21/05/2014

Good morning ladies and gentlemen.

We are honoured to represent today the Science and Engineering Capability team of
Tetra Pak, a mix of Swedes and Italians:
Sten Sjöström, Business unit leader
Pietro Tarantino, Capability Leader
Kent Severinson, program manager Science & Engineering Capability program
Before jumping into the project and its results, I would like to take the opportunity to
shortly present Tetra Pak
[Next slide]

Tetra Pak classification: Public 1

 21/05/2014

We come from Tetra Pak and we develop Carton packages! Based on renewable
resources.
We hope you all have seen our products!
(Next page)

Tetra Pak classification: Public 2

 21/05/2014

Tetra Pak is a multinational food processing and packaging company of Swedish

origin.
The company is a full system supplier. We deliver packaging lines as well as
processing equipment and packaging material. We also deliver straws and openings
to our packages. Our product range you can see here, all the way from Tetra Classic
that was released in 1952 till the Tetra Evero Aseptic, the first aseptic carton bottle
for milk that was lunched in 2011.
[Next slide]

Tetra Pak classification: Public 3

 21/05/2014

Our company is founded on the tube filling principle combined with aseptic
technologies.
If you fill a paper tube with liquid and seal it under the liquid surface you get at filled
package without any air.
Our packages can be distributed in ambient distribution without the need for
refridgeration.
This is perfect in markets where you have limited chilled distribution available. Like
China or South America.
We also have products for chilled distribution as well.
[Next slide]

Tetra Pak classification: Public 4

 21/05/2014

When you develop a package you need good, skilled People you need a process and
you need excellent Methods and Tools.
A Capability is the sum of People, Process and Tools
[Next slide]

Tetra Pak classification: Public 5

 21/05/2014

In this section, we will describe the rationale and main steps in project and team
selection.
However, it is important to clarify that what we will call project is in reality a
program, that is a group of related projects.
[Next slide]

Tetra Pak classification: Public 6

 21/05/2014

The Science and Engineering Capability project (hereinafter abbreviated with SEC
project) is the arrival point of a quality journey initiated in 2006 and that saw the
following milestones:
-Systems engineering and a structured product development process were
introduced with the Product Creation Redesign (PCR) Program, with the aim of
doubling the quality and halving the time to market;
-Immediately after, an external benchmark was performed to assess where we were
in terms of capabilities for functional excellence. As a result of this benchmark, the
World Class Engineering program (WCE) was lunched. Hundreds of employees were
trained in the listed 7 engineering disciplines;
A learning for our company was that just training people is not enough, you need to
encourage application/usage of the capabilities as well.
-Soon approaching 2010, the 2020 strategy was lunched by our Top management
team;
-As a fundamental enabler of this strategy, the R&D management took the decision
to invest even further in capabilities development and consequently to sponsor the
SEC project;
-Since SEC project has been finalized in 2013 we are now in a continuous
improvement phase.
[Next slide]

Tetra Pak classification: Public 7

 21/05/2014

In sponsorship the SEC project, DSO management extensively used three key
messages, in the slide’s left side, to highlight the opportunity to accelerate the
change that was initiated in 2006.
Influential stakeholders were convinced that the “capability development pace”
observed so far was not aligned to the 2020 company’s ambition and therefore a
step change was needed.
Moreover, for the first time the term “capability” was consistently used instead of
competence, to indicate that this change had to address all dimensions of quality
improvement, that is not only people’s competences, but also processes, methods
and tools.
[Next slide]

Tetra Pak classification: Public 8

 21/05/2014

The opportunity to accelerate the change was sought in all Business Units operating
under our development and Service organisation.
In few words, the whole Development and Service organisation was impacted by SEC
project. This is the main reason why you will never see, in this presentation, the
name of such Business Units.
Anyone working in the development of technologies, products or services was
involved.
[Next slide]

