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Suomen Sokeri and Sinebrychoff develop first line managers' tasks and roles at JOEL project
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JOEL is a leadership and management development project in the food industry. The project focuses on first-line managers and their role as productivity and well-being catalyst between the upper management level and employees. The goal of the project is to strengthen the position of the first-line managers as a central part of the management system.
Project was implemented in Sinebrychoff Inc. and Suomen Sokeri, Inc. The central goal at Sinebrychoff was to enhance work-related communication on the factory floor and especially between first-line managers and the workers. At Suomen Sokeri the goal was to support the management and expert level personnel’s well-being and the process of continuous improvement of productivity and quality in a cooperative manner.
The project focused on the productivity potential consisting of people and their knowledge, experience and skills. This was approached from two perspectives: management processes/structure and motivation and leadership. The companies decided that the key issue that combines the two improvement areas was work-related communication, namely communication at meetings, factory floor and development discussion.
Communication improvement
The structure of the meetings was changed so that the content shifted from information sharing to continuous development. It was essential that the workers were encouraged to bring subjects into discussion. That was the basis for a process that ensured that the actions decided upon were implemented.
The factory floor discussions were systemized so that the first-line managers had tools and measures that made it easy to engage regularly in work-related discussions with employees.
Management structure and processes
The roles and tasks of the different organization levels were defined. The definition process was incremental. The goal was defined at the start, but the roles developed gradually, combining individual capabilities and the requirements of the work. This way the managers were able to make real changes in their behaviour and in their roles within the organization.
"1managers" guide
Both companies documented the new management structure, procedures, principles and guidelines in a 1manager guide.
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