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Category Strategy Deployment - Summit
Category Strategy Deployment - Summit
Category Strategy Deployment - Summit
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The Consultant!<br />
© AberdeenGroup 2012<br />
Avery Dennison Confidential<br />
- 9 -
© AberdeenGroup 2012 - 8 - Houston… We have a problem! OBJECTIVE: Worldwide leader in Value-Added Printable Media Goals Strategies Measures 2006 Tactics and Points of Focus 1. Invest and Grow Superior Branded PMG Net Sales vs. prior year* 1.1 Deliver an exceptional consumer experience every time Printable Media Solutions (a) Improve product quality via QFD/CTQs and updated testing protocols product requirements. (Patel) Net Sales Growth PMG Net Income vs. prior year* (b) Upgrade print enablement solutions and Avery.com. (Phillips) (% prior year) Sponsor - Thompson (c) Provide superior consumer service through CSC and CRM practice. (Bauman) Net Promoter Score 1.2 Develop and launch key product renovations: White Mailing Easy Peel (Chapman), Next Gen. Index Maker (Raskin), Dual Sided Clean Edge (Gleiter) and Durable Fabric Transfer (Glenn) 1.3 Increase investment in consumer awareness via integrated events and drive greater spending effectiveness through test and proven activities. (Isaac) Global Business Development 1.4 Define and develop three global growth platforms and a minimum of six ventures/experiments utilizing global OP growth process and New PMG Sales of $7MM tools. (Carter) Net income growth 2. Manage other categories for BOPWI ROTC% (w/o GW) >=10.5% Marketing (% to prior year) sustainable returns 2.1 Launch Binder specific programs in 2007 that are cost neutral, drive trade-up and result in a year over year revenue increase of 8% in BOPWI EBIT 6.9% vs 6.1 % PY Durable/Heavy Duty and variable margin expansion of 3.5 pts. To 29.5%. (Raskin) Sponsor - Moffa 2.2 Execute 2007 price increase ($6.7MM). Evaluate and decide by 6/07 on a price increase for 2008. (Ladwig) 2.3 Stem the decline in Writing Instrument revenues by driving a limited number of product improvements and sales promotions during BTS in mass market and dollar store accounts. (Raskin) Supply Chain 2.4 Leverage Division wide SKU management process to drive network inventory and space reductions as well as enable increased Plan Direct shipments. (Briskie) 2.5 Deliver ELS projects targeted to save $9MM. (Smigelski) 2.6 Transition to an outsourcing model for O&P sheet protector products by the end of 2007. (Burns) 2.7 Develop internal capabilities for servicing a direct import SC model, initial test and prove project will be an economy weight sheet protector SKU at WM. (Amaya) EVA w/o GW Growth 3. Deliver exceptional value that Branded PMG POS Growth 3.1 Drive growth on branded printable media categories across top seven OPNA customers. (Ladwig) (% prior year) our customers reward Branded PMG Shipment Growth 3.2 Provide great service, as measured by top seven OPNA customer's scorecards. (North) Sponsor - Ladwig Customer Scorecard results 3.3 Deliver 3 major category management projects that drive profitable growth for OPNA. (Bernstein) Binder EBIT % vs PY 3.4 Drive more profitable growth of binders in top seven OPNA customers. (Ladwig) 4. Reduce waste relentlessly Reduce COGS as % Net Sales 4.1 Develop plant-direct shipment capability in all regions to pull out costs. (Briskie) from 62.1% to 61.1% Sponsor -Temple 4.2 Operationalize a SKU segmentation strategy across all businesses. (Hansen) 4.3 Implement the Glovia supply and plant planning initiative with excellence. (Kenney) Deliver One List Savings of 4.4 Accelerate one-list opportunities and create a robust pipeline of future savings opportunities. (Smigelski) $20.4MM 5. Build a highly skilled, motivated, % HP/SP-45% 5.1 Increase leadership accountability on talen and succession via metrics and consisten follow-up. (Alders) and