis on focus areas (e.g. Maintenance)
Description of the As-Is and development of to-be Situation
Definition Roadmap Business Case and Targets
Define Project-scope (scope of analysis),
Identify potential Milestones
Set up the Teams
Identify Stakeholders Project risks
Get agreement of Site Mgmt.& Global Lead
Content of Phase:
Structure and operationalize targets
Define criteria for Measurement (KPIs)
Set up work packages & start working (Kick Offs)
Develop To-Be Processes (e.g. loss accounting process for OEE losses)
Develop structure of to-be Management Control & Reporting System
Develop concept for To be Organization / Processes Roles & Responsibilities (RACI)
Define detailed concept and conduct preparation for pilot
Develop training plan
Coaching of shopfloor members & teamlead
Content of Phase:
Develop detailed Roadmap & Strategy for Implementation
Installation of To-Be MCRS, Processes, KPIs, Meetings, SOPs
Establish new defined Roles & Responsibilities
OEE Measurement installed
Training packages delivered to the staff
Preparation of the implementation Phase
Pilot trainings executed
Execution of the Installation of new defined, processes, systems and behaviors within a pilot (test unit)
Follow clear roadmap for change management
Content of Phase:
Roll-Out of new developed and tested systems, technologies, and processes in all units / plants
New RACI implemented
Implementation of change management concept
Optimization of Interfaces between departments (e.g. Production and Maintenance) executed
Continuous Improvement Loops (DADA) implemented
Loss accounting and RCA implemented
New Meeting structure according to to-be MCRS incl. The right KPIs implemented
Content of Phase:
Definition of past-project-governance
Ensure Sustainability of Improvement Loops
Define Reviews / Audits in order to follow up on mid / long term targets
Define Reviews for target Measurement
Evaluate Business Case Target (Performance)
Execute Lessons-Learned session
Documentation of open points
Agreement on solving open points (how & who)
Conduct project closing report
Project Management Report in Management Meetings, Quality Management, Project Controlling; Project Status Report, Support on Tools, Tactics and Methodologies
OpEx Project - Live Example •

10. Project – Approach: OpEx execution based on the needs of the company
Project Initialization
Project Execution
Project Sustainability
Analyze
Design / Concept
Install
Implement
Sustain
Operational Excellence
Cost savings, Increased Output, Reduction of Waste, Quality improvements, Effectiveness and Efficiency
Maintenance
Production
Innovation
(R&D)
Sales & OP
Corporate
Functions
(HR,
Procurement
etc.)
Lean Management, Kaizen, Six Sigma, Process Optimization
Training & coaching of staff at all levels
Management commitment, leadership & people engagement
We use selected tools, techniques and tactics tailored to the client needs and consider behavioral change aspects in order to achieve measureable and sustainable results

11. Focus on processes, systems and people in order to enable behavioral change & sustainable results
Problem solving processes
Statistical process capability evaluation
Fact based improvements
Project Management
BEHAVIORAL CHANGE
SUSTAINABLE
SYSTEM
Collaboration vs. Competition
Clear & transparent decision making
Common language
Clear Goals
Structured problem solving
Consistent accountability and disciplines
RESULTS
Decision making System
Functional and integrated Management Control & Reporting System with integrated KPIs
Shop floor level visual management $
Improved Processes
Operational benefits
Continuous Improvement structure and culture
Enhanced CI capability
PEOPLE
Roles and responsibilities
CI training & Coaching
People Development
Knowledge Utilization & best practices
The Approach: Fundamentally changed behaviours of people working in compliance with new installed processes, systems and organizational structures. Convinced of the common work and therefore sustaining the change
OpEx Project - Live Example •

12. Every organization will need to go through a change process to achieve sustainable results!
Experience & Reflection
Developing
Practice & Learning
Performing
‘Ownership’
take-over
giving
engaging
Usage
pride
contributing
self
confidence
cautiously
cooperating
positive
hopeful
watching
Compliance
mistrust
uncertainty
protecting
Understanding
disbelief
withdrawing
Acceptance
angry
Prozedural Change
Behavioural Change
Cultural Change
OpEx Project - Live Example •

