COMPANY CULTURE B L U E
P R I N T
September 2015 www.woodformarch.com
Table of Contents 04
Introduction
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Our Culture as it is now
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The Woodform Culture of the Future
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Sphere of Relationships
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Weekly Events Schedule
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BHAG – Big Hairy Audacious Goals
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Core Values
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Performance Evaluation
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Salary not Wages
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How the Bonus System will work
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A Winnable Game
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Training and Continuous Self Improvement
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Our Culture Change Action Plan
Last year we achieved a 30% year on year growth and in this quarter we are seriously kicking butt. The industry are starting to notice us and our target market, the premium architects are loving us. This is great. The current challenge is though, although we are scaling up, in the last year we didn’t capitalize on that economy
INTRODUCTION “Woodform has seriously grown up. We are getting somewhere.” Jeremy Napier CEO
of scale to increase in profitability as a percentage of sales. In the previous year we achieved 10% and last year we got 11%. In spite of increasing sales by 3 million. This is disappointing. Bigger is not necessarily better if the health of the business isn’t improving. Not that we are unhealthy, but we are certainly not the Olympic Sprinters that we could be. Nett profit as a percentage of sales is only one health measure, but it is the most important one. It’s like being overweight – poor BMI and seriously unfit. The problem is efficiency and the green line of health is 20% Nett Profit. That is Olympic stuff! Now for us to get from 11% to 20%+ we have a strategy, and to execute a strategy effectively, we need a fully motivated and engaged team. And to become the team we need to be, we need to change our culture. The traditional method of increasing profit is for senior management to formulate a strategy (usually a savage cost cutting one) and roll out a set of strategic actions through the company by force and accountability. Thus employees are kept in the dark as to why they have to do what they are being asked. Some will make a halfhearted attempt to obey mainly through fear or blind obedience and the rest will be totally disengaged and remain totally inert. The result is that workers become more disengaged and suspicious of management and management becomes frustrated and resorts to desperate measures.
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COMPANY INTRODUCTION CULTURE BLUEPRINT Our strategy for this financial year is 2-pronged: 1. Increase our Gross Profit (Sales – Cost of goods sold). To do this we have the following action points: Increase our prices (which we have already just done), reduce our costs, reduce our production wastage, increase our product differentiation (features that make our products more different so we can charge more) and increase our extent of value adding. 2.Increase our Volume of Sales for the same fixed costs. This point is all about efficiency. Our sales are increasing, but when we can execute those extra sales for the same amount of overheads, this is seriously profitable. This really requires fully focussed team effort. Lean principles and eliminating WOODMITS (anyone remember them?). Eliminating rework and time consuming hassles. Maximising machine up time and being superbly organised.
The following are a few principles we are wanting to introduce to improve our culture: 1.Remove the hierarchy (up/down barriers) and replace it with a sphere of relationships. 2.Remove departments or silos and replace them with work cells and teams. 3.Remove wages and replace them with salaries so that everyone is focussed on outcomes not hours (not 60 hour weeks though!). 4.Change the bonus structure so that it aligns perfectly with profitability and the success of the company is shared with everyone. 5.Start a workers council to be a voice of the workers. 6.Provide training opportunities for everyone. 7.Total transparency and trust with company financial information and every part of the business, so that every Woodformer is completely in the picture. 8.Provide forums for everyone to have input. 9.Use peer accountability for performance appraisals through 360 degree reviews. 10.Live our Core Values. 11.Encourage Candidness, frank open feedback to each other within our team collaboration which is objective and free of spite.
The carrot is – and this is a big one – is that I am pledging all nett profits above 20% to the Woodform Bonus Pool. We will be raising the incentive breakeven for the bonus quarter by quarter until we reach 20%. Our strategy however promises a nett profit of 25% so if we can all pull together we will get there.
