Rock Products

JUN 2013

Rock Products is the aggregates industry's leading source for market analysis and technology solutions, delivering critical content focusing on aggregates-processing equipment; operational efficiencies; management best practices; comprehensive market

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Page 18 of 67

Background For the past few years the Oldcastle Materials Midwest Group (OMG Midwest) management has taken steps to raise its Iowa plants, products, operations, delivery sys‐ tems and team to a higher level. The initiatives and pro‐ grams implemented by them have dealt with identifying and placing quality individuals in management posi‐ tions, on‐time delivery of quality products, and increas‐ ing efficiency, sales and market share. They have accomplished these without jeopardizing employee safety or doing harm to the environment. The management of OMG Midwest is proud of its efforts to educate its workforce at all levels. Their support of educational programs or other training opportunities distinguishes them as the leader in this area among OMG companies. The results of their efforts are seen in im‐ proved production and delivery, better plant appearance (housekeeping), improving safety record and high level of compliance with environmental rules/permits. have a good knowledge of their jobs, plants, products, customers; and can ensure on‐time delivery of products to jobsites. Ideal plant managers will work to make cer‐ tain all company rules, policies, procedures and permits dealing with the operation, employee safety and envi‐ ronmental compliance are followed. In addition, world‐class plant managers will understand financial matters related to the operation, be aware of the importance of "housekeeping" and its relationship to community image, and have the ability to encourage team work or ownership from employees. Lastly, plant managers will have the communication and listening skills needed to establish good working relationships with upper management, co‐workers and customers. World-Class Customer Service Attaining customer service at the "world‐class" level will only be accomplished when those involved in that aspect of the operation take care of all customers' needs; strive Improvements to the operations, while a source of satis‐ faction to the management team, were not at the level they would like. Building on the successes they had ex‐ perienced, they made a decision to continue raising the bar and challenged employees to do the work needed to become a world‐class operation. In an effort to further define their long‐term goals in this area, the management team met and discussed what being a world‐class operation might look like, what it would take to accomplish it and what roadblocks might prevent them from getting to that level. During subsequent meetings they identified the follow‐ ing to be the various "operations" at the plants, positions or departments within the ready mix division: ■ Plant Managers. ■ Customer Service. ■ Quality Control. ■ Sales Department. ■ Delivery Team (Drivers). In addition, the team provided approximately 600 sug‐ gestions, ideas and thoughts on what they believed it would take to make these "world‐class operations or de‐ partments," and thereby assist the company in achieving its goal of becoming a world‐class operation. These opin‐ ions were then placed into categories or lists, which were similar according to who might be responsible in ensuring a task is completed, characteristics of the indi‐ vidual doing the task and other points of similarity. When the data was broken out in this manner some common themes stood out: World-Class Plant Managers The management team described ideal plant managers at this level as team leaders who are committed, consis‐ tent and have a good attitude. These exhibit the ability to discipline, motivate or reward employees when needed; ROCKproducts • JUNE 2013 17

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