2015 Global OPEX
Executive Presentation
Rodney Leonard, Director Global OPEX
December 2014
Our 3-5 Year Global Strategy for OPEX will help keep us aligned
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Our global OPEX road map creates the path forward
High Performing
Organization
OPEX Projects &
Skill Building
Site Steering
Committee
•
Site Assessment
•
•
•
•
•
Leadership
Commitment &
Involvement
Understand
the role of the
leader
Allocate
resources
Define goals
•
•
Understand
current state
Baseline
against world
class
Develop gap
analysis
Focus on KPI
& customer
view
•
•
Establish
short term
and long term
OPEX goals
Clarify
accountability
Establish
OPEX
routines to
support goals
(Steering
Committee)
•
•
•
•
Implement
OPEX tools in
problem solving
/ projects
Engage the
associates
Award GB/BB
certifications
Build confidence
and highlight
“wins”
Workplace
Transformation
•
•
•
Demonstrated
sustained
superior
performance
Integrated into
“the way we
work”
OPEX tools used
throughout the
site / enterprise
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Global OPEX Objectives for 2015
1. Create a culture of LEAN thinking
2. Increase problem-solving skills across the enterprise
3. Create a common approach to problem-solving & OPEX
“We should all love efficiency! Taking costs out so that we can invest behind our brands
should give us the same joy as seeing our brands in consumer’s shopping carts. Our work to
make Newell Rubbermaid a lean and efficient company is a critical enabler to our growth and
success. A growing company is a healthy company and a place that can create new
opportunities for our brands and our people.” Michael Polk
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1. Create a culture of LEAN thinking
To create a sustainable OPEX culture we need to incorporate multiple capabilities
Employee
Involvement
Leadership
Development
Consistent
Use of Lean
Six Sigma
Tools
Common
Global
Approach to
OPEX
Each capability compliments and supports the other
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2. Increase problem-solving skills across the enterprise
We will establish a 2-pronged approach to increase or LEAN skill set
INTERNAL TRAINING
(Problem-Solving Skills)
 Plant/Segment OPEX leaders will be
expected to drive the OPEX culture
and LEAN mindset
— Train and coach the plants
associates to use the Lean tools in a
practical/hands on way
— Focus on waste elimination
— Mentor & coach productivity Project
Leaders at the plants
— Make OPEX implementation a
priority
— Empower every associate at each
plant via team oriented continuous
improvement activities.
EXTERNAL TRAINING
(LSS Certification)
 Partner with industry approved
University to develop a NewellRubbermaid curriculum for LSS
certification
— Train OPEX Leaders and a select
group of associates the formal Lean
Six Sigma methodology
— Create LSS process experts to train,
coach, and mentor Project Leaders
of productivity projects
— Lead projects while teaching others
the methodology
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3. Create a common approach to problem-solving & OPEX
Corporate OPEX will align with Segment Productivity targets and other priorities
Segment OPEX Resources to
drive segment specific
initiatives
Segment Team
- Aligned with Operations
- Change Agents in Operations
- Part of the plant leadership team
Corporate OPEX Resources
to drive corporate
initiatives, common
approach , training, &
support the Segments
Centralized Team
- Aligned with Segments
- Ensure Global OPEX common approach
- Training, Coaching, & LSS Cert.
- “Flow to the Field” where/when needed
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Summary / Recap
Three main objectives of the 2015 OPEX Program:
1. Create a culture of LEAN thinking
2. Increase problem-solving skills across the enterprise
3. Create a common approach to problem-solving & OPEX
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