the Dragons Den
Inspired by Excellence, Fueled by Caffeine
October 29, 2022
The Beer Game - How to respond to Supply Chain disruption
The Beer Game – How to respond to Supply Chain disruption
November 11, 2022
the Dragons Den
Inspired by Excellence, Fueled by Caffeine
October 29, 2022
The Beer Game - How to respond to Supply Chain disruption
The Beer Game – How to respond to Supply Chain disruption
November 11, 2022
Show all

Continuously investing in Continuous Improvement

New Staff

In the past year, most businesses have experienced high staff turnover combined with high, or fluctuating, demand. How do you stabilise your operations to ensure your customer fulfilment remains at a level where you can continue to lead your industry?

For Utemaster in Kerepehi on the Hauraki Plains, this is not a question they have to think long and hard about. While staff turnover was lower than their industry peers, it was the success of Utemaster’s structured onboarding of new staff combined with the ongoing improvement of the management systems that has resulted in an agility that has cemented their market-leading position in the current volatile business environment.

Organisations often invest in skill and knowledge development at the start of Lean transformation process but fail to ‘catch-up’ the new staff that join after that. A deliberate approach to do so will not only result in greater engagement and participation of new staff, but it also provides new insights for the existing team members and creates new business improvements that were previously left untapped.

For the production manager of the Utemaster canopy department, the application of the Lean Manufacturing Simulation with his new team members resulted in a time reduction of greater than 30% for a particular part of the process. It’s those outcomes that confirm that investing in better ways of working pays off in multiples.

And the team had a fun learning experience too, battling the ‘boss from hell’ Butch and progressing to an impressive last round where intrinsic motivation flowed from involvement and improvement, and a successful outcome as a team.

About the author: Geerten Lengkeek is the Managing Director of Productivity People