Great Leaders Programme - Aspiring Directors Application Summary

Adam Barnes

BUSINESS IMPROVEMENT PROPOSAL As the business continues to grow and expand, the effects of becoming siloed into one area of the business are increasing due to the focus placed on the individual’s success of that area. This is apparent across every level of the business from Operative to Manager, Administration to Procurement etc… Greater visibility of the business is needed to create an understanding of the different roles and responsibilities within the business. To create a solution for this I suggest that the company induction process is extended in time and a plan/programme is provided to everyone from the onset of their employment which gives people insight, and most importantly, experience in different roles and divisions. This could be in the shape of working with/shadowing an existing member of staff in a different role or department for a period. This would be in rotation around the company. This would ultimately take place over a longer period of time, covering a number of different parts of the business. i.e., this could be 1-2 days per month in a different area of the business for the first six months (probation period) of the person’s employment. This could be applied to existing members of staff too once a plan/programme has been drawn up for each level of employment. I fully understand there is an associated “on cost” to this but I would see this more of an investment in time initially that would be reciprocated in building relations, a greater understanding of the company’s processes and procedures and ultimately increasing the individual’s efficiency based on information gained. THREE PILLARS PROPOSAL Following my recent visit to Erith Asphalt plant I think that there is significant scope to improve operational down time through a managed asset management approach. I will note at this point that my knowledge on A&A operations is limited and in fact, this was my one and only visit to an A&A site in almost eight years of employment! There are a few key points I picked up from my visit. It was apparent after speaking to the Plant Manager that downtime of plant and operations was regularly down to mechanical failure of components. Linking back to the use technology, there are some very simple and intuitive asset management systems that could be employed to monitor run time, utilisation, condition and ultimately drive a proactive management system of M&E components. This could create a lifecycle plan and planned preventative maintenance programme that will improve downtime within the plant. Secondly on from the same visit, focussing on self-delivery, it was clear that the majority of electrical call outs were given to a preferred subcontractor. FM Conway has their own plant and workshop mechanics and engineers – it seems reasonable to suggest that FM Conway would have its own electrical engineer or specialist. Every element of the plants require power, taking it back to first principles, without power we have no operations. We should therefore be looking to upskill or employ someone in-house that can work on and gain the experience on our own systems. This may also lead to further innovations for our particular plant set ups if there is a vested interest in their continued success, as opposed to a subcontractor who relies on our plant failing to earn revenue for their own business.

APPLICATION SUMMARY

Wendy: His application supported the need to improve the company culture, thought outside the box regarding project proposals. Good application. Sam: Leadership explanation good, good ideas, drilled down into proposals not just for his own division but the business. Sue: Late with submission, missed deadline. Operating at the right level to enter the programme. Would benefit from taking part in the programme and working with peer group.

Decision: Shortlist

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