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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?