http://www.dailymail.co.uk/news/article-2088643/Orchid-fever-Theyre-blooms-die-natures-greatest-seducers-No-wonder-millions-Britons-succumbed.html

UK Power Networks Logistics began working with CDI London in the latter part of 2009, starting with MDW Goal Alignment. Daily Mini-business meetings were established to review key measures at their Maidstone and Bury St Edmunds Distribution Centres and positive results from enhanced communication and shared goals were identified almost immediately. CDI London is currently helping UK Power Networks Logistics to achieve effective problem solving at all levels throughout the business.

What UK Power Networks says:

MDWT has given us the tools to measure and improve our business. The recording processes and lean training methods lead to people engagement from the shop floor through to Senior Management, ensuring that we have total alignment in our business objectives. With the introduction of MDWT we are moving from a good business into a great one.                 Mark Roderick, Manager, Maidstone DC

MDWT has changed the way that people think, staff are now more aware of targets and what must be done to achieve them. They also understand how they can impact and remove obstacles that stand in the way of the job being done successfully.    Matt Simpson, Customer Order Support Supervisor

Jenny is a certified NLP Practitioner and a qualified Coach (NMCDip). She has a BA in English & Psychology, a Diploma in Education (DipEd). Jenny is also a qualified NVQ assessor. She is a member of the Professional Guild of NLP, International Institute of Coaching and Chartered Management Institute.

CDI London has worked with Diversey for a number of years, beginning with the UK factory and subsequently expanding out to other Diversey sites in the world, including Japan, USA, Canada, Netherlands, Germany, Spain, France, Italy, Turkey, Demark, China, New Zealand, Australia and South Africa.  MDW was initially introduced into the manufacturing plants and CDI London is currently working with equal success in several Diversey administrative areas and call centres.

Recognition has been given to several Diversey plants and in each case their success has been attributed to MDW.  The Awvn-Innovation Trophy for ‘Smarter Working or Social Innovation’ was awarded to the Diversey Enschede factory in Holland.  The judges were impressed with Diversey’s approach to optimising human potential, using MDW to make people central to the organisation and facilitating communication across the business.

Diversey UK won both the Best Factory’s Best Process Plant Award and Energy and Environment Award in 2009.   The company’s continuous improvements resulted in outstanding sourcing, planning, quality, environmental, safety and people measures.  The Diversey UK plant in Derbyshire was voted overall winner of the MX Factory of the Year Award in 2005 for demonstrating world-class performance in all areas of its manufacturing operation.  Richard McEvoy, the then European Vice President attributed their success to Mission Directed Work Teams.  Five years previously, the factory was threatened with closure but with the introduction of MDW, productivity tripled and the factory became a world class performer.  Diversey UK was announced joint winner of the People Effectiveness Award in 2005, in recognition of people training and development.

Click here to listen to radio interview with Diversey: MX Factory of Year Award (2005)

What Diversey says:

Diversey Enschede, Netherlands
“At Diversey Enschede (Netherlands) we have been working for 7 years with Mission Directed Work teams (MDW). The modules we have implemented are: Goal Alignment, 5S, Team Coaching and Asset Care. The next stage for us is to roll out Problem Solving in the teams. In May 2011 we trained a number of people together with Terry Johnson in the basic techniques of problem solving. After the training all trainees planned how and when this part of the module will be implemented in the teams.
The MDW program has brought a lot of good things; commitment, increase of efficiencies and cost reduction. When the Problem Solving module is fully implemented at the beginning of 2012, we plan to become the best factory. My philosophy is: “The best factory is the factory where a mistake is only made once”
Detmar roessink – Production Lead Enschede, Neterhlands

Diversey Waxdale, USA
“Implementing Mission Directed Work Teams at our main facility in the U.S. was instrumental in developing a visual workplace and initiated goal alignment between business objectives and factory performance. Terry Johnson is a passionate ‘hands on’ coach that works well with all levels of an organization. His on-site consultations are informative, valuable, and fun.” Dave Kress, Diversey Inc. Waxdale USA

“MDWT – I have seen many team initiatives in my 21 years in manufacturing and have been part of successful implementations.  I have not seen a process so clearly laid out and focused on the ‘right things so quickly’. MDWT provides the organization with a great toolbox and process for implementing Teams.”   Randall W. Wilkins, Diversey Inc. Waxdale USA

Diversey UK
“The MDW programme has been a fantastic enabler in the cultural transformation of the Derbyshire site. The general level of business awareness of our employees, together with genuine visual performance measurement and goal alignment, has resulted in our Supply Chain being regarded as a competitive differentiator in the market place. The benefits this programme to our operation and our employees and the continuing support of CDI London, has enabled JohnsonDiversey to be externally recognised as one of the leading manufacturers in the UK. From a personal perspective, I can now confidently state that all our employees now know what a good day looks and feels like.”       Ian O’Connor, UK/IRE Supply Operations Director

FrieslandCampina introduced MDW in 2007 at their Borculo site and have since then rolled the programme out to five additional production sites in Holland. Based on the success of MDW, FrieslandCampina held a Verbetermarkt or Market Day at Borculo where each Mini Business team was invited to create a stall showing their achievements in 2008 and outlying their business plans for 2009. Customers, suppliers, colleagues and family members attended the Verbetermarkt , greatly enhancing understanding and communication.

