Subsidiary of Baerlocher GmbH Private Ownership, Munich based UK = 12% of EU/MEA Sales (13m) Manufacturers of Plastics Processing Additive systems End users Construction sector mainly PVC building products
Manufacturing
Acute Pain
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Employees Gross Profit
Leaders (Not Followers) Risk Taking (Not Cautious) Innovative Diversified Clear Single Identity Early Adopters Long Term strategists
Most Commonly found where:Start up s : 4-5 yrs of Trading 10-50 employees Young senior management (<50) YOY Profit growth >20% <5% Staff churn Employees highly motivated and satisfied
Between 1989 1996, these were the traits of Baerlocher UK A highly successful customer orientated selling organisation Power culture, play hard work hard Lead by an entrepreneurial style High level of Autonomy Sponsored by Company owners
Departures 1996 - 2007 60% in Manufacturing/Lab 40% in Sales/Admin/Management 70% LEFT FOR ANOTHER JOB Early growth years few staff changes 2008 - 7 Voluntary Redundancies, 1 Death, 1 Planned retirement
10
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mployees Leaving
Gross
ro i
Em
15
KEY CUSTOMERS
NETWORK
INVENTORY
TRANSPORT
STAFF (THEM)
WORKS (US)
The Site Manager was a self made entrepreneur from the same industry TWO SPIDERS totally controlling their respective webs COMMAND AND CONTROL management style across the company Each SPIDER protects the other locally and with the parent company
Intensity and closeness in a start up creates dependency Employees freely concede managerial control to the boss Positive side:Creativity, self reliance, courage and vision Dark side:Preoccupation with control, sense of distrust, desire for applause, greed and lack of transparency. A LACK of TRUST hinders organisational processes - does little to engage employees in their work but people stay around? The nature of the trap is a function of the nature of the trapped
Criticising
Comparing
Competing
Complaining
Security is sought from sources outside the individual because they are co dependent with their environment, they engage in destructive, cancerous behaviours. Almost impossible to deliver high quality to customers And we struggled to recruit key staff from the marketplace
External consultant employed in 2001 briefed to examine why are we not achieving our promised goals after winning investment in 2000 A Quantum leap in Sales is demanded by the BoD Outcomes :Failure blamed on sales and technical functions Management group is formed from silos - department heads Cross functional working parties formed to discuss fluff issues MD control intensifies, employee churn increases dramatically, especially with those < 5 years service in the company or in non management roles Most change management fails because of inherent systemic failings Learned incompetence prevails, survivors know how to survive
Use me creatively
MIND
Creative excitement Heartfelt co-operation Cheerful co-operation Willing compliance Malicious obedience Rebel or Quit
SPIRIT
2004 - New group CEO formulates exit for MD by 2006. Sales Manager and Technical Director form an alliance for the future . - Define and execute business strategy - Turnaround conflict with parent company and foster cooperation - Recruit for planned succession as key customer facing people are due to retire 2005 - Site Manager retires ahead of MD he knows what s coming 2006 - Appointment of New MD and Site Manager (both from deputy positions) - Equality of conditions between staff and works, robust HR introduced - Communication of strategy & progress regularly to ALL employees 2007 - Cross functional project teams solving real issues People want to HELP - Manufacturing Institute and Executive support begins (Exec Coaching) - Employee and role development across the whole company 2008 - Recession = The trapped are released : 25% of employees leave by VR
Re-establishing Trust
Competitive advantage will be gained only when employees trust their company, when their aspirations match the company s strategy and when their hopes stand a chance of being met
A Catalyst - Nitrogen and Hydrogen when mixed and heated do nothing Add some Iron and Ammonia is produced Using a Catalyst in organisational change An outsider with mysterious ways of getting things done where there s lot s of trust around and then they move on .to propagate additional change A Champion a leader or leaders who champion and sell the idea Generally promotes the cause, leading onward, vision, purpose, integrity Several Champions from different departments and levels creates a
Operator
Instruct & Command
Using MAS and Manufacturing Institute as catalysts First recommended to us by a customer in the North West 2007 Attended MAS Conference at Reebok Stadium Free Audit by MI Lean awareness training ALL employees 2007
Introduction to 5S 3 day event April 2008 Warehouse blitzed! Customer visits where Lean is well established
First factory globally to stop using toxic Lead compounds (industry commitment
to stop completely in EU27 by 2015)
>40% share of target market = Successful 2004 sales strategy 2 investments - increase capacity and improve productivity (1m) Won Environmental awards (Groundwork Bury) UK personnel heavily involved in directing parent company
High Quality Sales training for all customer facing staff (group-wide) Apprenticeship scheme started in 2010 (Laboratory) 2007 plant and engineering staff training at parent company factory Leadership development courses for Management team First aid, Fire Marshall and manual handling training HGV Class 1 and ADR Hazardous Goods as back up on logistics Site manager qualified NEBOSH Level 3 Professional accountancy qualifications/customer service training the Catalyst and Champions - going about their business as usual
Absenteeism - 1.5% in 2007, 0.3% 2010 Staff Churn - constant threat of staff being lured away by customers otherwise nil FLEXIBLE and MOTIVATED workforce prepared to do ANYTHING to meet the needs of our customers Opportunities for ALL to make a REAL CONTRIBUTION High levels of TRUST, low levels of STRESS ATTRACTIVE to talent in the market place JOB SECURITY and JOB SATISFACTION