Tetra Pak classification: Public 9

 21/05/2014

Even though an initiative on capabilities’ development might be supported by

everyone, an appropriate business case for the project was prepared and compared
with the one of other initiatives already in the pipeline. In particular, the business
case of SEC project was prepared by using the Business Value Analysis implemented
in Microsoft Excel. This is organized in three sections:
- Strategic Fit analysis – it provides a numerical indication on how much an initiative
is adherent to the 2020 strategy;
- Financial Estimate analysis – it provides an estimate of the payback of an initiative;
- Readiness & Risk analysis – it provides an overview of major risks and the
company’s readiness to mitigate these ones;
The mix of quantitative and qualitative information extracted from the Business
Value analysis was then used as input to the Benefit-Effort analysis. As a result of
such analysis, SEC project was evaluated as having high benefit and relatively
affordable effort. It was then decided to prioritize it.
[Next slide]

Tetra Pak classification: Public 10

 21/05/2014

Here you see our project charter. The need behind the change, the high level
objectives of the project, its expected value and above all the desired future state for
the whole DSO organization are summarized in the project charter.
I know this slide is quite dense and my intention is not going trough it line by line.
Instead, I highlight what we should achieve and how we were going to measure this.
Sten Sjöstrom will tell you more about the Maturity assessments.
[Next slide]

Tetra Pak classification: Public 11

 21/05/2014

So far we have described how SEC project was conceptualized, defined and finally
selected. Now, we will dig into the “human dimension” of it.
To identify stakeholder groups, a standard approach was followed.
To begin with, all relevant stakeholders were listed.
Afterwards, the identified stakeholders were put on a stakeholder map as the one on
the right side of the slide.
Finally, an action plan was developed for each stakeholder group according to their
classification in the map.
It is worth to highlight that most of the groups lied in the upper right quadrant,
classified as “Allies” and therefore fully supportive of this initiative.
Also, groups classified as “Adversaries” and “Challengers” were somewhat expected
because of their role as resources managers (line and project managers) and experts
(scientist and technology specialist).
[Next slide]

Tetra Pak classification: Public 12

 21/05/2014

A general awareness of the concept of capability was considered as a fundamental

pre-requisite to be part of the project team.
Instead, more specific skills and knowledge were determined according to the
expected role of each stakeholder group in the project.
For example, Steering Team members were the one having a strategic view and a
deep business understanding. The Engineering Capability Manager had to have an
excellent knowledge on the Business Transformation process, the one used in this
project, and over-the-average communication skills. Finally, Business Unit Leaders
were selected based on their network, both internal and external, and
understanding of future needs in their own environment.
Change management was the additional knowledge that everyone was required to
have and for which some gaps were assessed, especially for Engineering capability
Manager and Business Unit Leaders.
But most important of all was a Passion for Engineering Capabilities!
[Next slide]

Tetra Pak classification: Public 13

 21/05/2014

To fill the gaps in change management and to reinforce the knowledge on the
business transformation process, specific trainings were provided before project
start.
The one on change management, based on Kotter’s 8 steps change model, was
provided by an external consultant. On the contrary, a deep dive on business
transformation process was provided by an internal expert.
[Next slide]

Tetra Pak classification: Public 14

 21/05/2014

In addition to trainings, a session on force field analysis was performed with the core
team of the project.
In few words, the force field analysis is a structured brainstorming session where
team members identify elements pushing the organization toward the change, for
example a supportive board of directors, and elements slowing or even blocking the
change, like for instance poor communication.
Every team had also a small budget for Team building activities. As a kick off for our
program we had a swedish cray fish party.
If you have not been to a cray fish party we can tell you that you drink schnapps and
sing!
If this cray fish party we had people particiapting from steering team, core team and
capabilty team members.
[Next slide]

Tetra Pak classification: Public 15

 21/05/2014

In this slide, we will go trough the governance of our project.

We start with the Capability Team. The capability leader with a team around him.
Engineers coming from the different organisations. In the Team was also a Global
expert participating.
This team was then reporting to my Core Team. In the Core team we had Business
unit leaders, like Sten. In the Core Team we made sure all team were moving in the
right direction and that interactions were managed between the projects.
The Core Team were reporting the total program progress to the Steering team.
In the Steering team we had directors from our different platforms with a x-
functional view.
Each Capability leader was also reporting every tollgate direct to the steering team.
The steering team role was to remove roadblocks and guide the teams, but also
approve the tollgate passings.
Last we had a Capability Leaders forum where we met every months to share and
learn from each others. Positive learnings as well as problems in the team and how
these could be solved.
[Next slide]

