Barry Callebaut Processus de Governance LSS 5 Octobre 2010

Barry Callebaut - Gouvernance Comité CI :Définir le calendrier standard sur 1 an (L. Gouzou) Cascade d’objectifs corporatif Adoption des objectifs à St-Hyacinthe Définition des critères de sélection de projets Définition et sélection du portfolio (Top Down) de projet Mise à jour du portfolio (Top Down) *** Le portfolio Top Down devrait permettra d’obtenir un minimum de 80% des gains pour l’année. Le 20% supplémentaire proviendra des idées des employés Définir la fréquence et le mode de gouvernance à tous les niveau : Documentation : En format électronique, avec les fichiers divisés par phase « D-M-A-I-C » Remplir la liste de suivi de projet DMAIC (F.Dionne fourni le fichier) Format : Liste consolidée des projets avec bénéfices prévus pour l’année (F.Dionne fourni le fichier) Moyen de communiquer les projets par secteur (tableau, moyen moderne, …) « one-pager » pour les statuts de projet (F.Dionne fourni le fichier) Présentation : modèle pour le comité de direction (F.Dionne fourni le fichier) Fréquence : Revues de jalon à chaque phase DMAIC avec le chargé de projet et le promoteur Présentation des phases DMA, à la fin de la phase « Analyser », au comité de déploiement Présentation à la fin de la phase contrôler au comité de direction

Goal Deployment for CI Projects Time period Team Members Purpose Notes • Overall strategic corporate goals set by Leadership drive the project opportunities for the CI steering committee and each business segment Strategic goals should be aligned with the benefits policy when related to hard savings. These are the benefits categories : 1) Increased DOI from Reduced Cost, 2) Increased DOI from Increased Revenue, 3) Working Capital Reduction, 4) Capital Avoidance 5) Others (interest, tax, …) 6) Capital Required. Other goals may be set regarding, health and safety, customer satisfaction, lead time reduction, ..These could aslo justify CI projects (indirect or soft savings; cost avoidance) Incorporate regulatory Group president VP Deliverable : Overall strategic corporate goals Once a year Leadership team Leadership team Business Segment, Regional leaders Deliverable : Business segment operating plan and goals • The overall strategic corporate goals set by Leadership team are translated into business segment operating plans. For example 5M$ corporate savings should be distributed among the business segments : 2M$ America, 2M$ Europe, 1M$ Asia Leadership team & business segments Once a year Members TBD Deliverable : Business projects portfolio approved by the leadership team Tool : Effort-Benefits matrix • The CI steering committee use the project selection and justification process, that provides the evaluative framework, to build a projects portfolio irrespective of the approach (lean, six sigma, …), with implementation horizons focused on near-term payback (according to benefits policy) • The CI steering committee needs to decide which projects they want to track specifically with the leadership team (e.g.: 20% of the projects that bring 80% of the benefits) The CI steering committee is responsible to provide a summary of the results (year-to-date) for all the CI projects. Once a year + mid-year review CI Steering committee

Governance Process for CI Projects Once a month Review year-to-date savings and results with the leadership team Leadership team Once a month Consolidate business segments projects realization summary and present to the leadership team. Realign projects or resources if required CI Steering committee Civil monthly projects realization summary Project no.1,2,3… monthly status* Monthly projects realization summary Project no.1,2,3… monthly status* Monthly projects realization summary Project no.4,5,6… monthly status* Once a month Send local projects realization summary to CI Steering committee + … + * Project monthly status only for the projects followed by the CI Steering committee and leadership team * Project monthly status only for the projects followed by the CI Steering committee and leadership team Business Segment 1 Business Segment 2 Bi-weekly Review status with business segment steering committee … Add project leaders

SIPOC – Project selection and justification process Supplier Input Process Output Customer Executive or Management Committees Sponsors and Champions Strategic and business plan Customer satisfaction Core processes (cost, quality, delivery) New programs/products Project pre-charter Pre-evaluation of the benefits Idea/ Project Selection D Define MA Measure Analyze I Innovate C Control V Validate Resp.: CI steering committee, Sponsors and Champions Tools : Benefits-efforts matrix, pre-charter and project evaluation tool Resp.: Project leader Tools : Project charter and evaluation tool Resp.: Project leader Tools : CI methodology Resp.: Sponsor/Process owner Tools : Metrics and indicators Pre-evaluation of the benefits (finance and others) Pre-charter Link with the strategic objectives Project Selection/Decision to go ahead Project charter approved Financial analysis validation (cost and benefits estimates) Pilot project realized for the proposed solution Financial analysis update (cost and benefits estimates) Implementation completed Financial analysis approval (benefits realized) First validation, 3 months following the control gate. The final validation will be done 12 months following the control gate.     Sponsors and champions R A A A A R    A IC IC ICA AI A  Finance R = Realize A = Approve S = Support C = Consult I = Inform

CI Projects Realization Summary

CI Projects Monthly Status* * Project monthly status only for the projects followed by the CI Steering committee and leadership team; or for business segment internal review