effective organization Roles with RN Successor % - 46% 5.2 Continue to strengthen internal talent & succession via Waves II & III of Foundations of Leadership, improved execution of GPS development Sponsor - Alders plans, and other development initiatives. (Contreras) Employee Morale (%Favorable)-65% 5.3 Continue to leverage ELS philosophy to drive project prioritization, project management, and other enterprise-wide initiatives. (Alders) 5.4 Continue to deliver worldclass safety results. (Loder) RIR = .9 5.5 Communication and action planning based on results of 2006 Employee Opinion Survey. (Williams) OFFICE PRODUCTS NORTH AMERICA OGSM Dept Owner Dept Manager Employees Project Owner Department OGSM Alignment to GPS at All Levels of the Organization 1 – Save Company $ 2 – Increase Terms 3 – Product Value 4 – Increase Efficiency 5 – Org Development PLAN DO CHECK ADJUST Grasp the Condition Project A3 Report Format. Mailing and Filing Block Out Labels Project No: Overall Lead: Overall Status Last Update: Project/Initiative Key Objectives Spending: Budget Actual Latest Estimate Stat* stock materials. Launch white opaque laser and ink jet large size Expense- PD permanent adhesive mailing label skus, without easy peel feature Capital Phase 2: Qualify & launch white opaque perm file folder label sku, Other - Consumer Research using S-490 adhesive and mailing (10 up and lger) using S490 Business Impact Annual This Year Next Year Stat* Phase 3: Determine whether or not the materials and/or Net Sales processes used for the first two phases can be changed to reduce Net Var Margin % costs, without sacrificing performance and appearance Net Income attributes. If so, the new reduced cost LSM(s) will be qualified. Other *Status: 1= On Target, 2 =In Jeopardy, 3= Major Concerns or Miss Major Milestones / Schedule October November December Deliverable Status* 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Qual 2 Trial CBC Product 1 1 3 NALT Update, Go/No Go to Proceed 3 Gate 2 Review - Feasiblity to Qualification 1 3 File Provisional Patent 3 IOUT Results, Validate CBC Option 3 Confirmation Trial Phase 1 Complete New Packaging 1 3 Gate 3 Review, Commercialization 1 *Status: 1= On Target, 2 =In Jeopardy, 3= Major Concerns or Miss 1 -Original / 2 - Current / 3 - Actual Top Deliverables /Tasks Completed last month (11/7/07) Comments Mailing IOUT completed on CBC product and report received CBC product met all decision criteria Printer performance improvement tests successful in reducing defect rate Stepped Down Anvil die demonstrates no sig. difference vs. control, build into spec Production quantity qualification trial completed on CBC product Experienced moisture variation leading to lay flat issues, more testing required In depth process review at CBC Reason for cross web moisture variation still unknown, reviewing data on ovens and remoisturizing process, more learning from product run at Fort Wayne & testing at TJ Initial ADPP Formulation run on Pilot Coater, samples approved for 2 pigmented adhesive sample and 1 pigmented adhesive sample chosen for optimization - pilot further optimization coater 11/2, variable will be coat wt to improve opacity to match CBC ADPP 2 Pigmented dual layer formulation validated on pilot coater Next pilot coater run to determine boundaries on coat wt for dual pigmented layer 11/2, reached targeted opacity, 99.9% opacity Upcoming Deliverables / Tasks - November Responsible Accountable Item Due Rev Due (The Doer) (Who's Shot) Consult Inform Cost Update on ADPP M. Pickner A. Conti S. Butler Team CBC Process Technical Assess K. Kinney S. Butler D. Loree, H. Humes ADPP Pilot Coater Optimization A. Conti S. Butler B. McCarthy, D. Loree Gate 2 Approval U. Tran S. Butler Launch Assessment and timing S. Butler Current Issues and Risks Responsible Due Rev Due Comments / Resolution Need Help Off Press Lay Flat Issues - Moisture variation