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Smf guide Module Mini-Business Goal Alignment C Becoming World-Class World-class competitiveness is the result of an organisation ? s ability to provide quality products and services faster and more cost-e ?ectively than competitors through an engaged wor

Module Mini-Business Goal Alignment C Becoming World-Class World-class competitiveness is the result of an organisation ? s ability to provide quality products and services faster and more cost-e ?ectively than competitors through an engaged workforce and safe work practices CAccording to research world-class organisations across the globe apply the following key strategies they Focus on simultaneous improvement of quality speed and cost-e ?ectiveness Establish close links with customers and suppliers throughout the value chain Drive both linear continuous improvement Kaizen as well as non-linear breakthrough improvements in the workplace Eliminate all forms of waste and make value ow as pulled by the customer Apply leadership practices that promote teamwork continuous learning participation and exibility CMini-Business Goal Alignment Vertical Goal Alignment Goal Alignment commences by the senior leadership team de ?ning what the overall goals of their organisation are in terms of QSCSP These goals are based on the requirements of the market our customers and our business plans CGoal Alignment Structure MDT The organisation ? s Level team is usually led by the Managing Director or Chief Executive O ?cer this team includes all Master Coaches MDT The Level team is led by the Master Coach General Manager this team includes all Coaches who report to the General Manager MDT The Level team is led by the Coach The MDT team includes Minibusiness leaders and representatives from supplier departments e g credit control sales and back o ?ce team In a production environment this includes Engineering Supply Chain QA etc MDT The Mini-business is the ?rst level team It may consist of multiple shifts teams MDT MDT MDT MDT CMozal BSC Objectives Balanced Scorecard Measures Mozal BSC Department BSC BAOS Objectives BAOS Measures Section BAOS Team BAOS Internal Processes Strive for Zero Harm CIFR Classi ?ed Injury Frequency Rate of total injuries To proactively manage our risks in terms of health safety and environment of near misses and JSO completed from all teams per section of near misses and JSO completed by individual teams Financial Shareholder Increase shareholder value EBIT SVA Earning before interest and Tax ?? Conversion Costs ton Shareholder Value Added Safety To continuously improve our operating costs Cost Manage actual costs vs planned per section Overtime worked by teams of damages to product Reduction Process of rejects and re-pours cast Rodding Shop CVertical Goal Alignment CHorizontal Goal Alignment Organisations consist of value streams which are ? lines ? of teams that create and deliver products or services value to the end-customer When every Mini-business is focussed on providing the next Mini-business their internal Customer with a quality service or product in the shortest possible time and in the most cost-e ?ective way the ?nal customer will receive a quality product or service on time and cost- e ?ectively World-class competitiveness begins within an organisation Planning Procurement Manufacturing Distribution Customer Sales C Sharing the Company Vision Values and Goals Our Organisation ? s Vision Every person desires to be part of a meaningful cause know he or she