Using our process library as a key tool in delivering changes throughout Openfield

Jim Hotchin

Operations Director

Agenda

1. Introduction

2. Overview of the Combinable Crop Industry

3. Overview of Openfield

4. Our Challenges

5. The way forward

6. Why Triaster

Page 2

Combinable Crop Market

1. UK crop size of 20 million tonnes

2. 10,000 farmers

3. Driven by world market

4. Highly volatile

5. Not historically service orientated

6. High levels of waste in the supply chain

7. Regulated• Red Tractor• TASCC• FIAS

Page 3

Openfield

1. Merger of Grainfarmers and Centaur Grain in November 2008

2. 20% of the UK crop

3. Owned by 3,000 farmers

4. 250,000 tonnes of fertiliser

5. 25,000 tonnes seed

6. Agrochemicals

7. Turnover £650 million

8. 230 employees

Page 4

The Challenges

1. Two very contrasting cultures

2. Two very different IT systems

3. Two very different sets of processes

4. Very low levels of service and little or no measurement

5. Lip service to compliance schemes

6. A “trading” mentality

7. Increasing volatility and unpredictability in the market

8. Consolidation in supply and demand

9. Competition

Page 5

Way Forward

1. Unify cultures

2. Consolidate on one IT platform

3. Create standard processes

4. Dramatically enhanced, measured service levels

5. Conformance with compliance schemes to mitigate risk

6. A service mentality

7. Agile in the market place

8. End user and farm group relationships

9. Move faster than the competition

Page 6

Page 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

Way Forward

Openfield Excellence =

Service Excellence X Operational Excellence

Page 8

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)”

Page 9

Pace of Improvement

Level &

Sty

le o

f Serv

ice Competitors

This is NOT differentiation

This IS differentiation

We need a gap like this for it to be

noticed and sustainable

Service as Strategy

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

Worse Expected Better

Better

Expected

Worse

Caring

Considerate

Empathetic

Courteous

Patient

Welcoming

Careless

Impatient

Rude

Faulty

Late

Poor Value

Reliable

Timely

Good Value

Delightful

Early

Exceptional Value

Looking

Looking

Loyal

LoyalDisloyal

DisloyalSaboteur

Lodger

Raving Fan

Competence (What you do )

Ch

arac

ter

(H

ow

yo

u d

o i

t )

Common target

Intense Loyalty Target

Why Customer Experience Management ?

Customer Journey Mapping

Match customer needs

Add something extra

Do it with emotion

Understand customer needs

Process

Passion

Tools and Techniques

Lean / Operational Excellence Principles

1. Identify Value from the customer’s perspective2. Identify all the steps across the whole Value

Stream3. Make the product Flow4. Respond to the Pull of the customer5. Continuously improve in pursuit of Perfection

• Waste of T ransportation

• Waste of I nventory

• Waste of M otion

• Waste of W aiting

• Waste of O verproduction

• Waste of O verprocessing

• Waste of D efects

Waging War on Waste

Transportation Inventory Motion

Waiting

Over Production

Defects

Over Processing

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!

Maps identify “Customer touch points”

Voice of the Customer Feeds into Improvement

Match customer needs

Add something extra

Do it with emotion

Understand customer needs

Competence

Charachter

How Important is Triaster?

Triaster

Thank you

Any questions?