13. Change Management is vital for any programs success–
Change Management is vital for any programs success
CHANGE
PROGRAM
ACTIVITIES
Execute activities to plan,
design, implement & sustain the
change
ORGANISATIONAL
EMPATHY
Understand & adapt the
change program to
SPE ’ s
culture
INDIVIDUAL
Help individuals in SPE to
deal with the emotional,
rational & political sides of
What is
done?
How is it
CHANGE MANAGEMENT
ORGANISATIONAL READINESS
change program to Cadbury’s
Help individuals to
We need concrete actions, change and business engagement across all Sites, for the transformation driven to take place. Without change of people’s behavior no change will happen
OpEx Project - Live Example • 4

14. We focus on a day by day implementation working closely with the people at all levels from Shopfloor to the Top-Management
Approach
Planning & scheduling
Integration of results
Milestones & action logs
Communication & escalation
Aspiration
Project Management
Corporate
Results
Sustainable
OpEx Lead
Precise
Tools / Structure
CI Expert Focus
Analysis of existing data & information
Test against the reality
Proceed own studies
Definition of a business case
Design of an implementation project and execute
Fact based
Decisions
Methods and Tools
Tailored
Behaviour
Result focused
Reality

15. Example – OpEx Project Target (Example) Key Issues Actions
How we did it?
Tools & Techniques used
Reduction of annualized Maintenance & Packaging department cost 0f X.X Mio. € in all plants by improving Maintenance efficiency, effectiveness and product changeover times while using selected tools for OpEx improvement
Shift handovers not executed properly
No Management Control & Reporting System bottom up including the right KPIs in place*
Maintenance planning system including PPM, Routines and planed corrective actions not in place
Weekly planning and gatekeeping not efficient
Work preparation not optimal
Lack of Supervision on Shopfloor
High no. of short stops on packing machines Competence Matrix for fitters not in place
Contractor Work placement unclear
Many “non moved” Spare parts stored
Lost packaging time due to many changes in the PCO planning
Lost time during Changeovers execution
Lost availability due missing of cleaning supervision
Integrated PCO Planning missing
Bulk not on the right quality level
Improve Shopfloor Leadership
Improve Quality of bulk
Improve Competence Levels of Operators
Solve Issues / Root causes for Shortstops on defined machines
Implement SOPs in defined lines
Reduce manning per line & implement job rotation
Reduce response time of fitters on machines
Install & Implement a sufficient maintenance planning system
Define, Install and Implement an MCRS
Definition & Measurement of the right KPIs
Install loss accounting process for OEE loss and continuously visualized OEE Measurement
Drive cultural and behavior change
Higher the percentage of planed PPM actions and planed Routines
Reduce Contractor cost
Reduce Spare Part cost
Reduce Changeover times
Optimization of Interfaces between production and Maintenance (planning aligned)
Reduce cleaning times on packing machines
Train fitters
Visualize OEE Measurement on each packaging machine
FMEA on all packaging machines executed,
Root Causes Analysis conducted and task force to eliminate the root causes installed
Pilot installation of new Maintenance Planning System in one building and implementation in all buildings done afterwards
Create tool in order to follow on Fitters Response and Repair times
Create maintenance routines for all machines
Installation of Shopfloor monitors in order to visualize the OEE per machine
Proper Shift handovers installed, RACI Matrix installed to define clear Roles & Responsibilities
Implementation of a job rotation system in the packaging department
Management Control & Reporting System implemented
Weekly KPIs measured and discussed in new installed CI meetings within an MCRS framework in order to enable performance optimization loop
SOPs on all machines defined & agreed
Focus on right training of fitters after new installed competence matrix showed gaps
Contractor Costs reduced by renegotiation of contracts ,integrated planning , less contractor waiting times on machines & installation of new authorization process in for contractor assignments
Spare Part analysis executed and significantly reduced no. of items on stock.
SMED Analysis (including Video study) executed after election of most critical machines (based on Pareto analysis)
Install Cleaning Supervisor resulting in reduced cleaning times on machines before & during changeover execution
Implemented Short Interval Controls on Shopfloor Management
Stakeholder Analysis
SIPOC
DILO Studies (Day in the life of to evaluate NVA times)
Focus Interviews
Failure Measurement System
Histogram
Fishbone diagrams
SMED Analysis
PARETO diagrams
Failure Mode Effects Analysis (FMEA)
Root Cause Analysis (RCA)
Process flows
PDCA Cycle
CI Meetings conducted according to TOR (Terms of references)
Meeting Effectiveness Measurement - Tool
Different Brainstorming techniques
5 Whys 5S
Control Charts
Stock & run Rate Optimizer
Shopfloor Management
Short Interval Control
KPIs installed (Maintenance e.g. MTTR, MTBF etc.)
MCRS (Management Control & Reporting System) implemented
Maintenance planning system implemented (incl. contractor works, planed preventive actions & routines)
Shopfloor Visualization
OpEx Project - Live Example • 23

