your connection to the world of Doncasters A critical element in moving forward in 2013 is to move forward in putting together the “individual pieces” of our group. This year, we will be taking a number of important steps to help create a common culture, to standardise group practices, to integrate our brand image, and to communicate the true value-added benefits of the Doncasters Group as a long-term supply chain partner to our customers. Central to this process is our “Quality, Safety, Delivery” focus. We understand that this has been attempted in the past with only limited success — it will be up to each one of us to ensure that history does not repeat itself. Our future success is dependent upon each one of us in the GLT taking ownership and working together as one team to solve it. issue 3, February 2013 -Tariq Jesrai Chairman and CEO
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your connection to the world of Doncasters
A critical element in moving forward in 2013 is to move forward in putting
together the “individual pieces” of our group. This year, we will be taking a
number of important steps to help create a common culture, to standardise
group practices, to integrate our brand image, and to communicate the
true value-added benefits of the Doncasters Group as a long-term supply
chain partner to our customers. Central to this process is our “Quality, Safety,
Delivery” focus. We understand that this has been attempted in the past with
only limited success — it will be up to each one of us to ensure that history
does not repeat itself. Our future success is dependent upon each one of us
in the GLT taking ownership and working together as one team to solve it.
issue 3, February 2013
-Tariq JesraiChairman and CEO
A MESSAGE FROM TARIQ JESRAI, Chairman & CEO:
A look back at our historical approaches to achieving excellence in Quality, Safety,
and OTIF shows that, although there exist pockets of excellence, as a group we are
not where we need to be. To move forward, we need a single culture that has at its
centre QSD. Our customers are demanding it. Our employees deserve it. Our survival
depends upon it.
Achieving this will not be easy given our
inconsistent focus in this area, consequently
standardising this as priority one is critical to
improving our current performance … and in
achieving future success.
First and foremost, shifting the focus to Quality,
Safety and Delivery must be driven by us — the
leaders in the GLT. We must take ownership,
doing whatever is necessary to deliver this
message in no uncertain terms. We must take
immediate action to assure that its importance
is truly understood by all those that report to
us. We need to ensure that, in turn, actions are
taken by everyone from Managing Directors to
Line Managers to Supervisors to individuals on the shop floor. It must become a way
of life; it is job one for each and every one of us.
In the upcoming months, we will be ramping up our new business development
efforts. Without significant improvement in QSD, these efforts will be impossible
to achieve. Operations and sales are intertwined in creating our future. That future
begins with current operations; we must keep our employees safe and excel in
meeting customer expectations concerning quality and delivery to ignite significant
new business growth.
Tariq JesraiChairman & CEO
To support this effort, we are evaluating best practices within the group, and are combining these
into a concise standards manual and scorecard. In addition, we will be providing communications
materials to help you achieve the job. But the mission begins now!
The basics of our QSD approach include:
1. Driven and supported by top management
2. Daily walkthroughs by GMs and their direct staff
3. Regular meetings conducted with the employees
addressing Quality, Safety and Delivery issues
4. Continuous focus on what must be done, every
single day, to drive the site further towards and beyond its
Quality, Safety and Delivery goals (and overall productivity
& efficiency)
5. Effective, highly visible feedback systems and
accurate reporting
To ensure that our QSD goals are accomplished, every
facility visit or review will begin with Quality, Safety &
Delivery performance. No one expects a site to go from
50% OTIF to 95% OTIF overnight, but we must have an action plan to get there and the tools in
place to achieve 95% OTIF minimum by year’s end.
We must take these three words — Quality, Safety, Delivery — and weld it into a single idea. We
need to take that idea and translate it into action. Those actions will in time become the habit that
defines our corporate culture. Then, and only then, will we secure a brighter future for all of us.
I strongly believe that as a group we can rise to the challenge and do this, and in doing so secure
the success our employees deserve.
A variety of measures on Quality, Safety & Delivery (QSD) have been tried on a site by site basis over the years — but the
time has come to make it priority one and standardise our method for achieving it
Quality. Safety. Delivery. It’s Our Responsibility and We Must Act Now
Simplified Performance & Development Reviews in 2013
• Covers progress against objectives, skills,
knowledge, and behaviours
• Influences the employee’s compensation
— pay increases based on both the
employee’s performance rating and current
salary market rate (unless the employee’s
contract is covered by a Union negotiation
agreement)
• Conducted through December and January
(but should accompany an open and
ongoing dialogue throughout the year).
During this time, the previous year’s review
is closed out and objectives are set for the
year ahead
“The bottom line is the act of simply filling in these forms isn’t where the value is — that in itself won’t bring our organisation to the next level. What’s important is the dialogue, the two-way conversation between employee and manager. That interaction is what will make Doncasters and its people more and more successful.”
Less Bureaucracy. More Interaction. A Company Moving Forward
• Covers personal development, future career
options, possible next roles, projects and
succession plans
• Does not influence employee compensation
• Conducted once during the middle of the
calendar year in either
July or August (also
to accompany an
ongoing, year-round
dialogue)
Performance Review:
Development Review:
Emma PughHR Director - UK & Europe
As announced near the end of last year, our PDR process has been enhanced in 2013 and is now comprised
of two highly focused review processes. The true strength of the PDR process is that it allows Doncasters
and its employees to advance side-by-side. The changes made strengthen that process by simplifying it. The
forms are shorter and focus clearly on separate issues — allowing you to enter into increasingly poignant and
straightforward conversations with employees.
In 2013, we as managers will conduct two separate reviews and our employees will subsequently end up
with two separate ratings — one for performance and one for development. This provides employees with
a clear road map of directions to both improved performance and realistic professional development within
Doncasters.
The Performance Review is a tool to assess an employee’s behaviour, skills, knowledge and performance,
set goals for improvement, and track their progress towards those goals. It is important to note that the
performance rating will be considered, along with market rate, when reviewing pay and the employee’s
compensation package.
The Development Review covers an employee’s professional development within our organisation. The
review allows us to outline a realistic plan for an employee to become more effective in their current role, and
ultimately advance into the positions they aspire to throughout their career.
In each of these reviews, open and clear conversation is extremely important. In fact, that is why the
Performance and Development Review process has been simplified. Less bureaucracy allows for more
discussion between you and your employees. So, in 2013, please take this extra time created to engage in