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Module 1 (Mini-Business Goal Alignment) World-class competitiveness is the resu

Module 1 (Mini-Business Goal Alignment) World-class competitiveness is the result of an organisation’s ability to provide quality products and services, faster and more cost-effectively than competitors, through an engaged workforce and safe work practices. 1. Becoming World-Class Focus on simultaneous improvement of quality, speed and cost-effectiveness. 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 flow as pulled by the customer. Apply leadership practices that promote teamwork, continuous learning, participation and flexibility. According to research, world-class organisations across the globe apply the following key strategies, they: Mini-Business Goal Alignment Vertical Goal Alignment Vertical Goal Alignment Goal Alignment commences by the senior leadership team defining 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. Goal Alignment Structure MDT4 MDT4 The organisation’s Level 4 team is usually led by the Managing Director or Chief Executive Officer, this team includes all Master Coaches. MDT3 MDT3 The Level 3 team is led by the Master Coach (General Manager); this team includes all Coaches who report to the General Manager. MDT2 MDT2 The Level 2 team is led by the Coach. The MDT2 team includes Mini- business leaders and representatives from supplier departments, e.g. credit control, sales and back office team. In a production environment this includes Engineering, Supply Chain, QA, etc. MDT1 MDT1 The Mini-business is the first level team. It may consist of multiple shifts/teams. MDT4 MDT4 MDT3 MDT3 MDT2 MDT2 MDT1 MDT1 Mozal BSC Objectives Balanced Scorecard Measures BAOS Objectives BAOS Measures Mozal BSC Department BSC Section BAOS Team BAOS Internal Processes Strive for Zero Harm CIFR Classified Injury Frequency Rate # of total injuries To proactively manage our risks in terms of health, safety and environment Safety # 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 – Shareholder Value Added) Conversion Costs ($/ton) 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) Vertical Goal Alignment Vertical Goal Alignment Horizontal 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-effective way, the final customer will receive a quality product or service on time and cost-effectively. World-class competitiveness begins within an organisation. Planning Procurement Manufacturing Distribution Customer Sales 2. Sharing the Company Vision, Values and Goals 1 Our Organisation’s Vision Our Organisation’s Vision Every person desires to be part of a meaningful cause, know he or she is making a contribution to something worthwhile and feel part of a challenging journey. Without an inspiring vision there is no purpose! “To preserve and improve human life” Examples In world-class organisations all members share the same dream or vision. A shared vision inspires and provides a basis to work together to make the “dream” a reality. “To become number 1 or 2 in every market we serve.” “Nutrition, health and wellness for all our customers.” “Prosperity through mobility” What is our Company’s Vision / Mission? The Values of our Organisation Values describe the way we act in our organisation; they are the “glue” that holds a team together. Values define “who we are”; they create our organisation’s identity. Values also serve as “the rules of our game” on how we are supposed to behave. Without a set of common values, supported by all members, it is impossible for teams to function effectively. Once the values have been established, it is important for the team to define specific behaviours (what will and will we not do) in order to align themselves with the values. 2 2 Teamwork Teamwork Respect Respect Integrity Integrity Excellence in all Excellence in all we do we do Consumer Focus Consumer Focus Examples of Values include Goal Alignment Our vision can only become reality when we set goals aligned with the vision. Research shows that world-class organisations define goals that focus on simultaneous improvement of Quality, Speed, Cost-effectiveness, Safety and People engagement. Organisations can only become world-class if they set goals that ensure “best in class” results, and they are aligned with the true value requirements of their end- customers. It is essential that every member in the organisation knows and understands what the overall QSCSP goals of your organisation are, how the organisation is actually performing and what challenges it needs to overcome. 3 3 India Peru Honduras Peru Organisational QSCSP Performance Organisational QSCSP Performance Anyone can buy equipment. People make the difference! 3. The Team as a Mini-Business In world-class organisations, teams function like Mini-businesses: In world-class organisations, teams function like Mini-businesses: • They fully understand their immediate customers’ (and end-customers’) precise needs and ensure these are met in the most efficient manner. • They develop partnerships with their suppliers and assist them in improving their performance, to the benefit of all. • They function well as a team, engage all members and interact effectively with their Coach. • They take ownership of their resources and assets and utilise these optimally. Key Players in a World-Class Mini-Business Team Leader: Team Leader: This appointed leader is skilled in facilitating effective interaction involving all key players. The leader engages all members, assists and supports the team. Team Members: Team Members: They are the real assets of the Mini- business - adding value in the business, producing the bottom line. Customers: Customers: The internal customers, whom we supply with products, services or information, are our partners in the value chain. External customers are the real reason for our existence. Suppliers: Suppliers: They provide us with products, services or information, acting as partners in our value chain. Coach: Coach: The Team Leader’s line manager provides the team with clear direction, opportunities to achieve, equips the team, supports and recognises them. Master Coach: Master Coach: The Coach’s line manager ensures Mini- business goals are being met by removing obstacles and making resources available. Team Team Members Members Our Our Customers Customers Key Players in Your Mini-Business Our Our Suppliers Suppliers Our Team Our Team Leader Leader Our Our Coach Coach Our Master Our Master Coach Coach 4. Forming your Mini-Business Your Mini-Business Name and Mission Your Mini-Business Name and Mission For teams to develop a sense of identity and purpose, it is necessary to agree a name and purpose. Without a name, there is no identity. The name should be a positive reflection of who the team strives to become. The purpose or mission of the team defines the team’s reason for being - why the team exists! The team’s mission becomes meaningful when it is aligned with, and supports the vision of the organisation. Involve your team in defining your team’s mission. Your team mission will provide meaning and purpose to your team and define your team’s “reason for being”. Your mission also needs to align with your organisation’s vision. Defining your Team Mission Mini-Business Principles Preparing your Mini-Business Facility Once the team has a name and mission, a proper team meeting facility needs to be established. This facility is used to establish visual management of performance, conduct daily meetings, and hold regular problem-solving and continuous improvement sessions. Experience has proven that a well designed Mini-business facility facilitates good business results. New Mini-Business Facility MDT1 (Malaysia) MDT1 (Malaysia) MDT1 (Sri Lanka) MDT1 (Philippines) MDT1 A customer-supplier relationship chart illustrates the relationships between the Mini-business and its customers and suppliers. The chart also indicates customer satisfaction and supplier performance based on agreed value requirements. 5. Developing Customer-Supplier Partnerships Ref Customer Supplier Chart Drafting Service Level Agreements To establish effective partnerships with customers and suppliers and assess how actual value requirements are met, we need to develop clear, simple Service Level Agreement (SLA) outlining key value requirements of suppliers and customers. Step 1: Step 1: List the value requirements from each customer. Step 2: Step 2: List your value requirements from each supplier. Step 3: Step 3: Meet your customers and confirm both parties’ requirements. Step 4: Step 4: Formulate and sign off SLAs with each customer. Step 5: Step 5: Repeat steps 3 and 4 with your suppliers. See reverse for agreed improvement actions SERVICE LEVEL AGREEMENT Training & Development Department (supplier) “Incredibles” (Customer) • A representative conducts competency assessments within 1 week of request • Delivers competency development interventions within 30 days of request • Assists in assessing effectiveness of competency acquisition within 30 days of delivery • Provides feedback to delegate and Team Leader within 1 week uploads/Industriel/ smf-guide.pdf