with CBC product B. McCarthy Indepth process review at CBC in both down web and cross with CBC Qual Further learning at Fort Wayne by 11/9 product was discovered in Oct, Qual 1/Feas 4 Key issue is to determine sustainability Potential risk to current timeline and launch of process at CBC. Can CBC Steering Com consistently control the process Involved. and deliver quality product with minimal scrap Minimize Prebuilts/Maximize BO shelf stock U. Tran Wkly Supply Chain Meetings No low cost solution from ADPP A. Conti June, 2008 Continue to optimize form/ct wt Steering Com Need to understand capital expenseInvolved and feasibility of 2 pig. process at FW Frequency Date Time Core Team and Attendance (Beg. 8/29/07) Meeting Schedule Weekly Wednesday 10:00 am PDT Function Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Overall Lead S. Butler 1 1 1 1 2 1 1 1 1 3 1 Marketing U. Tran 1 1 1 1 2 1 3 1 1 1 1 Supply Chain D. Loree 1 1 1 1 1 1 1 2 1 1 Con Insights S. Sheldon 2 1 2 1 1 1 3 3 1 1 1 NPD B. McCarthy 1 1 1 1 3 1 1 1 3 1 1 Meridian Site Chicopee Site B. Beaudet 1 1 1 1 1 2 1 1 2 1 1 Tijuana Site G. Escalante 2 1 2 1 1 2 1 2 2 1 1 Meridian Site C. Harris 1 2 1 1 1 1 1 1 1 1 1 Juarez Site M. Lopez 2 1 1 1 2 1 1 1 1 2 2 Color Code 1 - Green, attended 2- Red, absent 3 or blank to indicate vacation Steering Committee, Weekly Wed, 11:00-11:30: Frank Smigelski, Jason Santamaria, Jeff Brown, Alan Maule, Ron Briskie, Melissa Chapman Extended Team: FRNA: Karen Kinney, Holly Humes, Andy Kukoly, Andy Conti ADPP: Ken Wolfe, Customer Mkt: Annette Gabele, Nancy Wilbur Quality: Anahit Tataryan, Procurement: Jeff Brown, Mar Borowinski, Plants: Jack Harrison, Canada: Debbie Melancon $1 $2 $550,000 $56.7MM $2 TBD $1 $13,350 TBD $550,000 11/9/07 11/9/07 11/9/07 11/17/07 11/26/07 With 11/9/07 Process On-going $2 $1 $1 $2 68%/70% TBD 11/7/2007 Sarah Butler $58.3MM 72% $14,033 Name Phase 1: Develop & qualify new laser & ink jet compatible label September $1 $1 OBJECTIVE: Be recognized by our customers as an irreplaceable lean supply chain partner Goals Strategies Measures 2006 Tactics and Points of Focus Complete First Time Service Excellence North Line Fill Hansen 1) Collaborate with customers to improve service and reduce costs North Order Hansen Drive service improvement against meaures 2004: 96.8% - Provide great service based on our customer's scorecard 2004: 79.3% that our customers value and reward. 2005: 97.2% - Improve and expand collaborative planning, forecasting & replenishment (CPFR) 2005: 82.1% 2006: 97.4% - Minimize customer fines and compliance charges 2006: 83.0% On Time Delivery Briskie - Collaborate with customers to take waste out of our collective supply chains (ie. Year-end rebate buys) 2004: n/a 2) Synchronize the supply chain to promote unity and standardization Hansen 2005: n/a - Document and enforce common SOP's for raw material and finished goods pull planning 2006: 70.0% - Reengineer the forecast process to focus on activities that add the most value in an ELS environment Supply Chain Costs Cost Leadership Dodson S.C. Cost Variance Dodson - Install Demand Manager % of Net Sales Be the industry leader in cost by 2004: n/a - Improve the accuracy of plant loads 2004: 66.2% Dodson operating a superior value chain 2005: $0.3MM fav. - Implement formal Operations Planning Forums in all businesses to improve communication and performance 2005: 65.2% network with a relentless 2006: $0 - Replace current supply planning systems with an integrated Glovia solution 2006: 62.1 % focus on removing waste and Lean Sigma Savings Smigelski 3) Improve process for managing non-working inventory Hansen improving productivity. 