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