1. Rethink & Discovery - III “Opening Doors to Innovation and Learning” -- “A Thought Leadership Program” – Diane Murdock – Learning Panel North Carolina State University Pulp & Paper Foundation Annual Meeting -- October 10, 2002 – Raleigh, North Carolina – NCSU P&P FOUNDATION

2. 2 Program Overview  Introductory Remarks -- Background & Program Overview – Kathy Buckman Davis  Keynote – Richard Phillips  Panel Session 1: Innovation Pathways or Dead ends? – Ben Thorp Innovation Pathways or Dead ends? – Ben Thorp  Panel Session 2: Learning Doorways or Roadblocks? – Mike Kocurek Learning Doorways or Roadblocks? – Mike Kocurek  Summary & Wrap-up – Jim McNutt  Adjourn

3. Rethink & Discovery III – Opening Doors to Learning L. Diane Murdock Vice President, Fluidix Microforming Systems And -- PIMA Executive Committee -- Liaison, Education and Training Projects

4. 4 ‘Soft Skills – The Needs & The How’  Technical Skills easier to transfer and track  People Skills are very difficult Most managers get their people skills by accident Most managers get their people skills by accident Challenge: ManagerManager LeaderLeader

5. 5 Challenge: What are “Soft Skills”? Problem Solving Abilities (organization, judgment, logic, creativity, conflict resolution) Ethics (diplomacy, courtesy, honesty, professionalism) Open Mindedness (flexibility, open to new ideas, positive outlook) Persuasiveness (excellent communication and listening skills) Leadership (accountability, management and motivational skills) Educational Interests (continual thirst for knowledge and skills development) PEOPLE

6. 6 Challenge -- Divergent Paths in Content  Work “to connect the dots” on identified needs Practical......... Academic Knowledge to Methods Management..... Human Resources

7. 7 Challenge -- Walk the Talk  Do management and executives actually understand training or do they just believe it sounds right? “Buying” training versus “investing” in training “Buying” training versus “investing” in training  Why is training the first item to be cut, even when improvement is critical to the process/ business? Invest in solving the problems, or root cause vs. chopping Invest in solving the problems, or root cause vs. chopping

8. 8 Challenge -- Why Does Training Fail?  Soft skills gap -- culture  Lack of well-defined outcomes  Lack of strategy  Not integrated into on-going work culture  It takes 21 repetitions for a behavior to change ! !  Off-site “public” training issues Time away, but interaction with other practices Time away, but interaction with other practices Reluctance to share proprietary information Reluctance to share proprietary information  Limited implementation process  Managers may know the business, but do they understand managing the process?

9. 9 Challenge: Lack of Implementation  Lack of identified results expectation  Failure to prioritize  Not all personnel trained in sync  Limited follow-up of training

10. 10 Challenge -- Results  How do we verify the quality?  How do we mix different levels of how attendees receive instruction?  Long-term tracking and recording of results  Documented benefits/results of training are difficult to obtain from providers  Product may be intangible but we have to present the opportunity to solve a problem

11. 11 Challenge -- Time and Cost  Deliver when needed  Deliver to wide audience  Broaden base of contributors  Reinforcement and follow-up

12. 12 Challenge -- Meeting the Need  PIMA and CPBIS Alliance  Merging the Academic and Practical  Developing a Model for Inclusion  Delivery

13. 13 Why -- PIMA On-Line?  Conduct meetings, seminars, educational programs, & other live interactive engagements without -- Incurring travel expenses, costly meeting rooms, or loss of time away from the primary workplace for either presenters or participants. Incurring travel expenses, costly meeting rooms, or loss of time away from the primary workplace for either presenters or participants.  These interactive events include provisions for -- A multi-media presentation environment, and opportunities for exchanges of dialog among presenters and with participants. A multi-media presentation environment, and opportunities for exchanges of dialog among presenters and with participants. Cost savings allow more employees to participate increasing the potential rate of improvement. Cost savings allow more employees to participate increasing the potential rate of improvement.(continued)

14. 14 Why -- PIMA On-Line? (continued)  The interactions must be scaleable from – Small interactive meetings with industry educational centers and manufacturing sites, Small interactive meetings with industry educational centers and manufacturing sites, To large audience international cross-industry conference or seminars. To large audience international cross-industry conference or seminars.  Events should be available either interactively or as – Recorded sessions and with costs low enough to encourage frequent use, and Recorded sessions and with costs low enough to encourage frequent use, and A technology platform that is simple to use and accessible at a minimum over a 28.8 or 56 kbs speed connection. A technology platform that is simple to use and accessible at a minimum over a 28.8 or 56 kbs speed connection.

15. 15 Objectives for – Online Learning Project  Develop collaborative interactions and knowledge exchanges among global leaders in the paper industry and with other industry leaders to -- Help rethink and discover more effective technologies and organization and business strategies. Help rethink and discover more effective technologies and organization and business strategies.  Extend business and technological knowledge within manufacturing centers through interactive meetings, seminars, and educational programming offered by – Associations, academic institutions, and supplier communities. Associations, academic institutions, and supplier communities.(continued)

16. 16 Objectives for – Online Learning Project (continued)  Encourage more inter-industry and governmental interactions on cross-industry issues such as – Globalization, supply chain management, etc. Globalization, supply chain management, etc.  Stimulate innovative thinking by capturing and recording tacit knowledge gained from the interactive dialogs associated with – sharing information, views, concepts and lessons learned. sharing information, views, concepts and lessons learned.

17. 17 CPBIS and PIMA Course – Management for Enhanced Performance Scope and Purpose  The CPBIS/PIMA Management Development course is designed to provide managers and future leaders at paper and pulp operations and supplier facilities with the cutting- edge knowledge, skills, techniques, and approaches needed to successfully manage the financial, human, and physical resources to enhance the overall performance of operations. Who Should Attend  The course is especially appropriate for mill/plant managers and managers who are responsible for functions such as production, human resources, maintenance, technical services, and purchasing and are working towards higher levels of responsibilities.