2004: $32.7MM - Improve process for managing non-working inventory. Drive 15% reduction 2005: $28.3MM - Develop and implement SOP's for production smoothing and prebuilds 2006: $24.5MM - Aggressively manage new product introductions ROTC Dodson Superior Asset Performance Inventory Turns Hansen - Conduct monthly inventory review meetings with plants and BU's to ensure we hit targets 2004: 32.3% Provide leadership to OPNA in ROTC 2004: 7.6 turns 4) Drive SC lean implementation and provide leadership at the Enterprise level Gothi 2005: 33.9% performance through aggressive inventory 2005: 8.1 turns - Develop plans and organization structure to implement Lean at the Enterprise level 2006: 36.2% management, effective use of capital and 2006: 7.5 turns - Implement pull processes at all sites to include GTA, set up, lot size and line side supply reduction driving understanding of product costs & Non-Working Inv. $ Hansen - Optimize supply models for suppliers to reduce maximim realease quantity margins. 2004: n/a - Continue focus on manufacturing flexibility and reliability 2005: $39.7MM revised $37.9 - Drive lead time reduction across value chain Hansen 2006: $31.6MM revised $30.4 5) Drive complexity reduction efforts through the business Briskie - Establish next wave finished goods SKU management targets and develop a sustainable execution process Consumer Gothi Enterprise Lean Sigma Leadership Plant Quality Gothi - Develop a robust process and drive raw material part number reductions Complaints Provide leadership to transform the OPNA 2004: 3668 CDPM 6) Partner with the BU's to improve profitability of Binders / O&P / WI segments Burns 2004: 22.0 CPM culture to drive out waste and improve 2005: 2543 CDPM - Deliver key savings initiatives - 1:1 cell deployment, Kiefel replacements & selective Binder/O&P global sourcing 2005: 25.2 CPM operational reliability and flexibility. 2006: 2290CDPM - Ensure flawless execution of BTS through rigorous planning and project management. 2006: 22.0 CPM % of SKU's per day Smigelski - Implement customer profitability enhancement tactics - custom color/2- pack for trade-up, targeted pricing etc. Gothi 2004: n/a 7) Partner with PMG BU to create fast, efficient processes to invest & grow Burns 2005: 9.1% printable media. 2006: 12% - Implement & engrain DFLS principles into our culture to improve our new product launch execution & drive growth faster - Develop & execute NPD priorities: White/Clear EZ peel, Portable electronics, 2-sided CE biz cards & EZ Use Index Maker Organizational Investing in People Haddad % Kaizen Participation Gothi - Implement a robust tooling standardization and management program across all PMG manufacturing Capability Haddad Build a highly skilled, motivated and 2004: n/a 8) Lower the cost of quality and improve the consumer / customer experience Gothi 2004: 27% RN KDR's effective organization, with a culture 2005: 20.7% - Partner with Consumer Quality Experience team to ultimately reduce consumer complaints 2005: 28% RN KDR's of continuous improvement and 2006: 30.0% - Continue focus on the six key quality strategies at all sites 2006: 31% RN KDR's learning. RIR Gothi - Improve communication and response to Customer and Consumer qualtiy issues to the organization 2004: 1.14RIR 9) Drive continued focus on talent development and succession planning Haddad 2004: 31% HP/SP KDR's 2005: 0.78 RIR - Increase organizational leadership capabilities, project management skills and LeanSigma knowledge 2005: 35% HP/SP KDR's 2006: 0.95 RIR - Drive an increased level of formal training and development actions, with emphasis on effective performance management 2006: 40% HP/SP KDR's - Implement a Rewards & Recognition Program that expands employee recognition for excellent performance and results 2006 Supply Chain OGSM Project A3 Report Format. Mailing and Filing Block Out Labels Project No: Overall Lead: Overall Status Last Update: Project/Initiative Key Objectives Spending: Budget Actual Latest Estimate Stat* stock materials. Launch white opaque laser and ink jet large size Expense- PD permanent adhesive mailing label skus, without easy peel feature Capital Phase 