Tetra Pak classification: Public 16

 21/05/2014

Naturally, before SEC project was actually started, team routines were set. The Core
Team met for three hours every second week. On the left side of this slide you can
see a typical agenda. Usually, the meeting started with an update from each
capability project by using a visual management tool like the pulseboard.
Subsequently, there was the sharing of information among core team members and
news from the Steering Team. The last part was usually reserved to specific activities
to be performed according to the tollgate criteria. The Steering Team was
summoned every month. Capability projects were left free to organize their time
plan provided that SEC project deadlines were secured. Therefore, also the Capability
Leaders forum was called when the Capability Leaders were ready to share
something, usually once a month.
[Next slide]

Tetra Pak classification: Public 17

 21/05/2014

This slide links to the previous one and specifies, more in detail, the roles and
responsibilities of each actor in the project.
You see my role as Capability Manager and Sten as Business unit leader. Pietro had
the role of capability leader.
[Next slide]

Tetra Pak classification: Public 18

 21/05/2014

I would like to stress the importance of on the job application of our capabilites.
Learning by doing is really KING! Apply the learnings in our development projects
was really key!
(The guy you see on the picture is the King of sweden)
[Next slide]

Tetra Pak classification: Public 19

 21/05/2014

As previously said, the Business Transformation process was the approach used by
SEC project. Here you can see the main activities to prepare for each tollgate (TG)
and the main criteria or deliverables to pass these ones. TG Initiate was the only one
passed in DSO management because it basically was the kick-off of the project.
The decision body from TG Analyze to TG Develop was the SEC Steering Team while
TG Implement was left to Business Units management, to reinforce the principle that
capability implementation is ultimate the responsibility of people working in each
unit.
Our project had the objective to reach Level 3 in maturity in all of our organisations,
while the different business units had the responsibility to drive the implementation
furher.
At Maturity 3 for a capability all infrastructure was in place. Like trainings,
superusers, and best practice examples.
And by this I hand over to Sten who will tell you more about our Engineering
Capabilities.
[Next slide]

Tetra Pak classification: Public 20

 21/05/2014

In this section, we will walk you through the steps we took to identify the
improvement opportunity.
[Next slide]

Tetra Pak classification: Public 21

 21/05/2014

With the team and basic structure in place, Key Performance Indicators were
defined, both to enable measurement of the SEC Program progress, but also to give
an indicator of the organisation’s maturity in the selected capability areas. Three
sub-KPIs were defined, namely SEC Program on time with quality, SEC Maturity and
number of Certifications.
By putting the highest percentage on the SEC Program Maturity, we emphasized the
softer parts, that the expected change of mindset actually occurred.
When defining the KPIs we also predicted two Additional Benefits that the Program
would bring, both touching the advantages of working cross - Business Units: Share
& Learn and gathering of Best practices.
Some more words about the Maturity Assessment comes on the next slide
[Next slide]

Tetra Pak classification: Public 22

 21/05/2014

Each Capability project created a maturity scale for annual use. The scale consist of 4
sections namely, Solution Definition, Solution Application, Performance
Management and Best Practice Capture & Return. In the first section the Business
Units evaluates the quality of the capability definition (e.g. trainings, Global Expert
competence) whereas the following sections are owned by Global Expert, and
evaluates the maturity in each Business Unit.
[Next slide]

Tetra Pak classification: Public 23

 21/05/2014

So how did we select the capabilities to improve within this Science and Engineering
Capability Program ?
In addition to using newly recruited people at Tetra Pak with experience from other
companies, we also used an external consultant firm to give us a fresh and independant
view from outside, identifying our weak points and putting them in a benchmark
perspective. They interviewed a large number of mechanical designers, automation
engineers, first line managers, directors etc in the Business Units. More than 200 persons
within DSO, from all Business Units and different functions, participated.
We summarized the results of the interviews as a list of capabilities. We also provided
definitions for all the capabilites, allowing stakeholders to have the same understanding of
the capabilities.
The Business Unit Assessments and External benchmark resulted in a gross list of 33
capabilities in this first step towards an agreed list of capabilities supporting the business
needs.
[Next slide]