Some of us have been doing some studying on companies like Google and various other works which we will share with you. But there is another way compared to the old top down Leader – Follower management structure. There is a very true saying that says, “Culture eats strategy for breakfast.” By starting with the belief that every individual wants to perform a fulfilling task, has self-respect, is trustworthy and wants to get somewhere in life – we can change from forcing people to work to simply enabling them to work. And, instead of people blindly doing what they are asked, they are shown the desired outcome through transparent reporting and systems and asked to think about what they are going to do. Instead of only the intellectual capacity of the leader being used and the rest blindly following, the full intellectual capacity of every person is used. This approach can unleash an exponential force of creativity and efficiency which we have never seen before.
COMPANY CULTURE BLUEPRINT
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OUR CULTURE AS IT IS NOW As we are right now, I believe Woodform has a pretty good culture. I regularly see employees go above and beyond their obligations and most people appear quite happy.
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OUR CULTURE AS IT IS NOW
A few things which are going right are: • We have a very high rate of retention. In fact I can only think of a couple of employees who have left off their own accord and we have had 2 instances of employees coming back to us. • I see many examples of employees showing exceptional levels of commitment to their roles. • Quite a few members have been here for a number of years and have developed significant experience, industry knowledge and technical expertise.
A few things that are not right are: •There would be quite a few employees basically coming to fulfil their hours and not fully engaged in the destiny of the business. •Particularly in the factory, not many of the employees would know how the overall game is going, they don’t have the information and don’t really have a forum to interact with the whole team. Which factory employees know what our sales were for last financial year? •Many employees are quite holed up in their role or their department. We need to get multi skilling and cross training happening. •The current bonus system is not clearly aligned with the business success. It also isn’t clear to every person what their team needs to do to influence this. •Employees aren’t thinking and innovating, introducing improvement at nearly the rate that they could. •The employees don’t have enough of a voice! They need a forum to speak and be heard. •We currently have very little training. Even on the simple skills of Outlook management or “How to grade timber”.
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THE WOODFORM CULTURE OF THE FUTURE My dream is for Woodform to be a passionate tribe of self-actualisers. Where every Woodformer (a passionate member of the Woodform Tribe) is like a founder with an entrepreneurial sense of being part of something great. Continually improving, making decisions based on business acumen and fierce advocates for what the team is striving for. We will know if we have achieved this when improvement start appearing, people are speaking up, collaboration between teams is seamless and creativity sky-rockets. When every person starts leading themselves and supporting those around them, living our core values and striving for incremental improvements, the tsunami will be unstoppable!
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SPHERE OF RELATIONSHIPS We are discarding the traditional hierarchy or org chart and embracing an Oval with team positions. This should be very familiar! The hierarchy definitely serves a purpose, providing accountability and order, but it tends to be a series of pigeon holes for people to be holed up in with vertical hierarchical barriers and horizontal silo barriers. A sphere assumes free flow where anyone can talk to anyone, people can be cross trained, multi-skilled and rotate jobs freely. Change and progress can happen faster and people play the game by competence and intuition rather than waiting for the next direction.
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1. New Product Development 2. New Business Development 3. Finance 4. Operations 5. Production
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COMPANY CULTURE BLUEPRINT
Work-cell Shown (left) as shape:
Work Group Shown (left) outlined as
A work-cell is a work team and system arranged around performing a certain critical process which is a vital cog in the overall game. Each process is measured by Key Results. They normally communicate through on the job collaboration and or daily Gemba meetings.
A group of people whose relationship is aligned to achieve certain outcomes on a larger and or more diverse scale than in a Work-cell. A Work Group may span multiple Work-cells and include individuals from across the organisation. A work group may be formed to create a multi skilled team in order to achieve a specific business outcome. Eg. New business development, implementing a new production process like profile wrapping.
Specialists have an in-depth skill or area of expertise, usually specifically related to Woodform and its operations (rather than a general skill that applies in many business) which is learnt over a period of time. They are a key player in their area and are some of the most critical assets we have in order to play our game of winning.
Partners
The Partner’s Committee
A partner is a full-time employee of the business who understands and has a vested interest in the success of the business to the same extent as a founder. They will actively perform according to the core values of the business and are self-actualises. (Self-actualization definition, the achievement of one’s full potential through creativity, independence, spontaneity, and a grasp of the real world.)