2: Qualify & launch white opaque perm file folder label sku, Other - Consumer Research using S-490 adhesive and mailing (10 up and lger) using S490 Business Impact Annual This Year Next Year Stat* Phase 3: Determine whether or not the materials and/or Net Sales processes used for the first two phases can be changed to reduce Net Var Margin % costs, without sacrificing performance and appearance Net Income attributes. If so, the new reduced cost LSM(s) will be qualified. Other *Status: 1= On Target, 2 =In Jeopardy, 3= Major Concerns or Miss Major Milestones / Schedule October November December Deliverable Status* 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Qual 2 Trial CBC Product 1 1 3 NALT Update, Go/No Go to Proceed 3 Gate 2 Review - Feasiblity to Qualification 1 3 File Provisional Patent 3 IOUT Results, Validate CBC Option 3 Confirmation Trial Phase 1 Complete New Packaging 1 3 Gate 3 Review, Commercialization 1 *Status: 1= On Target, 2 =In Jeopardy, 3= Major Concerns or Miss 1 -Original / 2 - Current / 3 - Actual Top Deliverables /Tasks Completed last month (11/7/07) Comments Mailing IOUT completed on CBC product and report received CBC product met all decision criteria Printer performance improvement tests successful in reducing defect rate Stepped Down Anvil die demonstrates no sig. difference vs. control, build into spec Production quantity qualification trial completed on CBC product Experienced moisture variation leading to lay flat issues, more testing required In depth process review at CBC Reason for cross web moisture variation still unknown, reviewing data on ovens and remoisturizing process, more learning from product run at Fort Wayne & testing at TJ Initial ADPP Formulation run on Pilot Coater, samples approved for 2 pigmented adhesive sample and 1 pigmented adhesive sample chosen for optimization - pilot further optimization coater 11/2, variable will be coat wt to improve opacity to match CBC ADPP 2 Pigmented dual layer formulation validated on pilot coater Next pilot coater run to determine boundaries on coat wt for dual pigmented layer 11/2, reached targeted opacity, 99.9% opacity Upcoming Deliverables / Tasks - November Responsible Accountable Item Due Rev Due (The Doer) (Who's Shot) Consult Inform Cost Update on ADPP M. Pickner A. Conti S. Butler Team CBC Process Technical Assess K. Kinney S. Butler D. Loree, H. Humes ADPP Pilot Coater Optimization A. Conti S. Butler B. McCarthy, D. Loree Gate 2 Approval U. Tran S. Butler Launch Assessment and timing S. Butler Current Issues and Risks Responsible Due Rev Due Comments / Resolution Need Help Off Press Lay Flat Issues - Moisture variation with CBC product B. McCarthy Indepth process review at CBC in both down web and cross with CBC Qual Further learning at Fort Wayne by 11/9 product was discovered in Oct, Qual 1/Feas 4 Key issue is to determine sustainability Potential risk to current timeline and launch of process at CBC. Can CBC Steering Com consistently control the process Involved. and deliver quality product with minimal scrap Minimize Prebuilts/Maximize BO shelf stock U. Tran Wkly Supply Chain Meetings No low cost solution from ADPP A. Conti June, 2008 Continue to optimize form/ct wt Steering Com Need to understand capital expenseInvolved and feasibility of 2 pig. process at FW Frequency Date Time Core Team and Attendance (Beg. 8/29/07) Meeting Schedule Weekly Wednesday 10:00 am PDT Function Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Overall Lead S. Butler 1 1 1 1 2 1 1 1 1 3 1 Marketing U. Tran 1 1 1 1 2 1 3 1 1 1 1 Supply Chain D. Loree 1 1 1 1 1 1 1 2 1 1 Con Insights S. Sheldon 2 1 2 1 1 1 3 3 1 1 1 NPD B. McCarthy 1 1 1 1 3 1 1 1 3 1 1 Meridian Site Chicopee Site B. Beaudet 1 1 1 1 1 2 1 1 2 1 1 Tijuana Site G. Escalante 2 1 2 1 1 2 1 2 2 1 1 Meridian Site C. Harris 1 2 1 1 1 1 1 1 1 1 1 Juarez Site M. Lopez 2 1 1 1 2 1 1 1 1 2 2 Color Code 1 - Green, attended 2- Red, absent 3 or blank to indicate vacation Steering Committee, Weekly Wed, 11:00-11:30: Frank Smigelski, Jason Santamaria, Jeff Brown, Alan Maule, Ron Briskie, Melissa Chapman Extended Team: FRNA: Karen Kinney, Holly Humes, Andy Kukoly, Andy Conti ADPP: Ken Wolfe, Customer Mkt: Annette Gabele, Nancy Wilbur Quality: Anahit Tataryan, Procurement: Jeff Brown, Mar Borowinski, Plants: Jack Harrison, Canada: Debbie Melancon $1 $2 $550,000 $56.7MM $2 TBD $1 $13,350 TBD $550,000 11/9/07 11/9/07 11/9/07 11/17/07 11/26/07 With 11/9/07 Process On-going $2 $1 $1 $2 68%/70% TBD 11/7/2007 Sarah Butler $58.3MM 72% $14,033 Name Phase 1: Develop & qualify new laser & ink jet compatible label September $1 $1 Project A3 Report Format. Mailing and Filing Block Out Labels Project No: Overall Lead: Overall Status Last Update: Project/Initiative Key Objectives Spending: Budget Actual Latest Estimate Stat* stock materials. Launch white opaque laser and ink jet large size Expense- PD permanent adhesive mailing label skus, without easy peel feature Capital Phase 2: Qualify & launch white opaque perm file folder label sku, Other - Consumer Research using S-490 adhesive and mailing (10 up and lger) using S490 Business Impact Annual This Year Next Year Stat* Phase 3: Determine whether or not the materials and/or Net Sales processes used for the first two phases can be changed to reduce Net Var Margin % costs, without sacrificing performance and appearance Net Income attributes. If so, the new reduced cost LSM(s) will be qualified. Other *Status: 1= On Target, 2 =In Jeopardy, 3= Major Concerns or Miss Major Milestones / Schedule October November December Deliverable Status* 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Qual 2 Trial CBC Product 1 1 3 NALT Update, Go/No Go to Proceed 3 Gate 2 Review - Feasiblity to Qualification 1 3 File Provisional Patent 3 IOUT Results, Validate CBC Option 3 Confirmation Trial Phase 1 Complete New Packaging 1 3 Gate 3 Review, Commercialization 1 *Status: 1= On Target, 2 =In Jeopardy, 3= Major Concerns or Miss 1 -Original / 2 - Current / 3 - Actual Top Deliverables /Tasks Completed last month (11/7/07) Comments Mailing IOUT completed on CBC product and report received CBC product met all decision criteria Printer performance improvement tests successful in reducing defect rate Stepped Down Anvil die demonstrates no sig. difference vs. control, build into spec Production quantity qualification trial completed on CBC product Experienced moisture variation leading to lay flat issues, more testing required In depth process review at CBC Reason for cross web moisture variation still unknown, reviewing data on ovens and remoisturizing process, more learning from product run at Fort Wayne & testing at TJ Initial ADPP Formulation run on Pilot Coater, samples approved for 2 pigmented adhesive sample and 1 pigmented adhesive sample chosen for optimization - pilot further optimization coater 11/2, variable will be coat wt to improve opacity to match CBC ADPP 2 Pigmented dual layer formulation validated on pilot coater Next pilot coater run to determine boundaries on coat wt for dual pigmented layer 11/2, reached targeted opacity, 99.9% opacity Upcoming Deliverables / Tasks - November Responsible Accountable Item Due Rev Due (The Doer) (Who's Shot) Consult Inform Cost Update on ADPP M. Pickner A. Conti S. Butler Team CBC Process Technical Assess K. Kinney S. Butler D. Loree, H. Humes ADPP Pilot Coater Optimization A. Conti S. Butler B. McCarthy, D. Loree Gate 2 Approval U. Tran S. Butler Launch Assessment and timing S. Butler Current Issues and Risks Responsible Due Rev Due Comments / Resolution Need Help Off Press Lay Flat Issues - Moisture variation with CBC product B. McCarthy Indepth process review at CBC in both down web and cross with CBC Qual Further learning at Fort Wayne by 11/9 product was discovered in Oct, Qual 1/Feas 4 Key