16. Other Example – Project Pharma-/Chemicals
Benefits
Work streams
Main Issues
Actions
Annualized Maintenance cost reduction of X.XX Million EUR by improving efficiency +
Annualized Maintenance contractor cost reduction of X.XX Million EUR
Annualized reduction of Production cost of X.XX Million EUR
by PCO improvements
Increase equipment Reliability
Maintenance Planning process implementation
Contractor Cost reduction and implementation of new contractor strategy
Product Changeover process optimization
Every building has its individual Preventive Maintenance plan
IER process does not work properly
Weekly planning of Maintenance tasks and gatekeeping not efficient
Work preparation not optimal & lack of supervision during execution
Only a view preventative Maintenance actions are planed
Do it yourself SOPs missing
Skill Matrix / authorization process not in place
Contractor work placement unclear, supervision insufficient
Outsourcing of activities to the fire brigade
Many changes in the PCO planning and high PCO Cost
Gatekeeping for chemical changes not in place
Time management missing, high administration
Insourcing of certain activities
Create transparency in PPM plans over all buildings
Review reason / necessity for preventive maintenance
Adjust PPM intervals
Install continuous improvement loop
Perform cost driver analysis + follow up
Close IER solve loop, link to asset utilization (AU)
Define Best Practice for week planning and standardize for all buildings
Improve gatekeeping including KPI´s
Match required capacity with current capacity
Link weekly planning to preventive maintenance & PCO and optimize planning process (Higher Efficiency)
Prepare work order properly
Make tasks clear and all tools available in time
Install walking tours with Short Interval Control
Install continuous improvement loop by comparing actual to planned hours
Define clear skill matrix for contractor work
Develop and install approval process for contractor work
Regular check of long-term contracts (LV)
Adjust Roles and Responsibilities
Clarify and optimize different versions of contractor work
Free-up time of supervisors
Introduce short interval control (supervision forms)
Consolidation of warehouses - (from 700 to 7)
Identify additional work for fire fighters
Visualize effect of changing production plan (cost transparency)
Create a stable production plan environment for better PCO planning (S&OP)
Install gatekeeping for chemical process, chemical engineering, HAZOP actions
Fix the freeze dates for Kick-off and flow sheet
Include hour estimations in set-up lists
Regular control of progress with own supervisors
Integration Planning Maintenance - PCO
PMS, KPI´s, Change control B700
Multi-skilled personal
Standardized start-up for all plants (improvement points)
OpEx Project - Live Example •