The Partners Committee is elected by the Partners themselves. This needs to have an appointed leader and a number of other members from all around the business. Not to include any council members. The purpose of The Partner’s Committee is to be the voice of the Partners and to be able to represent their interests to The Council. The Council will also communicate with the Committee, any proposed changes in strategy or key business decisions. The Partners Committee will meet with the council on Tuesdays. Suggested time – Morning
Coordinators Shown (left) with their portfolios in Bold. A similar function to the traditional manager, but without an inward facing title to remove the barriers brought about by imposing a hierarchy. The function of a coordinator is to ensure the flow of creativity and productivity within the work-cell. They have an eye on the bigger outcomes and deliver the Key Results to The Council. They also would usually have a specialist level of skill. The Coordinators will meet with the relevant council member at least weekly and usually on a Monday. The CEO The CEO in Woodform’s case is also the owner of the business as well as the legal director. What this means is that he is ultimately responsible legally, is answerable to all external stakeholders and also bears the risk. The CEO therefore does have veto power to any decisions in the company but would normally only use this to when he is under legal or financial risk. It is the CEO’s role to inspire the confidence of the entire team and help to break any blockages or deadlocks.
Council Members and Portfolio’s Jeremy Napier (CEO) Marketing, Sales, Customer Service Ken Perryman IT, Systems and Operating Platform,Pricing Donald Napier Finance Scott McMorran Operations, Logistics, Production, Project Management and Purchasing The Council will have a weekly meeting on a Friday Morning between 8:00 and 8:30.
COMPANY CULTURE BLUEPRINT
Specialists Shown above with their area of expertise in Purple.
The Council The Council is the steering committee of the whole business with the job of formulating strategy and keeping an eye on the big picture. They are responsible to the Partners to coordinate all the business operations to ensure that the business has a winning game plan and carries this plan out.
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MONDAY Coordinators to meet with relevant council members to go over OKR’s and any points for discussion
TUESDAY Partner committee to meet with The Council in the morning (or whatever time they choose)
WEEKLY EVENTS SCHEDULE
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WEEKLY EVENTS SCHEDULE
WEDNESDAY Team training session for 1 hour at 6.30am
THURSDAY The Council to meet at 8.00am
COMPANY CULTURE BLUEPRINT
FRIDAY TGIF Meeting. The CEO to provide a weekly update to all staff and take questions at 14.45.
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BHAG
BIG HAIRY AUDACIOUS GOAL
A BHAG serves as a compelling vision for a business, as much as, a vision of competing in the Olympics is a compelling goal for a professional sprinter. (The term was coined by Jim Collins, author of Good to Great.) It keeps us motivated and focussed, and as we progress along the road of progress to achieving that vision, we feel fulfilled in what we are doing, which provides us huge job satisfaction. We set performance markers and strategy to achieving our BHAG which allow us to look back to see the way we have come, and to look forward to the top of the Mountain Peak to the way yet to go.
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*When we say sought after, we mean being recognised as a thought leader, pulling significant demand from our Target Market of High End architects globally. Current examples are Cox, Woods Bagot, Hassell, BVN. Future targets are Gensler, HDR and Populous.
We believe we will have achieved this when measured by: • Revenue 50 Million annually (this is 30% compound growth annually) • Export proportion 50% • Net Profit 20% • Net Promoter Score 75%
Woodform will become the most sought after* feature linear wall and ceiling lining brand globally by 2020.
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BHAG - BIG HAIRY AUDACIOUS GOAL
To achieve this goal, our strategy is to create a world class exponential platform and then scale it.
We need to create, “The Woodform Phenomenon”. We already have started this. We are using Exponential Methodology to create a BIM resource centre on our website for architects to collaborate with us and each other. A key to this is our embracing the new REVIT drawing technology to create incredible design tools for architects.