issue is to determine sustainability Potential risk to current timeline and launch of process at CBC. Can CBC Steering Com consistently control the process Involved. and deliver quality product with minimal scrap Minimize Prebuilts/Maximize BO shelf stock U. Tran Wkly Supply Chain Meetings No low cost solution from ADPP A. Conti June, 2008 Continue to optimize form/ct wt Steering Com Need to understand capital expenseInvolved and feasibility of 2 pig. process at FW Frequency Date Time Core Team and Attendance (Beg. 8/29/07) Meeting Schedule Weekly Wednesday 10:00 am PDT Function Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Overall Lead S. Butler 1 1 1 1 2 1 1 1 1 3 1 Marketing U. Tran 1 1 1 1 2 1 3 1 1 1 1 Supply Chain D. Loree 1 1 1 1 1 1 1 2 1 1 Con Insights S. Sheldon 2 1 2 1 1 1 3 3 1 1 1 NPD B. McCarthy 1 1 1 1 3 1 1 1 3 1 1 Meridian Site Chicopee Site B. Beaudet 1 1 1 1 1 2 1 1 2 1 1 Tijuana Site G. Escalante 2 1 2 1 1 2 1 2 2 1 1 Meridian Site C. Harris 1 2 1 1 1 1 1 1 1 1 1 Juarez Site M. Lopez 2 1 1 1 2 1 1 1 1 2 2 Color Code 1 - Green, attended 2- Red, absent 3 or blank to indicate vacation Steering Committee, Weekly Wed, 11:00-11:30: Frank Smigelski, Jason Santamaria, Jeff Brown, Alan Maule, Ron Briskie, Melissa Chapman Extended Team: FRNA: Karen Kinney, Holly Humes, Andy Kukoly, Andy Conti ADPP: Ken Wolfe, Customer Mkt: Annette Gabele, Nancy Wilbur Quality: Anahit Tataryan, Procurement: Jeff Brown, Mar Borowinski, Plants: Jack Harrison, Canada: Debbie Melancon $1 $2 $550,000 $56.7MM $2 TBD $1 $13,350 TBD $550,000 11/9/07 11/9/07 11/9/07 11/17/07 11/26/07 With 11/9/07 Process On-going $2 $1 $1 $2 68%/70% TBD 11/7/2007 Sarah Butler $58.3MM 72% $14,033 Name Phase 1: Develop & qualify new laser & ink jet compatible label September $1 $1 Project A3 Report Format. Mailing and Filing Block Out Labels Project No: Overall Lead: Overall Status Last Update: Project/Initiative Key Objectives Spending: Budget Actual Latest Estimate Stat* stock materials. Launch white opaque laser and ink jet large size Expense- PD permanent adhesive mailing label skus, without easy peel feature Capital Phase 2: Qualify & launch white opaque perm file folder label sku, Other - Consumer Research using S-490 adhesive and mailing (10 up and lger) using S490 Business Impact Annual This Year Next Year Stat* Phase 3: Determine whether or not the materials and/or Net Sales processes used for the first two phases can be changed to reduce Net Var Margin % costs, without sacrificing performance and appearance Net Income attributes. If so, the new reduced cost LSM(s) will be qualified. Other *Status: 1= On Target, 2 =In Jeopardy, 3= Major Concerns or Miss Major Milestones / Schedule October November December Deliverable Status* 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Qual 2 Trial CBC Product 1 1 3 NALT Update, Go/No Go to Proceed 3 Gate 2 Review - Feasiblity to Qualification 1 3 File Provisional Patent 3 IOUT Results, Validate CBC Option 3 Confirmation Trial Phase 1 Complete New Packaging 1 3 Gate 3 Review, Commercialization 1 *Status: 1= On Target, 2 =In Jeopardy, 3= Major Concerns or Miss 1 -Original / 2 - Current / 3 - Actual Top Deliverables /Tasks Completed last month (11/7/07) Comments Mailing IOUT completed on CBC product and report received CBC product met all decision criteria Printer performance improvement tests successful in reducing defect rate Stepped Down Anvil die demonstrates no sig. difference vs. control, build into spec Production quantity qualification trial completed on CBC product Experienced moisture variation leading to lay flat issues, more testing required In depth process review at CBC Reason for cross web moisture variation still unknown, reviewing data on ovens and remoisturizing process, more learning from product run at Fort Wayne & testing at TJ Initial ADPP Formulation run on Pilot Coater, samples approved for 2 pigmented adhesive