Starco - Wheels & Tyres |
"Creating value for our customers and gaining value from doing so is key to everything we do. We embrace a world-class business philosophy, drawing on the principles of LEAN and other best practice methodologies as tools for continued progress.
"Happy customers always return"
We channel our employee's creativity, experience and capability through the implementation of Mission Directed Work Teams (MDW). The MDW is key to the development of our continuous improvement culture, in which our people understand the contribution they make to our business and are recognized for it. Everyone in our company is part of a mission directed work team, and all teams are driven by and contribute towards a common vision, mission, and common goals. Our leaders share common values and regularly meet with their teams to align, support and enhance the team's performance." Richard Todd, Chief Operating Officer Production Starco Europe A/S
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Hydro - Aluminium
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'Hydro Aluminium Extrusion has implemented a number of Mission Directed Workteams (MDW) modules over the last 3 years. The Mini-Business concept has delivered structure and purpose, where there were ad-hoc practices and infrequent reporting. Team members have clear performance objectives and the opportunity to contribute through continuous improvement projects and at regularly held team briefings. Performance criteria developed under the Quality, Speed, Safety, Cost and People banners mean that information is readily communicated; positive results are recognised and deviations from target rapidly trigger improvement actions. Building on the MDW Mini-Business platform, the implementation of the MDW Visual Workplace 5S module has led to a safer environment, lower inventory and less waste. The implementation of MDW Engaging Leadership in 2010 has supported better leadership development of teamleaders throughout the organisation and redefined the pivotal role of supervisory management. The business will shortly be embarking on the MDW Asset Care module, introducing world-class best practice for better Overall Equipment Effectiveness (OEE). The modular nature of MDW supports customising the programme according to business needs along the journey to performance improvement. I am convinced that MDW has contributed significantly to Plant operational performance and a great work environment.' Richard Elliott, Hydro Aluminium Extrusion Ltd UK |
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GKN - Wheels |
‘The development of real and meaningful employee involvement to a point where it actually has a positive influence on one’s business is a journey not for the faint-hearted. It requires an unwavering understanding that it is the right thing to do, a genuine belief that everyone in the business has a contribution to make and that they should be given the opportunity to make it.
The expertise, support, and encouragement from Competitive Dynamics makes this journey much less arduous than it would be if one was travelling alone. The establishment and development of mission directed work teams within my businesses has not only materially contributed to a sustained improvement in the business performance, but has also made it a place where people want to come to work. There is no doubt that without the continued support from Competitive Dynamics we would not have made the significant strides that we have, as a business and as a community.’ Phil Dodds, Managing Director |
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Seagoe - Technologies |
‘Seagoe Technologies employs around 250 people in the manufacture of electric heating appliances under well known brands such as Dimplex and Creda.
The company has strived to improve performance over many years looking at initiatives such as TQM, JIT and Lean. Our experience was probably not unusual in that we had difficulty making the changes sustainable and delivering ongoing improvement in performance. The intervention by CDI was different. It provided a means to create real culture change in the organization through its unique MDW team based approach. By changing mind-sets CDI helped create an environment where sustainable and continuous improvement became a reality. This culminated in Seagoe winning the Northern Ireland Quality Award in 2009. I have seen many approaches to business improvement over the years and the CDI approach is the best I have encountered to date.’
Neil Stewart, Managing Director
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Knauf - Insulation
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“We have been working with Competitive Dynamics over the last few years , introducing the Mission Directed Work programme. Firstly , as with any new initiative , the success is very much based on the support provided , both external and internal. The Support from Alex Cunningham (our External Consultant) has been excellent. Alex has really helped us get our Senior management to buy into the MDW concept. Alex has real passion for making MDW succeed in the workplace, that passion is infectious , my whole team are all very passionate about making MDW successful and part of our everyday work.
We have now established clear and achievable targets for each team on site, these targets are aligned with the overall business objectives, again all link to quality , speed and cost. The teams have realised through their own Mini Business teams, that they can have much more influence on their areas of work and hence the business as a whole. They are now averaging 60 ideas per month between them, a major step forward for our site. These ideas cover all aspects of work, and as is quite often, some of the most simple ideas have really made a difference. The key point for me in the this whole process was sustaining the cultural change. This has been the most difficult. We have relaunched certain aspects , we have held additional training , but the key has been coaching/mentoring and auditing of the process from Senior Managers through to team leaders. Alex pushed and pushed for us to get the coaching correct, make it more structured.
I believe now through MDW everyone has much more purpose, everyone is much more informed, communication across teams, from Production workers to Engineers, from Packaging operators to myself , communication is much more open. Personnel genuinely believe that their opinions, their ideas count . Through this process , I feel that everyone is now contributing to our key business objectives.
It makes it a much better place to work.“
Kevin Day, Plant Manager - Queensferry
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SCA - Foam Products |
Novartis - Pharmaceuticals |
Bridgnorth - Aluminium |
Packaging
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Bridon - Wire & Rope
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Acheson Glover - Paving & Flags |
Bokomo Foods UK Ltd |
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