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Using our process library as a key tool in delivering changes throughout Openfield Jim Hotchin Operations Director

Using our process library as a key tool in delivering changes throughout Openfield Jim Hotchin Operations Director. Agenda. Introduction Overview of the Combinable Crop Industry Overview of Openfield Our Challenges The way forward Why Triaster. Combinable Crop Market.

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Using our process library as a key tool in delivering changes throughout Openfield Jim Hotchin Operations Director

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  1. Using our process library as a key tool in delivering changes throughout OpenfieldJim HotchinOperations Director

  2. Agenda • Introduction • Overview of the Combinable Crop Industry • Overview of Openfield • Our Challenges • The way forward • Why Triaster

  3. Combinable Crop Market • UK crop size of 20 million tonnes • 10,000 farmers • Driven by world market • Highly volatile • Not historically service orientated • High levels of waste in the supply chain • Regulated • Red Tractor • TASCC • FIAS

  4. Openfield • Merger of Grainfarmers and Centaur Grain in November 2008 • 20% of the UK crop • Owned by 3,000 farmers • 250,000 tonnes of fertiliser • 25,000 tonnes seed • Agrochemicals • Turnover £650 million • 230 employees

  5. The Challenges • Two very contrasting cultures • Two very different IT systems • Two very different sets of processes • Very low levels of service and little or no measurement • Lip service to compliance schemes • A “trading” mentality • Increasing volatility and unpredictability in the market • Consolidation in supply and demand • Competition

  6. Way Forward • Unify cultures • Consolidate on one IT platform • Create standard processes • Dramatically enhanced, measured service levels • Conformance with compliance schemes to mitigate risk • A service mentality • Agile in the market place • End user and farm group relationships • Move faster than the competition

  7. Our Ambition • Openfield will be recognised as the best grain business in the UK • By • Being an integral part of our farmers’ and customers’ businesses

  8. Way Forward • Openfield Excellence = • Service Excellence X Operational Excellence

  9. Service Excellence Strategy • “When everything else is equal, people buy on price. So if you don’t want to sell on price, you must make things unequal.” • “Successful strategy means making choices your competitors don’t make. Its not about doing the same things better (the same race faster), it’s choosing to things they can’t or don’t want to do (a different race)”

  10. Service as Strategy This IS differentiation Competitors This is NOT differentiation We need a gap like this for it to be noticed and sustainable Level & Style of Service Pace of Improvement

  11. What level and style of service do we need to deliver to create the differentiation and competitive advantage we require? What are the distinctive, un-forgettable, value adding addictive experiences that customers will only get from Openfield? Service as Strategy How will we create Loyalty Beyond Reason

  12. Intense Loyalty Target Looking Loyal Disloyal Loyal Common target Disloyal Looking Why Customer Experience Management ? Raving Fan Better Caring Considerate Empathetic Lodger Expected Character (How you do it ) Courteous Patient Welcoming Saboteur Worse Careless Impatient Rude Competence (What you do ) WorseExpectedBetter Delightful Early Exceptional Value Faulty Late Poor Value Reliable Timely Good Value

  13. Customer Journey Mapping

  14. Passion Process Tools and Techniques Do it with emotion Add something extra Match customer needs Understand customer needs

  15. Lean / Operational Excellence Principles • Identify Value from the customer’s perspective • Identify all the steps across the wholeValueStream • Make the productFlow • Respond to thePullof the customer • Continuously improve in pursuit ofPerfection

  16. Waging War on Waste Transportation Inventory Motion • Waste of Transportation • Waste of Inventory • Waste of Motion • Waste of Waiting • Waste of Overproduction • Waste of Overprocessing • Waste of Defects Over Production Over Processing Defects Waiting

  17. So why Triaster? • One source of truth • Easy access to standard processes • Easy on line library of documents • Training medium • Visualisation of process – not dry manuals!

  18. Maps identify “Customer touch points”

  19. Voice of the Customer Feeds into Improvement

  20. Charachter Competence How Important is Triaster? Do it with emotion Add something extra Match customer needs Understand customer needs Triaster

  21. Thank youAny questions?

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