OUR CLIENTS

BUSINESS CASE STUDIES

At Hayoka, we help SME’s to achieve great results through our business coaching and consultancy. Whilst many of our clients prefer to stay anonymous, you can read about some of the business transformations we’ve achieved below. 

OUR CLIENTS

BUSINESS CASE STUDIES

At Hayoka, we help SME’s to achieve great results through our business coaching and consultancy. Whilst many of our clients prefer to stay anonymous, you can read about some of the business transformations we’ve achieved below.

MULTIMESH LTD

THE REQUEST

Paul Blanchard, Multimesh Managing Director engaged with Hayoka Ltd to improve staff engagement and build a culture of business growth.

THE CHALLENGE

Multimesh is a manufacturing plant in St Helens Merseyside producing stainless steel welded and woven wire mesh steel products.

There was a potential for growth of both turnover and profits, but numerous attempts had left the managing director Paul Blanchard frustrated, stressed and unsure that there was a solution.

Attempts to create engagement amongst the shop floor was not delivering results and as a final attempt to resolve the issues, Paul, engaged Hayoka.

Multimesh had a problem with poor communication between the shop floor and management which led to issues with quality of production. These were causing customers complaints plus numerous reworks and scrappage which led to increased costs.

WHAT WE OFFERED

The program included all parts of the business, including shop floor, management, office staff and leadership.

Interviews were held to understand all perspectives and decipher the patterns and areas for attention.

There was initial resistance and limited trust, with some people worried about their names and comments being mentioned to Paul. We agreed to share the collated data to show the areas of concern and challenge. This was done at a monthly meeting, with Hayoka delivering the findings.

The decision on focus areas and the actions to be taken was decided by the voting from the themes that emerged from the questionnaires Themes focused on positive and needs improvement.

Areas for improvement:

• Communication
• Training
• Morale
• Pay
• Negative vibe on the shop floor

A focus group was created to work on the required areas with support from Hayoka Clarity of the business goals and objectives and communication for leadership was also a focus.

THE RESULTS

Improvements in all areas of concern have been realised. Further surveys have been conducted during the program to review the progress. Communication is an ongoing focus with all parties contributing, asking questions for clarification and with clarity of the goals, employees understand what the focus and priorities are.

The shop floor supervisor has become a manager and his input and development has been outstanding. From a shy quiet man to being assertive and confident. Early in the process I asked Paul how the quality issues were going. He said it was not something he had heard anything about for a few weeks and needed to go and check. Quality had improved and this was an indicator of improving morale.

Improved communication between the shop floor and management

Staff want to produce high quality products as it reflects on them and the business

Profit increased from 5% to 15%

Improved quality of products manufactured and sold to customers

The program delivered 10% growth in the bottom line with less than 1%investment over 18 months

Middle management are proactive and take responsibly for the planning and running of the shop floor, freeing up time for the Managing Director, Paul Blanchard to focus on the business instead of working in the business

Communication has become two way and employees bring training needs and equipment requirements up for discussion

THE SME

THE REQUEST

The business wanted to develop two key employees to improve management skills with a view to them running the business in the medium to long term.

THE CHALLENGE

The individuals involved needed to work collaboratively as they ran different teams. Challenges included lack of confidence both individually and collectively and limited managerial skills. Morale across the business was low.

WHAT WE OFFERED

A combination of individual and systemic team leadership development based on the requirements of the business and the individuals over a 3-month period. The engagement was bi-weekly and utilised the teams they were managing to put the learning into practice. They also had individual sessions providing coaching and skill development.

THE RESULTS

The two managers involved created an effective and efficient collaboration to drive the business to a successful outcome. Individually they grew in confidence and were able to identify the style of leadership that best suited them and how to put that into action, so that it delivered benefits for both the business and clients.

We saw tangible Improvements across the business, team performance and individual highlighted business developments.

THE MD

THE REQUEST

We were asked to become interim MD, due to the current MD resigning.

THE CHALLENGE

The MD had resigned, and the management team were not delivering on the desired results. Morale across the business was low and productivity was less than optimal.

WHAT WE OFFERED

To take the role of interim MD on a 3 day per week basis. The role was to develop capacity and capability of the staff in the business, to improve morale, increase productivity and put structure in place to ensure the effective running of the business. The role was for 4 months.

We started by listening to what was happening in the business. This resulted in learning a number of things that did not work well and created lack of ownership. We created an environment of transparency, discussed challenges and staff came up with solutions to the issues. Problems were solved through the use of their newly developed collaboration skills.

THE RESULTS

Morale improved, sick leave reduced, productivity increase by 32% and overtime costs reduced to virtually nothing. Problem solving became a whole company way of collaboration.

