OPX Implementation Leaders Role & Responsibilities Draft

OPX Implementation Leader Roles & Responsibilities

Overview: The Operational Excellence Implementation Leader is a part of the Manufacturing
Excellence Development & Implementation Team comprised of three Project Leaders and 10 –
12 Implementation Leaders. In whole, this team is responsible for the development of the
Operational Excellence facility operations guidebook (“playbook”) and the dissemination and
deployment of the principles and practices contained in this guidebook across the division.

This work will take place in two phases: development & implementation. During the development
phase, the OPX Implementation Leaders worked in the Winston – Salem plant and developed
and documented the OPX principles and practices included in the Division’s OPX Playbook.
During the three year implementation phase, OPX Implementation Leaders will be deployed for
three months at a time to various locations around the country as dictated by the OPX
implementation plan. The assignment location will change approximately every three months and
will include a variety of geographical locations across North America.

Essential Job Functions: The OPX Implementation Leader is responsible for the successful on-
site implementation of the OPX Operations Guidebook principles and practices at each
facility/area to which he/she is assigned. He/she will be responsible for co-leading and
coordinating the work of an implementation team of 7 – 9 personnel. The team will be comprised
of one other OPX Implementation Leader, an Area OPX Champion and several OPX Plant
Champions from within the area being rolled out, as well as an OPX Area Champions from areas
later in the roll-out schedule.

The OPX Implementation Leader will be responsible for the following:

 The completion of an OPX diagnostic assessment with each plant of each assigned area,
 Based on the diagnostic results, the prioritization of the principles and practices
contained in the guidebook in a manner that delivers the most benefit in the shortest time
frame,
 Provide training and coaching as needed,
 Maintain on-going & open communication with OPX Project Leaders and Area/Plant
Leadership,
 Track the implementation of key practices and results on identified KPI’s

Competencies:

 Solid understanding of the corrugated box-making process and a deep understanding of

the specific principles and practices contained within the Era 1 portion of the guidebook.
 Exceptional interpersonal and small group communication skills
 Very comfortable and articulate presenter to all levels of management
 Strong group leader, effective coach, and decisive problem solver
 Strong analytical and process management skills
 Competent with the use MSN Office products and MS Outlook

Relationships & Interaction: The OPX Implementation Leader is expected to work with limited
direction and take the initiative to manage his/her work flow capacity by seeking out tasks and
assignments via his designated OPX Project Leader. Communication regarding work flow and
progress should be regular and direct. During the development phase of the project, Project
Leaders will work in close concert with assigned McKinsey Consulting resources to assure
balance of work load to assure human resources are assigned where most needed. Once in the
implementation phase, the OPX Implementation Leaders will maintain open and respectful
communication with plant leadership and will facilitate and direct the work of the assigned team,
as described above. The OPX Leaders will also maintain regular communication with off-site
resources and in particular the assigned OPX Project Leader.
OPX Implementation Leaders Role & Responsibilities Draft

Expectations and Rules to live by:

 The OPX Implementation Leader will be privy to confidential information. Trust will be
given up front, however the violation of this trust may result in removal from the OPX
team.
 Plant observations are not to tear down, but rather build up, therefore it is not appropriate
to share “worst” practices with individuals outside the plant, likewise, “best” practices
should be taught & shared.
 The team will work Monday through Friday. Every effort will be made to have the team
into the current plant before noon on Monday and the team shouldn’t plan to leave before
noon on Friday.
 Some weekend work may be required and it is up to the leaders to coordinate these
efforts where appropriate.
 Members of the team are expected to obey every plant and corporate safety rule. The
team also has an obligation to uphold these rules by 1) asking plant employees to refrain
from unsafe acts, 2) report unsafe behavior to local management, and 3) not ask
employees to perform an unsafe act.
 We as OPX Project Leaders expect open and honest communication. We expect to be
questioned and professionally challenged. We also expect regular (TBD) follow up with
regards to milestones.
 There isn’t an acceptable excuse for being behind, only actions to get caught up. Issues
with local plants should first be brought to the attention of the local plant management,
then to a OPX Project Leader long before we fall behind.