Well hi all again
Just thought I would give you all an update. I was offsite today and unavailable for the CEO to contact me, however I have received an email that he has sent to our Directors and Executives advising them of his decision. I have decided to copy some of the info so you can get the gist of the outcome of my proposal. Tomorrow, the finer details will be sorted out and he has requested to meet with the whole production site at 2pm to convey some info and news (I am assuming this may have something to do with it however I won't knoe until tomorrow) Anyway, please see below for the edited extract from his email (I have deleted names for confidentiality reasons) I will keep you posted of what happens tomorrow????
Hello,
Everyone is aware that we have taken on the significant challenge of meeting an 08 budget profit that is ambitious but achievable. To achieve it we will all need to produce results that exceed any other year in the company’s history.
Sales will need to be at record levels, production costs per unit will need to be minimised, wastage cut out, productivity greatly improved and raw material cost reduced. Additionally, all discretionary expenditure will need to be based on essential requirements and terms of trade closely monitored.
The current state of play is:
· Sales budgets have been ramped up
· Expenditure items minimised and a process put in place to ensure personal expenses are monitored consistently
· COGs - raw material costs are being reviewed
· Productivity initiatives are in the process of being rolled out
· Global requisitioning processes are now live
· Our monthly profit performance is monitored weekly allowing for timely adjustments to costs and other “triggers”
Whilst the above will help, the journey is long and we need to ensure that any and all positive initiatives are not only recorded but that there are processes put into place to make sure that we don’t drift back into old unacceptable ways. To this end I have decided – after discussion with the Ops director – to implement a strategy of continuous improvement aimed initially at production bottlenecks and waste.
(Red4165) will be charged with the responsibility of identifying (in the first instance) bottlenecks and wastage in production and designing processes to eliminate same. Prior to any change process being developed (Red4165) will present a change plan outline to the Business Support Executive who will in turn discuss and refine this plan to the point of approval with the Executive responsible before bringing to the Executive committee for final sign off.
The above process, whilst not definitive, allows (Red4165) to move on to the next area needing examination whilst the detail (and or acceptance or not of the need for a change process) is worked on by business support to the point of recommendation to the executive committee. Ops Director is also left to continue with his production imperatives. There will no doubt be some “spill over” from a production “change” to another department area and this will be finessed by business support to the extent that there may be other change initiatives required.
The roll out of this will identify other areas across the company that need to be closely looked at and these will be actioned in consultation with the executive committee.
I will talk with the Ops Director about replacing (Red4165) for the period of this secondment.