sample and 1 pigmented adhesive sample chosen for optimization - pilot further optimization coater 11/2, variable will be coat wt to improve opacity to match CBC ADPP 2 Pigmented dual layer formulation validated on pilot coater Next pilot coater run to determine boundaries on coat wt for dual pigmented layer 11/2, reached targeted opacity, 99.9% opacity Upcoming Deliverables / Tasks - November Responsible Accountable Item Due Rev Due (The Doer) (Who's Shot) Consult Inform Cost Update on ADPP M. Pickner A. Conti S. Butler Team CBC Process Technical Assess K. Kinney S. Butler D. Loree, H. Humes ADPP Pilot Coater Optimization A. Conti S. Butler B. McCarthy, D. Loree Gate 2 Approval U. Tran S. Butler Launch Assessment and timing S. Butler Current Issues and Risks Responsible Due Rev Due Comments / Resolution Need Help Off Press Lay Flat Issues - Moisture variation with CBC product B. McCarthy Indepth process review at CBC in both down web and cross with CBC Qual Further learning at Fort Wayne by 11/9 product was discovered in Oct, Qual 1/Feas 4 Key issue is to determine sustainability Potential risk to current timeline and launch of process at CBC. Can CBC Steering Com consistently control the process Involved. and deliver quality product with minimal scrap Minimize Prebuilts/Maximize BO shelf stock U. Tran Wkly Supply Chain Meetings No low cost solution from ADPP A. Conti June, 2008 Continue to optimize form/ct wt Steering Com Need to understand capital expenseInvolved and feasibility of 2 pig. process at FW Frequency Date Time Core Team and Attendance (Beg. 8/29/07) Meeting Schedule Weekly Wednesday 10:00 am PDT Function Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Overall Lead S. Butler 1 1 1 1 2 1 1 1 1 3 1 Marketing U. Tran 1 1 1 1 2 1 3 1 1 1 1 Supply Chain D. Loree 1 1 1 1 1 1 1 2 1 1 Con Insights S. Sheldon 2 1 2 1 1 1 3 3 1 1 1 NPD B. McCarthy 1 1 1 1 3 1 1 1 3 1 1 Meridian Site Chicopee Site B. Beaudet 1 1 1 1 1 2 1 1 2 1 1 Tijuana Site G. Escalante 2 1 2 1 1 2 1 2 2 1 1 Meridian Site C. Harris 1 2 1 1 1 1 1 1 1 1 1 Juarez Site M. Lopez 2 1 1 1 2 1 1 1 1 2 2 Color Code 1 - Green, attended 2- Red, absent 3 or blank to indicate vacation Steering Committee, Weekly Wed, 11:00-11:30: Frank Smigelski, Jason Santamaria, Jeff Brown, Alan Maule, Ron Briskie, Melissa Chapman Extended Team: FRNA: Karen Kinney, Holly Humes, Andy Kukoly, Andy Conti ADPP: Ken Wolfe, Customer Mkt: Annette Gabele, Nancy Wilbur Quality: Anahit Tataryan, Procurement: Jeff Brown, Mar Borowinski, Plants: Jack Harrison, Canada: Debbie Melancon $1 $2 $550,000 $56.7MM $2 TBD $1 $13,350 TBD $550,000 11/9/07 11/9/07 11/9/07 11/17/07 11/26/07 With 11/9/07 Process On-going $2 $1 $1 $2 68%/70% TBD 11/7/2007 Sarah Butler $58.3MM 72% $14,033 Name Phase 1: Develop & qualify new laser & ink jet compatible label September $1 $1 Owner SW DC CONSOLIDATION METRICS SUMMARY # DELIVERABLE OWNER BACKUP FEB MAR APR MAY JUN JUL 1 Zero transition related injuries Towles Data (1) yellow yellow yellow yellow 2 Non-disruptive transition for customers including maintaining 93% on-time delivery and 98% unadjusted fill rate for SW region Lawrence Data (2) green green green green 3 Customer compliance performance maintained at: Penalties / Fines < .03% of sales; Shortages
The Consultant! © AberdeenGroup 2012 Avery Dennison Confidential - 9 -
- Page 1 and 2: © AberdeenGroup 2012 Strategy Depl
- Page 3 and 4: Avery Dennison Materials Procuremen
- Page 5 and 6: Before we get started….. some def
- Page 7: The Problem: Strategic Proliferatio
- Page 11 and 12: Step 1: Strategic Statement “What
- Page 13 and 14: Step 3: Current and Future State of
- Page 15 and 16: Step 5: This Year’s (Updated) Str
- Page 17 and 18: Step 7: Stakeholder Review and Appr
- Page 19 and 20: The Results Mission Accomplished…
- Page 21 and 22: Thank you John M. Klein Global Vice
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