Using our process library as a key tool in
delivering changes throughout Openfield
Jim Hotchin
Operations Director
Agenda
1. Introduction
2. Overview of the Combinable Crop Industry
3. Overview of Openfield
4. Our Challenges
5. The way forward
6. Why Triaster
Page 2
Combinable Crop Market
1. UK crop size of 20 million tonnes
2. 10,000 farmers
3. Driven by world market
4. Highly volatile
5. Not historically service orientated
6. High levels of waste in the supply chain
7. Regulated
•
•
•
Red Tractor
TASCC
FIAS
Page 3
Openfield
1. Merger of Grainfarmers and Centaur Grain in November 2008
2. 20% of the UK crop
3. Owned by 3,000 farmers
4. 250,000 tonnes of fertiliser
5. 25,000 tonnes seed
6. Agrochemicals
7. Turnover £650 million
8. 230 employees
Page 4
The Challenges
1. Two very contrasting cultures
2. Two very different IT systems
3. Two very different sets of processes
4. Very low levels of service and little or no measurement
5. Lip service to compliance schemes
6. A “trading” mentality
7. Increasing volatility and unpredictability in the market
8. Consolidation in supply and demand
9. Competition
Page 5
Way Forward
1. Unify cultures
2. Consolidate on one IT platform
3. Create standard processes
4. Dramatically enhanced, measured service levels
5. Conformance with compliance schemes to mitigate risk
6. A service mentality
7. Agile in the market place
8. End user and farm group relationships
9. Move faster than the competition
Page 6
Our Ambition
Openfield will be recognised as the best grain
business in the UK
By
Being an integral part of our farmers’ and customers’
businesses
Page 7
Way Forward
Openfield Excellence =
Service Excellence X Operational Excellence
Page 8
Service Excellence Strategy
“When everything else is equal, people buy on price.
So if you don’t want to sell on price, you must make
things unequal.”
“Successful strategy means making choices your
competitors don’t make. Its not about doing the same
things better (the same race faster), it’s choosing to
things they can’t or don’t want to do (a different race)”
Page 9
Service as Strategy
Level & Style of Service
This IS differentiation
Competitors
This is NOT differentiation
We need a gap like this
for it to be
noticed and sustainable
Pace of Improvement
Service as Strategy
What level and style of service do we need to
deliver to create the differentiation and
competitive advantage we require?
What are the distinctive, un-forgettable, value
adding addictive experiences that customers
will only get from Openfield?
How will we create
Loyalty Beyond Reason
Why Customer Experience Management ?
Looking
Caring
Character (How you do it )
Better
Loyal
Raving Fan
Intense Loyalty Target
Considerate
Empathetic
Expected
Courteous
Disloyal
Lodger
Loyal
Disloyal
Looking
Common target
Patient
Welcoming
Worse
Careless
Impatient
Saboteur
Rude
Competence (What you do )
Worse
Expected
Better
Faulty
Reliable
Delightful
Late
Timely
Early
Poor Value
Good Value
Exceptional Value
Customer Journey Mapping
Tools and Techniques
Do it with emotion
Passion
Add something extra
Match customer needs
Process
Understand customer needs
Lean / Operational Excellence Principles
1. Identify Value from the customer’s perspective
2. Identify all the steps across the whole Value
Stream
3. Make the product Flow
4. Respond to the Pull of the customer
5. Continuously improve in pursuit of Perfection
Waging War on Waste
• Waste of
• Waste of
• Waste of
• Waste of
• Waste of
• Waste of
• Waste of
T ransportation
I nventory
M otion
W aiting
O verproduction
O verprocessing
D efects
Transportation
Inventory
Over
Production
Waiting
Motion
Over
Processing
Defects
So why Triaster?
• One source of truth
• Easy access to standard processes
• Easy on line library of documents
• Training medium
• Visualisation of process – not dry manuals!
Maps identify “Customer touch points”
Voice of the Customer Feeds into Improvement
How Important is Triaster?
Do it with emotion
Charachter
Add something extra
Match customer needs
Competence
Understand customer needs
Triaster
Thank you
Any questions?