BUSINESS CASE STUDIES AND TESTIMONIALS

WHEN I INITIALLY ENGAGED WITH DONNA FROM HAYOKA I WASN’T SURE WHAT TO EXPECT, HOWEVER WHAT I DID KNOW WAS THAT I KNEW I NEEDED TO ENGAGE MY TEAM WITH THE AIM BEING TO ULTIMATELY IMPROVE OUR SERVICE DELIVERED AND QUALITY. THE INTERNAL COMMUNICATION METHODS WE USED WITHIN THE ORGANISATION WERE NOT ENGAGING MY TEAM IN THE CORRECT WAY TO OUR GOALS.
DONNA IS EXTREMELY ENGAGING AND I THINK HER NON-JUDGEMENTAL MANNER IMMEDIATELY HELPED WIN MY TEAM AND MYSELF OVER VERY QUICKLY, THIS RESULTED IN ALL OF OUR TEAM BEING ON BOARD WITH HER METHODOLOGIES VERY QUICKLY. WE HAVE PREVIOUSLY UTILISED TRAINERS WHO SEEM TO HAVE ONE SOLUTION AND FORCE THAT UPON OUR BUSINESS WITHOUT LISTENING/UNDERSTANDING OUR BUSINESS AT ALL WHEREAS DONNA ACTUALLY APPROACHED THE PROJECT IN A MORE REFRESHING OPEN MINDED WAY.
WE HAVE SUFFERED AN ONGOING ISSUE IN RESPECT OF INTERNAL COMMUNICATIONS RESULTING IN POOR PERFORMANCE AND DELIVERY FAILINGS HOWEVER NOW WITH DONNA’S EXPERT GUIDANCE WE HAVE ADDRESSED THIS IMMEDIATELY BY ADAPTING HOW OUR MESSAGES ARE COMMUNICATED. WE HAVE EXPERIENCED DRAMATIC IMPROVEMENTS IN PRODUCTIVITY AND QUALITY ALREADY!
WHILST WE ARE STILL AT A VERY EARLY STAGE IN THE DELIVERY OF OUR HAYOKA PROGRAMME WE ARE ALREADY SEEING HUGE BENEFITS RELATING TO OUR TARGET AIM OF ENGAGING WITH THE TEAM IN THE BUSINESS AIMS WHICH WILL ULTIMATELY BENEFIT US ALL AS PEOPLE AND THE BUSINESS AS A WHOLE.
I CANNOT RECOMMEND HAYOKA’S SERVICES AND IN PARTICULAR DONNA HIGHLY ENOUGH.

– PAUL BLANCHARD | HARPSCREEN

OPEN MIND-SET, EMPATHETIC WAY OF LISTENING AND DEALING WITH OTHERS. THERE AREN’T MANY PEOPLE THAT MAKE COLLABORATION JOYFUL AND DONNA IS DEFINITELY ONE OF THEM. SHE IS A POWER WOMAN THAT IS ALSO HUMAN.

– ANNA-SOPHIE BACHMANN | SIEMENS

GUIDANCE IN LEADERSHIP AND EXECUTIVE MANAGEMENT COACHING STYLE IS PROVING TO BE HIGHLY BENEFICIAL TO THE WORKPLACE AND WORK LIFE BALANCE THAT IMPACTS ALL AREAS. QUESTIONING, CHALLENGING AND NON-DIRECTIONAL STYLE WHICH ALLOWS YOU TO DRAW YOUR OWN CONCLUSIONS. DONNA HAS A PERSONABLE NATURE, IS CONFIDENTIAL AND HIGHLY PROFESSIONAL. WHICH HELPS OURSELVES BECOME BETTER PERFORMING MANAGERS AND EXECUTIVES WE WISH TO BE.

– ALAN CLAPPERTON | RED INDUSTRIES

HAVING RUN MY OWN BUSINESS FOR MORE THAN 21 YEARS, I FELT THAT WE NEEDED TO BE MORE IN TOUCH WITH THE CULTURAL ASPECTS OF GROWING A MODERN BUSINESS. NOT HAVING HAD ANY EXPERIENCE OF THIS, WE MADE CONTACT WITH SOME OF THE “BIG NAMES” IN THE BUSINESS OF COMPANY CULTURE, EXPANSION AND CHANGE MANAGEMENT BUT FOUND THAT THEY WERE SOMEWHAT REMOTE AND NOT IN TOUCH WITH OUR NEEDS. DONNA AT HAYOKA IMMEDIATELY SENSED THE MORE CONVIVIAL NATURE REQUIRED OF OUR SMALLER BUSINESS AND HAS HELPED US TO IDENTIFY AND ENCAPSULATE OUR CULTURE AND MAKE THE TEAM SPIRIT MUCH MORE PALPABLE.

– HOWARD NORTHOVER | E S WALTON

complete the culture and engagement mini audit