Tetra Pak classification: Public 24

 21/05/2014

Next step was to identify at Business Unit level the Strategic fit and effort to
implement.
This was in done in workshops using a 2D model – ”Business Impact & Roadmap
Correlation” vs. “Ease & Speed of Implementation”
This was done by several teams; first line managers, the Business Unit Management,
the consultant firm and a Tetra Pak specialist organisation.
[Next slide]

Tetra Pak classification: Public 25

 21/05/2014

As a next step the Steering team and the core team of the SEC Program made a prioritization
based on cross Business Unit needs, leading to a list of 20 capabilities.
To select a list of Final Improvement Opportunities, the DSO Management took their
decision. Besides the local Business Unit’s capability needs also resource availability and
over-all Company Strategywere taken in account when selecting the final capabilities.
The result of the exercise were the 12 capability areas that should be focused on.
[Next slide]

Tetra Pak classification: Public 26

 21/05/2014

And here is the list of the 12 Capability projects that were the result of the final
prioritization. Hence we selected Architecture Design, Concept Design & Selection,
...
As you can see, a majority of the choosen capabilities belong to the Systems
Engineering area.
A project charter for each of the Capability projects was created, defining project
scope, business fit and strategic value.
In addition, it was decided that for each Capability project one of the Business Units
should take lead and appoint a sponsor on DSO Management level.
[Next slide]

Tetra Pak classification: Public 27

 21/05/2014

To further secure that the selected capabilities were the most relevant and that the
organization was prepared to prioritize the project and receive its outcome, each of
the capabilities was matched towards the criteria checklist presented on this slide,
all of them needed to be fulfilled in order to start the capability project.
The main part of the criteria came from Lessons Learned in earlier capability
initiatives within Tetra Pak together with recommendations from external expertise
in capability development.
[Next slide]

Tetra Pak classification: Public 28

 21/05/2014

A sanity check of the Program was performed regularly, covering a

 Monthly review of status and plan for the capabilities in the Steering Team
 Review of force field analysis and Stake Holder Map, including communication
initiatives
 Lesson learned within Steering Team and Core Team
[Next slide]

Tetra Pak classification: Public 29

 21/05/2014

In this section we will describe how the improvement has been

developed.
[Next slide]

Tetra Pak classification: Public 30

 21/05/2014

The general principle we followed for capability development is summarized in the

sentence “Locally led, centrally coordinated”
In particular, the capability is developed by consolidating needs and existing practices from
Business Units. So, only the coordination is centralized while the actual lead and
implementation is localized. Finally, the most skilled person in the organization , the Global
Expert, kept the long-term ownership of the capability.
[Next slide]

Tetra Pak classification: Public 31

 21/05/2014

Since the general principle is the same, we only use Requirement Management (RM)
capability project as proxy for illustrating the improvement development in the
twelve capabilities.
[Next slide]

Tetra Pak classification: Public 32

 21/05/2014

At the beginning of Requirement Management capability project, the project team

discussed whether to use open interviews or a more structured survey to capture
the actual maturity in this area. The team opted for survey because it allowed an
easier consolidation and comparison. Due to some constraint in the usage of
resources, remember that 12 capability projects were run almost in parallel, the
survey was only given to people from two Business Units while the output
consolidation was done with influencers from all Business Units. The main outcome
from this survey was a list of common gaps in Requirement management and
therefore an indication of the areas to prioritize for development.
No special preparation was requested to survey participants.
[Next slide]

Tetra Pak classification: Public 33

 21/05/2014

On the left you can see a snapshot of the survey. It contained 72 questions regarding
a generic requirement management process, mostly based on international
standards. The survey population was people somewhat exposed to requirement
management in the product development process. A total of 28 respondents
provided feedback to it. Data was analyzed per Business Units, department, end-
user’s function and experience. By using radar charts we compared the As-Is
situation with Desired Future State in this area. Three macro areas for development
were prioritized, namely Lifecycle understanding, requirements with quality and
requirements-driven design. These macro areas were just the basis to identify the
final improvement needs.
[Next slide]

Tetra Pak classification: Public 34

 21/05/2014

After the survey and the subsequent identification of macro areas, a mapping
exercise of the already existing Requirements management practices was performed
by the Capability project core team. In particular, BU representatives were asked to
prepare and present a one-pager with lesson learned of application of local practices
while Global Expert brought their experience on external industrial best practices
and international standards. As results of such review a list of candidate practices to
address gaps were identified. On these practices a pros and cons analysis was
performed, trying to balance internal needs with what was already proven,
externally, as effective. At the end, this process brought the team to define the final
improvement that we called work packages.
[Next slide]