17. Example – OpEx Project Tools & Techniques I
Use during the project
Benefit of usage
Stakeholder Analysis Template
To identify the right Stakeholders, measure their impact on the project results and the position vs. the project
TO define actions based on impact / position of Stakeholders
Secure of Stakeholder Engagement during the project
DILO Studies
(Day in the life of)
Conducted on Fitters
Conducted on Cleaning Team
Conducted on Operators
Find out the % of NVA time and define actions to reduce wasted time
Failure Measurement System (List)
Installed a simple system on the shopfloor in order to measure the # of failures on machines, categorize them and evaluate the time loss per failure (e.g. short stop)
We measured the No. of failures & Categorized them
The counting of failures is basis for RCA/FMEA and for Measurement of KPIs
Histogram
Used the technique to measure the stability of the bulk quality
Identify deviations from the standard
Fishbone (Ishikawa) diagrams / RCA
To break down (in successive layers of detail) root causes that potentially contribute to a particular effect on the problems of the packaging machines.
5 Why’s as questioning technique used
Identified Root Causes for existing problems on machines
PARETO diagrams
Used to identify the most critical machines for changeover improvements (On which machines does it make sense to conduct the SMED studies)
Identify the most critical machines (80/20 rule) for the SMED studies
FMEA
Assessed potential failure mechanisms, failure modes and their impact on system operation, resulting in a list of failure modes ranked according to the seriousness of their system impact and likelihood of occurrence.
Early identification and elimination of potential failure modes on production machines
Improve production yield
SMED Analysis
Conducted SMED (Single Minutes Exchange of Die) Analysis on most critical machines in order reduce NVA in the product changeover process an enable machines to start-up faster.
To achieve a significantly higher availability of machines reached resulting in an OEE improvement
Process flows /Swim lane (VISIO) diagrams
To map the as is authorization process for contractor assignments and develop a new authorization process which was installed to reduce work done by contractors
Strict approval process before engagement of contractors resulting in less money spend for contractors although the work can be done by own staff
OpEx Project - Live Example •

18. Example – OpEx Project Tools & Techniques II
Use during the project
Benefit of usage
PDCA Cycle
Technique was used to higher the quality of the bulk. Step by step after trying different possibilities for changes and evaluating them in the weekly “CI meetings”
Sustainable implementation of MTC planning system
Higher bulk quality
5 S
Trained Fitters and other blue collars on the 5s in order to save time during and before starting repair works (e.g. tools are now always prepared before etc.)
Reduced waste time of fitters
Stock & run Rate Optimizer
Used in order to analyze the Warehouses for Non moving parts and in order to fin d out the optimum run rate
Optimized Warehousing Space
Reduced parts on Stock
Define the optimum run rate
Brainstorming techniques / 5 Whys
Used in CI meetings to gather improvement ideas of the staff
Also used (besides the 5Why’s) in order to find the root causes for failures and to gather ideas to reduce the changeover times (besides conducting SMED analysis)
Clustered Ideas of Improvement and for changeover time reduction
Clustered Root Causes
SIC
Short Interval Controls implemented for Audit of Meetings
Higher Meeting efficiency
MCRS / KPIs
Implemented an bottom up Management Reporting System including the right Meeting structure and the right KPIs
Meetings according to a Continuous Improvement Loop are in place
Meetings for planning and comparison of As-Is vs. To-Be data are in place for all Maintenance and Packaging departments resulting in a valid management reporting
Shopfloor Visualization
Used in order visualize Key KPIs on the Shopfloor level
We installed monitors measuring the OEE and showed the actual pan vs. Is Outputs to the Shopfloor people.
KPIs visible to the staff resulting in a change culture in which all people feel involved and focusing on the improvement targets
Shopfloor Leadership optimization
We increased the amount of time the Team-Leaders are visible on the Shopfloor
Coaching the Department & Team Leadership
Better understanding of problems
More awareness on the Shopfloor
OpEx Project - Live Example •

19. Thank You
OpEx Project - Live Example •