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Highly Differentiated Products are a must. A foundation stone for this is the use of modular components as building blocks which are infinitely flexible and configurable to each project allowing designers huge Freedom of Expression (our new slogan) to leverage their creativity. We are getting very close to a soft launch of the totally new FINtrax family, a patented commercial façade system which is basically supersized Concept Click. We also have a whole raft of extras and improvements happening on our existing Concept Click and Expression Cladding families. Think about shapes, LED lighting, wrapping in veneer, vinyl and even leather, Concept Click on a dovetail clip etc. We are starting a Revolution!
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Thought Leaders are Inbound Marketing Masters. We already are 14 months into the Inbound Marketing journey and are having great success with amazing amounts of interest from our database. Our next critical step is to perfect lead nurturing and for this we have to welcome Nadia Godfrey who is our new Head of Marketing who will help to organise our marketing efforts. Other developments are the launch of Pardot/Salesforce software and the recruitment of an offshore telesales person from the Philippines who will be under Tim’s watchful eye.
BHAG - BIG HAIRY AUDACIOUS GOAL
To compete globally we needed a Worldclass Operating System. For this reason we have started implementing Salesforce/ Ascent ERP. This is a very clever end to end, cloud-based business operating platform which connects the entire business from marketing campaigns to chasing payments. It is a very drastic move which is currently in progress. It is a bit of a washing machine at the moment but it has incredible potential reduce work load and improve organisation and control enormously.
What we need to do next is to formulate a Global Operating Model. This needs to include, how we market globally, how we track projects, how we do project management and then how support projects through the construction phase and beyond (this is the biggest one I think). We also need to make sure that our pricing is globally competitive.
COMPANY CULTURE BLUEPRINT
The great thing is that we are well on the way to achieving our BHAG as you can see from the above. Also in growth terms, last financial year we increased in revenue by 30%.
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CORE VALUES
WOODFORM’S 8 CORE VALUES
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QUALITY
CARING
INTEGRITY
PROACTIVENESS
Quality first
Show that you care
Do the right thing at all costs
Do the right thing at all costs
INNOVATION
EMPATHY
EXECUTION
Look outside the square
See things
Get stuff done
CONTINUOUS IMPROVEMENT
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Embrace the journey of progress
Our Core Values are based on Christian values with a strong emphasis on doing the right thing to others. These values are behavioural traits which are mandatory for all Woodformers and are the basis by which performance is measured.
CORE VALUES
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CORE VALUES - QUALITY
QUALITY Quality first Without a strong commitment to quality, all other business activity becomes useless. Our definition of quality is: “Is the product of what I am doing, fit for the purpose of its intended use?” In this way the customer of my process, whether it be an internal or external customer, is always in my mind. I keep thinking about and focussing on the outcome. I am not over processing and wasting efficiency, but I am providing the quality that is critical to my customer.
Questions: •Who is my customer? •What outcome does my customer need to achieve? •Will my customer trust me more as a result of using my product?
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CORE VALUES - CARING
CARING Show that you care Many people say that they care about others, but do their actions show that they care. Is there tangible proof that you care about a colleague’s feelings in a personal crisis? A kind word or a note of support. Is there something you can do to help a customer with a problem on a job? This will go above our legal or contractual obligation but it may not cost much at all. A few lengths of replacement material. A phone call to see how they got on. Showing that you care is about going the extra mile and doing something thoughtful that you didn’t have to do. Questions: •Who needs my care? Which people are within my circle of influence? •What can I do to help them out and make their day a bit brighter? •Is my caring action thoughtful and unexpected?
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CORE VALUES - INTEGRITY
INTEGRITY Do the right thing at all costs In any given situation, there are some wrong things you can do and some right things you can do. You need to be able to quickly draw the line in the sand, where is wrong and where is right? You then don’t have a choice, irrespective of cost to ourselves, we have to do the right thing. This approach applies both to business relationships with external stakeholders as well as fellow Woodformers. When settling a dispute it must be remembered that either of you could be wrong, both of you could be right or both of you could be wrong. If you are wrong, put it right at all costs. If they are wrong, show them how (tactfully) and immediately revert to 2. Show that you care and 6. See things through the eyes of others. Questions: •Can you tell right from wrong? •Can you change shades of grey to black and white? •Are you prepared to say when you are wrong whatever the cost?