Tetra Pak classification: Public 35

 21/05/2014

A total of 11 work packages were identified. Each work package addressed the three
dimensions of a capability namely process, people, methods and tools.
In particular, a number of updates to the product development process were
proposed and approved. On the people side, a network of super users sharing
learning was established. Individual development plans were integrated and roles
and responsibilities clarified. Finally, new methodologies or practices were
developed, training packages prepared and delivered and a portal where to store
best practices and case studies was launched with the name of Systems Engineering
portal.
[Next slide]

Tetra Pak classification: Public 36

 21/05/2014

The selection of work packages were formally validated by the Steering Team of the
project. Moreover, a sanity check was made through selected pilot projects where
each work package was tested in real life environment. Documented lessons learned
on these applications were then captured.
[Next slide]

Tetra Pak classification: Public 37

 21/05/2014

In addition to the developed work packages to close gaps, many other side effects
were expected from final improvements such as the sharing of experience among
Business units, a better document management, the establishment of a network of
practitioners and many public occasions where people’s effort on this project could
be acknowledged and recognized.
The picture of this slide shows the list of contact persons in the Systems Engineering
network. A clear empowerment was given to these people.
[Next slide]

Tetra Pak classification: Public 38

 21/05/2014

A quantitative justification that developed improvements were perceived as

worthwhile for the organization to implement has been provided by interviewing
some end-users in each business unit while developing the proposals for
improvement. Another indicator of acceptance during development phase was the
usage statistics of the Systems Engineering portal. Both data has been positively
interpreted by the project team as a real interest in what was proposed as
improvement.
[Next slide]

Tetra Pak classification: Public 39

 21/05/2014

When it comes to project management update, the project assumptions (scope,

deliverables and timing) were continuously tested with project core team and
approved by the Steering team.
Capability Leader met regularly with Business Unit leaders to follow the deployment
process and get feedback. Moreover a newsletter was periodically sent to a broad
distribution list.
[Next slide]

Tetra Pak classification: Public 40

 21/05/2014

By far, the major challenge that Requirement Management project faced was the
Business Units diversity such as business needs, way of working and maturity levels.
A way to mitigate this challenge was to exploit the structure of core team. Work
packages development were allocated to every team member that were responsible
to find a compromise of the different needs and get the approval from everyone
before release those ones. For this purpose, ad hoc workshops were also executed.
The core team met every second week and decisions were mostly based on
deployment risks and prioritised operational needs.
I now pass the word to my colleagues that will present the implementation phase of
the project.
[Next slide]

Tetra Pak classification: Public 41

 21/05/2014

In this section we will present the implementation of the SEC Project and also look
into how we choose to verify the result of it. Please note that we in this section will
go back to focusing on the SEC project, in reality a program.
[Next slide]

Tetra Pak classification: Public 42

 21/05/2014

For implementation of the capabilities we had identified 5 stakeholder groups whose

involvement and commitment were key for success: Line Managers, Project managers, End-
Users, Local Capability Owners and Global Experts.
Within the Business Units, the line managers have a crucial rule to play, being responsible
for the modules competence and, most of all, for making sure that the capabilities are being
used as intended. The line managers have to ask for results from the capabilities and they
have to connect usage of the capabilities to end-users Individual Development Plans.
A Capability Forum at the Business Units, led by the Business Unit Leader and with
participation from all relevant line managers and the SCE Program Manager, was an
important instrument to get the commitment and to coordinate the implementation by
securing resources and timing. With the relevant line managers in this Forum, an important
Share& Learn also took place between the modules.
The project Managers are Key to involve to get buy-in for resource allocation to capability
usage, first in pilot projects and later on in all relevant projects.
The End-Users (the real target group !), were involved as early as possible to get their input
regarding the capabilities but also to pave the way for the implementation.
A special category are the Super-Users, assigned at the BU, with a responsibility for the
continuous improvement of the capability at each BU and the main contact for the Global
Expert. – you could call them Local Capability Owners.
The Global Experts have the long term and strategic perspective on the capability. The
Global Expert owns the final solution for the area and secures from a central viewpoint that
the capability has all ingredients needed for enabling implementation in the Business Units.
[Next slide]

