AS ONE OF THE COMPANY’S

BUSINESS LEADERS TODAY…

Oleksandr Lipnytskyy

My story

Logistics Military Academy,

Industrial Engineer

• Successful roles in a Regional and Global business teams

– Procter & Gamble (1995-2013)

• Global Innovation delivery leader (Ocean product)

– Lead as manufacturing leader in the Global team

• Feminine Care (business unit) CEEMEA Manufacturing Capability Leader

– 10 Manufacturing Sites to support Plant Managers and their TPM Leaders in delivering Operational

excellence business measures

• Fabric & Home Care (business unit) WE Manufacturing Capability Leader

– 10 Manufacturing Sites to support Plant Managers and their TPM Leaders in delivering Operational

excellence business measures

• Global Education & Training TPM Pillar leader for the business units in EMEA

– Heineken (2013 until now)

• C&EE Regional TPM Manager

– 35 Manufacturing Sites (Breweries and Water plants) to develop leadership teams competencies in

TPM progression to deliver manufacturing excellence breakthroug

• Global TPM People Development Master Pillar leader

• Global TPM Autonomous Maintenance Master Pillar leader

• Global Supply Chain HPO (High Performance Organization) methodology development and

roll-out owner

• Global Supply Chain Organization & Change Management process and roll-out owner

• Global TPM business consultant, TPM Auditor

– Development of the TPM audits content

– Development of the competencies for the internal consultants to support their Operating Companies

– Coaching and Consulting visits with the hands-on workshops in the operations focus areas (making,

packing, logistics) for 12 Manufacturing Sites (Mexico, Vietnam, China, Czech, Slovak, Netherlands,

Austria)

What I’ve done…

• Led business results and People competencies development via Organization &

Change management:

– Outsourcing of non-core roles for the manufacturing site

– Establish Toll manufacturing business process including ‘Closed bonded warehouse’

– Business expansion of the Manufacturing Site in Ukraine

• New operations (paper product)

• 40% of new hires up to the Department leadership team

– Downsizing operations in Germany

• ‘Unattended’ operations

• Multi-skilled operating teams

– Development and support in implementation of the Global People Development TPM

Pillar down to the Manufacturing Sites globally

– Merging of Autonomous and Progressive Maintenance TPM Pillars on a Manufacturing

Site level globally

What I’ve done…

• Manufacturing Sites, Supply Chain leadership experience

– Led Manufacturing Site in Ukraine

• Making, packing, logistics operations

• P&L, Capital and expense budget

– Led Supply Chain in Germany

• plant manager with up-stream and down-stream business processes ownership

– Making, packing, logistics operations

– P&L, Capital and expense budget

– New product innovations

– People competencies development

– Suppliers business optimization

– Customers business development partnership

– As Manufacturing capability Leader and TPM consultant:

• working in strong business partnership with the Plant managers to support their business

and leverage resources for development and roll-out of the best practices

– Site Operating strategies development

– Cost and cash saving opportunities identification and plan execution

– Performance reliability improvement

– Productivity improvement

• Establishing Centres of excellence in the focus areas (Rapid Change-overs, Remote

maintenance, Lights-off operations, Multi-skilled Operating teams) based on the

compelling business needs

What I’ve done…

• Work with People for the People

– Established communication channels with the People and the works council

via development of the ‘collective agreement’

– As HR director and Business owner I had zero employee relations issues

due to the labour disagreement

– Having diverse geography of the Manufacturing Sites location, it was very

well established communication and business support processes to drive

results:

• People competencies on Sites

• Effectiveness of the communication channels

• ‘right people in a call/meeting’

• Support Plant managers in conversion of their opportunities into the

commitments and help to remove risks as a Team work

What I’ve done…

What I would do the same…

A crisis is a terrible thing to waste

Outsourcing of non-core roles for the

manufacturing site. From concept study to kick-

off

Established Toll manufacturing business process

including ‘Closed bonded warehouse’ inside the

manufacturing site premises

Develop a plan to create right competencies for

People to be able to work in different product

platforms => ‘lights off” operations

What I would do the same…

Never be a ‘passenger’ in a meeting

GEMBA => go see by yourself. Didn’t see? Have no rights to talk about the

topic

‘Morning on a shopfloor’ as a vital leadership process to be able see,

understand and support (coach, mentor) your People

Constructive in a feedback, use right forums to engage needed People into

discussion. Look for solutions via Team members engagement

What I would do the same…

Focus on results, not on face time in the office

GEMBA => go see by yourself. Didn’t see? Have no rights to talk about the

topic

‘Morning on a shopfloor’ as a vital leadership process to be able see,

understand and support (coach, mentor) your People

Constructive in a feedback, use right forums to engage needed People into

discussion. Look for solutions via Team members engagement

COMPLACENCY is the killer!

What I would do the same…

Have a sense of perspective.

We produce and sell Consumer goods – not world peace.

20/80 principle for priority setting

Be in visionary of “why” and “what” is

needed

Be strategic in supporting your Team

diversity to “how” to deliver

Work – Life balance important to have

happy and motivated People to deliver

A Vision binds the entire organization

What I would do the same…

Be flexible to move where you are needed

What I would do the same…

‘Reach out & Cross-over’:

In any Role figure out how to be a great partner and lead the

Team…Plant, Regional, Global

In a Regional or Global role, be superbly in touch and deliver for your

Customers (Plants, Teams)

What I would do the same…

Consider building the organization FUN – find your passions

and do loads of it

Demonstrate and share your

energy with your colleagues!

What I would do differently…

Take on more multi-functional

(Finance/Product Supply/Cost)

leadership

No one is perfect. While targeting to

have “FTR” (first time right)

consider that it’s never right first

time because of:

• Diversity in the end-user

feedback

• On-going industry best practices

Opens vast amount of opportunities

What I would do differently…

Don’t be shy about asking for

mentoring or advice