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CORE VALUES - PROACTIVENESS
PROACTIVENESS Act first, don’t wait for things to happen Anticipate things. Customer complaints, queries, new competitive products in the market, disasters, they all happen. Proact, be on the offensive, anticipate a need, plan ahead. A company that is surfing the wave of change, is more innovative and has far better customer service than a company waiting to see what is going to happen. It is a proven fact that proactive time is 5 times as efficient as reactive time. Stop, think, plan, and act. Questions: •What proportion of your time is spent reacting versus proacting? •Could you reduce your reactive time by proacting and putting some standard systems and processes in place? •How much of your time are you spending quadrant 2 – Important but not Urgent?
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CORE VALUES - INNOVATION
INNOVATION Look outside the square The power of innovation can improve anything. It can improve our products, our working experience, our customer’s experience, our efficiency even our relationships. There is a way of doing what you are doing now, faster, of better quality and more reliably than the way you do it now. What is it? Where can you find out? Have you Googled it? Has someone else done it before? It would be really great if I could achieve (insert any outcome). It’s never been done before. Good. It would look a bit odd. Good. I know someone who might know some who knows something about this sort of thing. Great. Questions: •Do you question the status quo? •Do you spend any time thinking about how a product, process or outcome can be improved? •When last did you do a Google search about: How to?
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CORE VALUES - EMPATHY
EMPATHY Seeing things through the eyes of others Empathy is the ability to understand and be sympathetic with other people’s feelings. When someone is going through a personal tragedy, experiencing grief and loss. Can we understand how they feel? Are we sympathetic? This may be easy. But then what about if someone is simply acting unusual? Even irritating me? Have we stopped to think about, what was their upbringing? What is their native culture? What were their parents like? What is the person’s personality type? Possibly quite different to mine. What about a customer? What is his situation? What was he told? What is important to him? Empathy is like looking through a different window into the same room. The room looks quite different. But it’s the same room. This skill is essential for team work and really useful in sales. Questions: •Do you want to see someone else’s point view? •Are relationships important to you? •Can you see how seeing through their eyes can add value to your relationship?
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CORE VALUES - EXECUTION
EXECUTION Get stuff done Without the ability to get stuff done, efficiently, a person isn’t much use to a goal driven team of Woodformers. Execution means that not only can I innovate and come up with a plan, but I can implement it and make sure that it works to the 1. Quality first value. The ability to execute is essential for the company to evolve and improve. It is also equally essential in the day to day of every Woodformer’s job, to work efficiently and be highly productive. Questions: •Can you manage your time? Do I tie up all the loose ends? •Can you prioritise and delegate? •Do you know when to push back and when to go fast?
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COMPANY CULTURE BLUEPRINT
CONTINUOUS IMPROVEMENT Embrace the journey of prorgress Continuous improvement, which is a compounding change for the better, is one of the most powerful forces of progress for both individuals and companies. At Woodform we believe in providing each employee with an opportunity to improve their lives. It is therefore expected that each individual will strive to a high ideal to improve their own skills through continuous education and thereby improve their earning potential and quality of life. As well as this it is expected that each person will provide innovation to improve their processes and outcomes and also actively contribute to Woodform strategic projects so that the company continually becomes better. Questions: •Do you continually read books etc to improve your working knowledge? •Can your co-workers point out something you are now doing better than 6 months ago? •When last did you make a suggestion to improve a product or process?
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PERFORMANCE EVALUATION
We all know that every champion team is made up of champion players. The purpose of a performance evaluation is to provide every Woodformer with feedback objectively on how they are performing. This feedback is an invaluable opportunity for each person to identify areas of weakness and put something in place to improve in order to go from Good to Great on a personal level. It also helps them to identify areas of strength which, if recognised, can be leveraged to even greater effect as a powerful force
The method we have chosen is a 360 degree review, scoring each person on their performance against the Woodform Core Values. This means that the judgement is based on the aggregate 5 point score provided by at least 7 other Woodformers. These will be peers, followers and leaders. This will provide an entirely objective score and it is entirely anonymous.