Tetra Pak classification: Public 43

 21/05/2014

We tried to work pro-actively with stakeholders and minimize any possible resistance
that could impact the implementation.
Apart from continuously revisiting the Stakeholder map and react on unwanted
changes, we used Force/Field Analysis to identify driving and restraining forces and
define actions to either strengthen or weaken the forces.
The Force/Field Analyses were made on Steering team and SEC project Core team
level as well as on Capability project level with the hope to thereby cover all possible
aspects of the resistance. Here you see a snapshot of one of such analysis where
prioritization and communication issues were identified.
Furthermore, Force/Field Analysis was also used in Business Units with line
managers and project managers to capture their input as well.
[Next slide]

Tetra Pak classification: Public 44

 21/05/2014

The identified obstacles for success looked different depending on organizational

and group belonging, and different people listen to different communication
channels.
We therefore tried to address the resistance in several different ways.
One thing we wanted to achieve was to have a common view and awareness, across
the whole DSO organization, both in Sweden and Italy , around what capability work
look like within Tetra Pak and what the SEC Project’s contribution to that work was.
To reach this awareness, we used the approach to spread the same information to
the whole organization a number of times but using different channels: a One-pager
brochure, a short movie explaining what the capabilities are and the Science &
Engineering Capability walkabout where the whole DSO organization was invited to
meet representatives from the Capability projects.
Another challenge to meet that could prevent a successful implementation was the
lack of prioritization of capability work in the Line Organizations. Our response to
this hurdle was to continuously meet with the Line Managers to share and learn
from each other and spread good examples as well as, when needed, provide help to
escalate issues.
To adress the “not invented here” syndrom, we tried to secure buy-in from our
stakeholder groups, especially the end-users, by preparing for implementation
already during the project development and thereby give room for improvement
also throughout the project lifetime.
[Next slide]

Tetra Pak classification: Public 45

 21/05/2014

How did we know that we had succeeded in adressing resistances, that we had the
necessary buy-in ?
Our main tool for this was the maturity assessments, but already in the response
from BU to resource allocation for capability development, assignment of super
users, selection of pilot projects etc it could be judged whether the BU was
committed or not.
The approach was to as early as possible find pilot projects that could apply the
solutions developed in the Capability projects and thereby set a good example for
others. The good examples were spread within and between the Business Units via
the cross- organisational project teams but also in organised Share & Learn sessions
where representatives from the pilot projects presented their learning for others
working in the same field.
To assure that this share and learn culture continues also after implementation,
networks were set up for each capability and Super-Users were appointed in each
Business Unit.
Evidently, none of this would happen in a BU if there isn’t a real buy-in and support
of the capability!
[Next slide]

Tetra Pak classification: Public 46

 21/05/2014

A major initiative like the SEC Program led to quite some updates of templates and
processes used in the the Development Process.
New definitions of tasks around each of the capability areas were added to the
“Individual Development Plan” site, facilitating for Line Managers and Engineers to
together find stimulating job assignments;
A new approach for the Maturity Scale, resulted in maturity definitions and creation
of baselines for all the capability areas.
In almost all of the areas, training programs were either created or updated. The
new trainings became a building block for the new training infrastructure, the
Engineering Capability Faculty, that was created within the SEC Project.
[Next slide]

Tetra Pak classification: Public 47

 21/05/2014

When summarizing the SEC Programs result and impact on the organization, a
natural first step is to revisit the KPIs.
As you can se here, all of them were met:
[Next slide]

Tetra Pak classification: Public 48

 21/05/2014

The KPIs, however, did not cover all of the SEC Project’s results, so in this slide we
give you an overview of other tangible outcomes of the project.
As an overall result, we have created a structure and approach for development of
engineering capabilities within Tetra Pak.
[Next slide]

Tetra Pak classification: Public 49

 21/05/2014

Besides the tangible results, the project has additional benefits that many times are
as important.
The SEC Project has contributed to a culture of share and learn between Business
Units and between people, resulting in people using the same language and
vocabulary.
By collecting Best Practices and spreading these, not only do we share and learn but
also recognise good work. Recognition leads to self empowerment and hopefully
also the possibility to exciting career opportunities !
[Next slide]