What FrieslandCampina says:

FrieslandCampina Domo Dronrijp
The FrieslandCampina site Domo Dronrijp spray-dries a variety of whey-based food-grade products. The production-process is full-continuous: 24 hours a day/ 7 days a week/ 50 weeks a year. There is a 2 week annual stop for maintenance. This process is managed by a small team of production employees who are responsible for processing and packaging; there is no middle management involved. The people in this group are well skilled and highly motivated and work well together as a team. A successful outcome of their efforts was the absence of any customer complaint in 2010 and to date in 2011.

To face the competition, continuous improvement is essential for a small but ambitious plant like FrieslandCampina Domo Dronrijp. In September 2010 MDW was introduced but not immediately embraced. It was up to Terry Johnson to train and convince a critical production-crew that his MDW-methods would lead to results and lasting successes. “Involvement is the key-word of the MDW-method”, is the opinion of the location manager of Domo Dronrijp now. “Goal-alignment gives true focus to the Mission Directed Work-teams. This year the operators themselves have not only defined a vision for their production departments, but also translated a selection of targets from the Operational Plan into essential Level-2 KPI’s. Due to this personal influence on plant-policy, supported by results, the level-meetings have become a platform in which people gradually show they feel increasingly responsible”.

The main goal of Domo Dronrijp is not only to produce within specs at a profitable price, but to deliver a steady quality product with a low rate of variances. The MDW continuous improvement plan needs to secure that the customer always gets the expected quality, and at the same time that FrieslandCampina Domo gets the benefits of a slim and efficient production-organization. “We want to eliminate all obstacles that may cross our mission. FrieslandCampina Domo Dronrijp trusts the MDW method helps us to realise this”. Henk Vries, FrieslandCampia, Dronrijp, Netherlands

FrieslandCampina Domo Workum

In 2010 zijn we bij FrieslandCampina Domo in Workum gestart met de invoer van MDW.  Bij FrieslandCampina Domo wordt de weistroom afkomstig van FrieslandCampina Cheese verwerkt tot verschillende  eindproducten . De hoofdstroom van  ons eindproduct wordt vervolgens verwerkt als ingrediënt voor de  Infantfood markt. Daarnaast wordt er ook  geproduceeerd voor Food toepassingen.  We zijn gestart met een 3-daagse training van Terry Johnson over de filosofie van MDW. De focus lag tijdens de training bij het hoofdstuk Goal Allignment. Via diverse oefeningen werd het team geleerd wat Goal Allignment inhoud en hoe dit toegepast kan worden in de praktijk. Na de training is er door het MDW team bestaande uit enkele operators, afdelingsmanagers en facilitator plannen gemaakt voor de introductie van MDW in de praktijk. We zijn gestart met de uitrol van KPI’s op level 2 niveau. Via het ochtendoverleg zijn alle medewerkers geïnformeerd over de filosofie van MDW en wat dit voor hen betekend in de praktijk. In de volgende maanden is de MDW  werkwijze  uitgerold over het gehele bedrijf. Er is invulling gegeven aan Level 1, Level 2 en Level 3.

Nu we ruim een jaar met MDW bezig zijn zien we al duidelijke verschillen. Door het visueel maken van de bedrijfsresultaten wordt iedereen steeds bewuster van hoe het bedrijf presteert. Wanneer  ”rode resultaten ”  ontstaan is men steeds meer gedreven om acties uit te gaan voeren om de waarden weer ‘groen’ te krijgen.  De komende maanden gaan we starten met  volgende stappen in het MDW traject ”Problem solving- en verbeterprojecten ” mbv van de formele technieken die MDW hiervoor heeft.  Evert Visser & Baukje Schotanus, FrieslandCampia, Workum, The Netherlands.

Imagine switching on your TV to watch your favourite team playing. The game has started; the players are chasing the ball across the field. As you settle into the sofa to watch the game, what information do you look for? The chances are it is the current score and the amount of play time left. Imagine if this information is not available to you and all you can see are the players running around the field. How will you feel and how will this influence your enjoyment of the game?

Waiting until the game ends to hear the results is too slow and frustrating. As a spectator, you want to be involved in the game and for this to happen you need access to all the relevant information. Knowing how they are doing is just as important for the players on the field; it keeps them motivated, focussed on the game and able to function as a team.

Teams in any environment need to know how they are performing and whether they are winning or losing. Keeping the score in the work place is just as critical for business. When work place team members are engaged in the team’s purpose, they become energetic, motivated and competitive. Clear visual management of team results and performance is powerful. It helps the team to keep themselves in control and ensures that team members know how they are performing. It enables them to quickly identify problems and areas for improvement.

Teams need to measure their performance in order to achieve outstanding results. Measures need to be accessible, relevant, understandable and above all visible to everyone. Getting the visual measurement process right is the cornerstone of a team becoming world class. It ensures the team members focus on achieving their goals and it motivates them to continually improve their results.

Terry Johnson, CDI London Business Coach

The whole company is now involved in MDW and there are 11 mini-businesses.  A number of operators have developed and become successful team leaders.  Monthly Multi-level Meetings began at the end of 2010 and each team leader has had the opportunity to present a kaizen project there.   Business levels are amongst the highest ever since introducing MDW in 2010.  The next step is to begin 5S in May 2011.  This will enable the site to manage continued growth in production levels with greater efficiency.

“Today’s leader must prize the minds of people above all else” – Nancy Kline

Nancy Kline has spent fifteen years developing the Thinking Environment, a model of human behaviour that dramatically improves the way people think, work and live. Organisations that create Thinking Environments stimulate a level of thought that results in excellent ideas and solutions, creative action and happy people. Whether you want to have more productive meetings, solve business problems, create bold strategies or build stronger relationships, this book offers you a new world of possibilities.

Amazon link: here..