Point Score
4 Excellent 3 Good 2 Neutral 1 Poor 0 Shocking
within the team and also help improve the alignment between strengths and jobs.
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PERFORMANCE EVALUATION
In addition to this, comments are asked for and then there are two final questions asking what can you do better and what do you do well. The aggregate score will be used in conjunction with other data when reviewing and adjusting quarterly bonuses for individual performance. Other contributing factors will be, active
part in strategic projects, commitment to continuous learning and number of innovative ideas submitted. Data sources for these will be company action plan, attendance at training sessions and part in Kaizen activities.
get the chance to change their ways if necessary. We need to be communicating our core values first before we start evaluating them. This system is subject to review and may be improved further over time.
We intend to start this process at the end of Q2 (in 3 months) so that we can start collecting data and so that everyone can
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COMPANY CULTURE BLUEPRINT
SALARY NOT WAGES As everyone has a minimum level of partner, all Woodformers will be treated as self-respecting professionals who are paid to fulfil a key role and achieve an outcome, not paid just to be physically present for a number of hours. There will be no clock cards used and everyone will be paid a weekly salary. The salary amount for FY2016 is worked out based on whatever your earnings were historically including your
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overtime but obviously excluding your bonus - this is a separate system which will be paid in addition. So in short you are paid a salary which includes overtime whether you work it or not. I will be presenting your wage review packages individually and obviously you will have full opportunity of querying them if we have overlooked anything or there is something you don’t understand.
HOW THE BONUS SYSTEM WORK The bonus system is the most exciting part of the new Woodform. It is based on the presumption that each Woodformer is an entrepreneur with a vested interest in the success of the business and would like to share in the outcomes that this brings. For everyone to be truly aligned, everyone needs to be able to directly influence that success and also feel the pressures that the Woodform machine faces. Total financial transparency is vital to this process and each Woodformer will be shared financial reporting and will be able to look at this through the bonus calculator to see what their bonus is. How does it work? The basis of the bonus system is that all nett profits above an incentive breakeven figure are paid into a bonus pool. This bonus pool is divided up and paid to all Woodformers in proportion to their number of bonus shares and then adjusted according to their performance data. The bonus is calculated on quarterly financial results and then broken up into weekly payments over the following quarter.
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HOW THE BONUS SYSTEM WORK
Bonus Calculator Every Woodformer will be given a bonus calculator and trained on how they work. The point of this training is that at the same time the whole team learns what makes a business seriously profitable. The following is an example:
Sales
$1,300,000
Bonus Pool
$16,000
Times
Times
Divided by
Raw GP %
52%
Minus
Because the bonus pool starts filling up with all nett profits over and above the incentive breakeven point, there is a clear achievable line at which the bonus starts increasing dramatically. As explained above, it will be calculated on the average quarterly result.
Fixed Expenses
Minus $400,000
Equals
Equals $276,000
No. of Shares Equals Bonus Share Times
Divided 42 by
Equals $380.95
Nett Profit
Times
Minus
Minus
Performance Equals Aggregate
1
Incentive Breakeven % 20% Actual Bonus per Share
Equals $381
Bonus Shares
Bonus Conclusion
Bonus Shares are allocated as follows: Partners – 1 share Coordinators and Specialists – 2 shares Councillors – 2.5 shares
The new bonus system will be a bit of an experiment to start with but with feedback and a few adjustments, it could unleash a tidal wave of success in the Winnable Game. Every Woodformer will have the most outstanding opportunity to succeed and build their lives in the most rewarding ways.
Obviously the higher the number of shares a person has, the higher a proportion of their salary their bonus represents which means a higher risk factor for them. This reflects the responsibility of their position toward the outcomes of business performance.