Tetra Pak classification: Public 50

 21/05/2014

We are now entering in the last section, critical from many point of views. Indeed,
here we will describe how we intended to secure a sustainable continuous
improvement environment for capabilities development and implementation.
[Next slide]

Tetra Pak classification: Public 51

 21/05/2014

The first significant change we have done to secure sustainment of results over time
was to define the steady state for capability development and implementation.
Sustaining results over time.
I am proud to say that we now has developed a road model for how we develop
engineering capabilities within Tetra Pak.
A simplified process, describing the “What”, “How”, “When” and “Who” was set and
documented.
A major role is played by a Business Unit under DSO, called Engineering Capability
Office. It is responsible for capturing needs from other Business Units, getting
insights from customers and observing what is happening out of the company. These
inputs are used to suggest priorities on capabilities development projects.
Engineering Capability Reference team, made up by Business Unit Leaders and
coordinated by the Engineering Capability manager, will discuss priorities and
provide a recommendation to the Engineering Capability Forum, made up by senior
Business Unit managers and facilitated by the Engineering Capability manager. The
execution of a Capability project is then done in a similar way as we have seen so far:
the Capability Leader will act as project manager, working with Business Unit
representatives, Super-Users and Global Experts and are governed by Engineering
Capability Forum.
[Next slide]

Tetra Pak classification: Public 52

 21/05/2014

We have now implemented a yearly cycle where we measure our capability maturity,
Follow the KPI’s and also review our capability roadmap in order to get input for
capability development to our Budget process.
[Next slide]

Tetra Pak classification: Public 53

 21/05/2014

The roles that you previous saw in our projract has noew transferred into the line
organisation. With a long term ownership.
[Next slide]

Tetra Pak classification: Public 54

 21/05/2014

Sustaining Results over time.

What were then the success factors?
-Our Capability Definition, Our maturity assessments focus on the change
management and integrating our capabilities into our Individual development plans
for our engineers.
- 70, 20, 10 principle where we were focusing on the 70% part, the learning by doing
the hands on part.
-Our engagement models, and our sustaining networks.
[Next slide]

Tetra Pak classification: Public 55

 21/05/2014

Communication has been very important for us in the project.

The questions, HOW, With whom and why has always to be answered.
You see our examples of communication here..
[Next slide]

Tetra Pak classification: Public 56

 21/05/2014

The communication of results was built by following the PACK communication

strategy where P stands for Purpose, A for Audience, C for Channels and K for Key
messages.
Different channels were used with different stakeholders group. For example, line
and senior managers were mostly approached in face-to-face meeting while end-
users with multiple channels like intranet, newsletter, seminars, etc.
[Next slide]

Tetra Pak classification: Public 57

 21/05/2014

Here you can see a snapshot of communication channels we have mentioned in the
previous slide. Just as a note, you might observe in the bottom right part of the slide,
how many people usually attended capability seminars. Again, another evidence of
the interest that there was around this project.
[Next slide]

Tetra Pak classification: Public 58

 21/05/2014

And of course we will also communicate that we have been to the ASQ world
conference on quality and improvement.
[Next slide]

Tetra Pak classification: Public 59

 21/05/2014

We are at the end of the presentation. We believe we have achieved good results
and we have created all conditions to continuously improve in people’s competence,
processes, methods and tools.
We know that quality in general, and capabilities development in particular, is a
never ending journey that requires passion, engagement and motivation for our
work and strong focus on doing the best for our business. We believe that this
project has contributed a lot to enhance these requirements in our employees.
But this is a never ending story. Even if this initiative now has come to an end, we in
Tetra Pak will never be ready with capability development. This is a never enging
journey,
[Next slide]

Tetra Pak classification: Public 60

All you have seen so far, it was possible only by a strong vision, commitment and
energy from the 100 people you see in this picture.
Our special thanks go to each of them for the brilliant work they have done and
excellent results they have achieved.
[Next slide]
 21/05/2014

We would like to conclude with this sentence from Benjamin Franklin: “An

the opportunity to share our story.

Tetra Pak classification: Public 62

Thank you!!