I interviewed Tim Calie who discussed Leadership for Business Improvements Reduce Costs, Increase Service Levels and Improve Morale  Operations  / Supply Chain.

 

 

 

 

 

 

 

LEADERSHIP METHODOLOGY

  • Leadership
  • Culture
  • Analysis of “Suitability” of Associates
  • Restructure & Reorganization of Environment  -  Process Flow
  • Analysis , Implementation & Reformatting of Policies & Procedures
  • Engagement , Motivation & Empowerment of Teams

 

CREATE A CULTURE

  • Create a Motivated Culture that Fosters & Promotes Teamwork & Collaboration
  • Improve Communication among Associates and Management

 

LEADERSHIP

 

  • The key is taking the time to orchestrate a business environment to perform in a highly efficient manner with motivated associates. This breaks down to (2) two simple entities “people and processes”.

 

LEADERSHIP

 

  • Leadership is a critical component of creating a highly efficient, profitable and motivated business environment.
  • Many leaders are highly educated in their industries and have a superior work ethic to possibly produce prolific results.

 

LEADERSHIP

 

  • Most businesses the associates know the reason why the issues are occurring & many have the solutions yet need a leader that engages , cares & respects them in general.

 

LEADERSHIP

 

  • A consistent engaging verbiage with open-ended inquiries to learn about all associates as well as performing their responsibilities is very important to obtain the full “pulse” of the operation.

 

LEADERSHIP / GOALS

 

  • It is very important these goals and expectations of both overall company and associates have been carefully measured to ensure they are achievable by all associates.

 

LEADERSHIP

 

  • A highly prolific leader will first engage all the associates on a consistent basis with a positive, professional and supportive demeanor and most importantly respect and care for all team members.

 

LEADERSHIP / GOALS

 

  • Leaders will then share both the company goals ( open forum) and also individual goals of all associates (individual sessions).

 

STRATEGY

  • The methodology utilized in improving a business also is a combination of analysis of the processes & people as well as the communication to the associates.

 

COMMUNICATION

 

  • ENGAGE All Associates

“ Tell Me And I Forget , Teach Me And I may Remember , INVOLVE ME AND I UNDERSTAND”

Benjamin Franklin

 

COMMUNICATION

 

  • Associates also greatly respect a leader that is open to admit when he makes a mistake & engages in very collaborative / open ended inquiries such as “makes sense?”.

 

COMMUNICATION

 

  • It is important for leaders to engage all of the associate's with inquires that are inquisitive & challenges their thought process for continuous improvements.

 

COMMUNICATION

 

  • A prolific leader also coincides properly engaging the associates with sharing company goals & objectives.

 

COMMUNICATION

 

  • The key word to maximize communication levels in an operation for optimum business improvement results as well as increased morale & motivation.

“LISTENING”

 

COMMUNICATION / LISTENING

 

  • Summarize
  • Clarify
  • Proper use of open & closed inquiries
  • Avoid prejudice
  • Reflect
  • Probe
  • Avoid interruption & distraction
  • Observe non verbal behavior
  • Encouragement
  • Listen for feelings
  • Show interest

 

CONTINUOUS IMPROVEMENTS

 

  • It is very important to continuously communicate to all Associates a continuous  “Sense of Urgency” mode in the environment.
  • The “Continuous Improvement” methodology must always be in high gear to maximize any areas of further improvement.

 

CONTINUOUS IMPROVEMENTS

 

  • Consistent Inquiries As To Why Existing Processes & Procedures

“ Logic Will Get You From A to Z”

“ IMAGINATION WILL GET YOU EVERYWHERE”

Albert Einstein

 

BUSINESS ISSUE HISTORY " ROOT CAUSE"

 

  • Most businesses in our world, when an issue occurs place an abundance of people and/or processes on the problem creating a “crisis management” scenario.
  • The main goal is an analysis of the “root cause” of the issue. Proper restructuring of the processes/procedures to ensure there is “accountability” to prevent any future issues is required.
  • Analysis / Process Flow
  • Initial inspection & analysis of environment to identify optimum process flow of product throughout the operation
  • Identification and analysis of daily ,weekly & monthly reports to be monitored & assignment to pertinent department leaders

