1. Leadership Perspective
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2. Pricing and Sales Sophistication
MISSION
With engaged employees and continuous improvement, we will be the BEST company in the LTL industry.
VISION
At Con-way, our employees are our greatest competitive advantage. By focusing on our Values, we will realize the vision of becoming our customers’ greatest competitive advantage in global supply chain services.
Improve and standardize understanding of network costs, capacity and market price
Further align Pricing, Sales and customer mix objectives
Improve and standardize account strategy and sales process
Utilize training to improve behavior and drive personal accountability
Embed safety into standardized work
Leverage equipment and technology to mitigate safety risks
Optimize network flow by improving planning, decision support and execution
Reduce maintenance cost per mile and increase MPG
Implement leader standard work and layered assessments
Accelerate customer focus and performance through standardized work
Enhance customer service
Advance digital strategy
Invest in the Brand
Safety Culture
Customer Focused
Cost and Efficiency
Pricing and Sales Sophistication
CULTURE
STRATEGIC OBJECTIVES
FOUNDATION
EMPLOYEE ENGAGEMENT
LEVERAGE TECHNOLOGY
Employee recognition
Leading change at all levels
Voices & Values
Employee communication
Training & development
Talent management 2
Safety
protect yourself and others
Excellence
be your best
Integrity
do the right thing
Commitment
give 100% every day
LEAN VALUES
CORE VALUES
Respect Every Individual
Voice of the Customer
Continuous Improvement
Servant Leadership
Innovative and efficient solutions
Leverage partner experience
Smart technical investments
Reduce technical debt
Optimize system availability
Enhance decision support

3. What should I expect from Bob?
Respect – My job is to support you by listening and helping you succeed. My time is your time and each of you can rightfully demand time from me.
Autonomy – Each of you are paid a fair wage to manage an operation. Don’t be afraid to make a decision. You should know your operation intimately, and I shouldn’t know it better than you.
Teamwork – We will have process owners and SMEs and the result should be robust teamwork to make our jobs easier and execution stronger.
I’ll spend the majority of my time in the large locations- our region is BIG!

4. What should I expect from Bob? (cont.)
Change – We will be changing at a fast pace and managing change is mission critical in my view.
Intensity – I expect to win and have a low tolerance for those who don’t.
Mistakes – I have learned a lot in my career, but often don’t have the answer. If I’m wrong, call me out and together we will work to get the right answer.
Fun – We spend our waking hours at work and should enjoy it. We can be intense, competitive and driven, but we should have fun doing it!

5. What will Bob expect from me?
Honesty - A healthy relationship requires trust. You have mine to lose.
Communication – Don’t leave me guessing and provide facts (data) to support your position. Be prepared when we talk. Share HR issues with Kathryn and me.
Organization – I will refrain from inundating you with , but when I ask for a response, I don’t expect to ask twice. This requires organization.
Intensity – We are expected to provide results and to win.
Ownership – You own your operation and should make decisions accordingly

6. What will Bob expect from me?
Three hours/day in the operation (out of your office).
Teamwork – We will work together and each of you will be a process owner, SME or both. Take that responsibility seriously. Mistakes. We aren’t perfect and we all make them. Most importantly we learn from them and don’t repeat them.
Transparency – Be straight up with me and your peers. I have zero tolerance for hidden agendas.
Development – Each of us must stretch ourselves to continuously improve. You own your personal development and I’m here to support you.

7. Region Focus Safety Culture Full ownership at all leadership levels
Leverage EOBR
Operations Scorecard –always be Intense
Win together- Better Leveraged Process Ownership
Focus on ‘needle movers’ within region
Improve cartage partnerships
Focus on zone execution at brick and mortar zone sites
Dock Culture
Use of proper tools & do it right the first time every time
Further leverage dock/DSR mix to drive out cost
Take care of the customer
Talent Development/Bench – be Competitive
SCM one on one SAAG
Structured development for best FOMs & FOSs
Continue hiring solid FMTs

8. Region Focus Lean Traction
Better understanding and use of Layered Assessments
Two Silver Certifications and Four Bronze
Improved Problem Solving approach for all SCMs
Target appropriate Kaizen events
Teamwork – needed to be Winners
Leverage strengths and build stronger relationships
Collaborate with Sales to improve customer focus
Simplify
Servant Leadership by reducing ‘noise’ and keeping it simple
Divide and conquer with region SMEs and POs – more visible than ever.
Balanced approach with entire team – to keep proper Perspective
Work life balance for entire team
Don’t take myself so seriously
Always recognize solid efforts
Keep it simple & have fun

9. Lean House
Main Point:
The Lean House consist of 3 different sections; Values, Principle and Outputs that satisfy the Customer
The Lean house is built upon a foundation consisting of Con-way’s Core Values and Lean Values. These values are what make up Culture, which is the 1st Principle. Culture is necessary for an integrated system.
The next level up you have the 3 principles of Standardized Work, Visual Management and Problem Solving which are all necessary in order to get to the Principles of Just In Time and Quality Process.
All 6 of these principles are required for an integrated system and allow us to achieve the outputs of Safety, Service, Quality, Efficiency and Engagement
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Values = What you believe, or what you strive for?
Principle = Something that is going to happen whether you like it or not? (law of gravity example); basic truths, rules or assumptions that remain constant regardless of the situation. Principles provide strong guidance in the face of tough decisions.
So when Leaders are faced with tough decisions, what should they use to help them make the decision? Lean Principles

10. Lean Values

11. Lean Principles