Liam first wrote these in the year 2000 on a site he was sent to prepare for closure. He wrote them at a workshop with the Leadership Team, shortly after arriving as the Leadership Team questioned “what he stood for”. He wrote them in twenty minutes, using language deliberately unambiguous with little room for misunderstanding.
It was what he stood for then, and since!
He was concerned that the LT and the workforce were not in touch with the real issues and challenges the site faced. There was almost zero accountability at all levels and they had been telling themselves how great they were for decades, whilst their competitors passed them by. Investment in people development was limited to technical training only and many employees had been performing similar tasks in the same jobs for decades.
Short workshops were held with the entire workforce, explaining the Principles to them as part of the program to save the plant. For the next two 2 years, audits were held every six 6 months to ensure they were implemented at every level. At this stage, the site destined to be closed, had become the best site in the global organization.
It still thrives today!
Open, honest environment where good communication is treated as an essential part of the process and in which everyone has a genuine voice (“The Listening Organization”)
High awareness of competitive environment in which we operate with a constant focus on Cost Reduction and Continuous Improvement
Urgency and speed of response is built into all of our processes through the empowerment of people and elimination of bureaucracy
Where people are acknowledged as our greatest asset and their conditions of employment and Personal Development invested in on an ongoing basis
Where Goals and Objectives are clearly communicated to every level and each person held accountable for their results
An organization that is in constant touch with developments in technology, the markets, the wider organization and anticipates and prepares for change rather than being forced to react to it
Where Information Systems are transparently designed so that measurements of key areas of cost are available as tools for managers and Team Leaders so they can effectively manage their areas and be held accountable for them
An effective Performance Appraisal system where all employees are given an assessment of their strengths and areas of opportunity, with follow up plans to ensure that they are addressed
Where swift action will be taken to deal with personnel who obstruct or do not sufficiently contribute to change that is necessary for the ongoing development of our business
A supportive, dynamic, empowered, team- based matrix organization that allows for fast decision making where occasional mistakes are tolerated and are treated as opportunities for learning