 

STREAMLINE PROCESSES AND PROCEDURES

 

  • A Flow Chart is created to track all the activity of the operation
  • A complete review is then performed on all processes and procedures to ensure that there is firm accountability of all sequential tasks in the business process.
  • Analysis / Product Reports
  • Research of all pertinent reports that show volume / velocity/trends of products ordered. ( ex. similar items ordered by a firm , items combining to form one product  etc.)

 

IMPLEMENTATION METRICS & MEASURES BENCHMARKS / KPI’S

  • Very important to structure & organize the environment of the operation further by establishing Productivity Standards/Benchmarks/KPI’s for all departments

 

METRICS & MEASURES

  • The consistent communication of these” metrics and measures” of qualitative & quantitative nature will produce a progressive level of improvement in the business.
  • It is important that all positive progress be shared in open forums in weekly or bi-monthly meetings.

 

METRICS & MEASURES

  • The information can also be shared by posting bar graphs / documents/Information in a general area (cafeteria/conference room - bulletin board) as well as sharing positive emails with subordinates (green italics and positive words).

 

CORRECTIVE ACTION

  • All deficiencies and issues are to be shared with subordinates in private “coaching” sessions and documented for progressive accountability and corrective action.

 

ACCOUNTABILITY

  • The constant monitoring of all daily operations activities in a positive & professional manner and documenting all areas of concern as needed.
  • Then following up with all department leaders to coach, train & motivate all areas of concern in a progressive manner.

 

PRODUCTIVITY STANDARDS

  • Benchmarks of each department are determined by tracking of all activities in each area & obtaining a average time of process for each department activity.

 

PRODUCTIVITY STANDARDS / INCENTIVES

  • There can also be an Incentive Plan implemented for superior productivity which will also greatly reduce the number of associates required to process all products in the operation.  ( i.e. Cost Reductions)

 

PRODUCTIVITY STANDARDS / INCENTIVES

  • This program should be implemented by analysis of the benchmark set for standard productivity versus the incentive productivity level.

 

MORALE / MOTIVATION

  • The final component is the focus to optimize associate Morale which will further Reduce Costs.
  • This is very important as this will further raise the Service & Productivity Levels & Decrease Turnover.

 

MORALE/ MOTIVATION

  • The establishing of aappreciative , communicative & motivating leadership to promote a team environment that empowers its associates to provide their feedback for general improvements.

 

MORALE – ASSOCIATE OF THE MONTH

  • Implementation of an associate of the month award to reward & recognize appreciation for an outstanding monthly associate.

 

MOTIVATION – ASSOCIATE OF THE MONTH

  • The Associate of the Month Award is to be decided by a committee of all department leaders in the initial stages.

 

ASSOCIATE OF THE MONTH -  MORALE

  • Once there is a group of people who have been awarded the associate of the month award then those associates will form a committee to elect the future associate of the month to maintain integrity of the reward & recognition program.

 

MOTIVATION -  ASSOCIATE OF THE MONTH

 

Awards for the Associate of the Month can include any/all of the following:

  • Day off from work
  • Cash bonus in check
  • Parking spot designated “Associate of the Month”
  • Their picture / name in a designated area by cafeteria / main hallway marked “Wall of Fame”

 

CONSISTENCY

 

  • The main methodology needed is consistency of all the before mentioned areas to be improved on a progressive & continuous improvement level.

CONSISTENCY

 

  • Consistency breeds a constant awareness & provides a pulse of a progressive improvement of both service, productivity & morale.

 

 

 

About Tim Calie

 

 

 

 

Tim Calie

 

Top 1% Supply Chain Exec - 25+ yrs 100%. Ops Reduce Costs/Improve Service Levels 10% - 20% Existing Systems & Salaries

 

LinkedIn Profile