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What we have created in our sales department very successfully, and what we want to roll out across Woodform is, the concept of the Winnable Game.
A WINNABLE GAME When playing a game of football or basketball, you have a team, everyone knows how to play, there is a goal and there is a scoreboard. The game is engaging and fun, drawing out passion from players and spectators alike, to the extent that sport is a huge industry, with games in many forms claiming at least some attention from virtually every person on the planet! To win the game there¬ needs to be a clear game plan, there needs to be training – lots of it, there are team positions and everyone knows what they need to do to win the game. Each player is able to respond to situations instantaneously without being told specifically what to do. You never see a player on a football field waiting for instructions and you never see them just concentrating on their little area of responsibility. They are all concentrating intensely on the whole game and they are all doing their bit to influence the overall score.
To roll out the Winnable Game concept across the company we need to do the following:
The Winnable Game concept makes every day fun and rewarding with the thrill of winning and reaching those big goals motivating the whole team to strive higher and further.
•Who will be the captain of each team? We have called them Coordinators which infers that they keep things flowing and look at the big picture.
•Each work cell needs to look at what their critical contribution is to the overall score (which is nett profit, the salary calculator is helpful to focus on this). •We need to work out what the critical measures are, which need to be shown on the work cell scoreboard (both lead and lag measures, refer to 4DX for a video on this). •We need to work out how we will set up daily reports and scoreboards for each team. •Each work cell needs to work out how they will collaborate. Will they discuss issues throughout the day? Will they have a Gemba at the start of the day?
•What training is required for the team to function at its peak so they can win the championship? •Is the work cell set up efficient with all systems at their optimum? Refer to Lean Workcell Design for directions on this.
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TRAINING AND CONTINUOUS SELF-IMPROVEMENT In order for every Woodformer to be an effective selfactualiser, they do need competence. They not only need to have the knowledge to fulfil their role expertly, they also need to understand the bigger picture (how business works) and the roles of the other departments in the business. The best people to do the training in many cases are Woodformers themselves. If we all shared the skills we had with each other we would be nearly 30 times as skilful. Even just simply experiencing how other people do their jobs in other departments will help. If the wood machinist understands the way marketing perform their craft, they will bear the marketing promise in mind when producing the timber profiles. The following are just a few training topics which should be covered: •Understanding the financials •A bonus calculator session •How does the Woodform machine work? •Work cell information sessions •How to set a moulder •The applications for Concept Click and how they are installed •Welding, open to all but especially the factory guys •Book talks •Leadership •How to run the paint line and how does the finishing process work
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We need to appoint a training coordinator who can ensure that training is happening on a continuous basis. A record also needs to be kept on who has done what. Significant commitment to self-improvement and training is a pre-requisite fovvr any decent score on the “Embrace the journey of progress – Continuous Improvement” core value. Possibly the best time for training is every Tuesday morning between 6:30 and 7:30am.
OUR CULTURE CHANGE ACTION PLAN
1.Start the Weekly events schedule. 2.Scoreboards everywhere, one for every work cell. 3.Dashboards on all Salesforce user interfaces. 4.Create daily reports to be sent out every morning. 5.Get everyone’s contact details, particularly the factory staff need to each get an email. 6.Whole team walks. 7.Whole team morning tea. 8.Implement the Team training program. 9.TGIF – Thank goodness it’s Friday. A whole company Q&A session to share the news of the week and to hear the voice of the Tribe. 10.The tribe needs to elect the committee that represents the voice of the workers. 11.Do a performance evaluation. 12.Change from wages onto salaries. 13.Post up the new Organisation Structure. 14.Start cross-training and swopping positions. 15.Get the new office happening!. 16.Start the new meeting schedule. 17.Work out collaboration time for factory teams. 18.Work out a forum for communication and tracking OKR’s and projects. 19.15% Time for Innovation and Improvement. 20.Start a portal for the company strategic plan. 21.Put up Kaizen lists and start doing Kaizen activities. 22.Use the culture to make Lean Principles fly through the organization.
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freedom of expression
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