Australia & New Zealand


Our mission is to enable greatness in people and organisations everywhere. We achieve this by imple-menting enduring principles that change habits of behaviour, these principles are timeless and universal and are the foundation for lasting effectiveness.

It has always been a crucial rule of business that survival depends on meeting objectives. But today's workplace demands that you focus not just on what's ‘merely’ important, but what is truly or ‘wildly’ important. The problem is, how do you know what is ‘wildly’ important and what's just a distraction? Further, how do you get your team all on the same page so its attention is truly on those things that will move your organisation forward? The 4 Disciplines of Execution will help you answer these ques-tions.

Creating strategy is the fun stuff... executing strategy takes hard work and discipline. Regardless of how good a strategy is, if it is never executed then there will be no results. FranklinCovey have been at the forefront of strategy execution for four years and have just released a new implementation process in Australia. The 4 Disciplines of Execution is a repeatable process that consistently helps companies ex-ecute on their strategy and achieve their goals. Vision, leadership, and strategy all have their place. Execution, however, will determine success in to-day’s business world. It’s the difference between results promised and results delivered.

INTRODUCTION

“If you’ve always done it that way, it’s probably wrong”

Charles Kettering


SUCCESS STORY CONSUMER GOODS GROUP

THE JOB TO BE DONE

One of India’s largest fast moving consumer goods company has always attracted top talent from campuses and has been an employer of choice for many years. However in the last three to four years, their growth has been stagnant. The leadership team undertook a soul searching exercise and looked at the reasons for poor perfor-mance. One of the key reasons was that there was not enough clarity and commitment of the strategic agenda by people down the line. People were working in different directions and were not aligned to one common goal. They were not working with each other.

SOLUTION

The execution of strategy was identified as a big bottleneck to delivering results. In that context, they ap-proached FranklinCovey South Asia to help them build their capability. Under the FranklinCovey team led by Rajan Kaicker, they initiated the xQ survey across 2,200 people (about 100 intact teams) down to the level of officers. The xQ score revealed a number of gap areas. 21 in-house staff members were trained to deliver the 4 Disciplines of Execution as a means to bridge the gaps. All 100 intact teams went through an xQ debrief and a session on the 4 Disciplines of Execution. The process began in April and by the end of August, they held 60 debrief sessions and 40 4 Disciplines workshops.

RESULTS

The task at hand is very large and there is a long road to travel before they can say that they excel at Execu-tion. However initial results show great willingness, ownership and acceptance of the new approach and it is immensely heartening. There has been renewed energy and have now moved the needle on clarity and com-mitment on their Wildly Important Goals. The goals are now very well translated down the line and people are aware of how they contribute to them. Measurement and tracking of progress has been accepted and people are aware of how they contribute to the goals and the progress being made.

© 2006 FranklinCovey All Rights Reserved MRK060424


F/A-18 center barrels. Also in 2003, the facility re-ceived its first fixture and inducted one aircraft for the center barrel replacement. To improve the sched-ule and cost execution, the team also utilised a man-agement technique known as the ‘Four disciplines of Execution’ (4D).

The Center barrel is arguably the most critical part of the aircraft. That is where the fore and aft fuselage sections, wings and landing gear all connect. It also is the part that takes the brunt of arrested landings aboard aircraft carriers. When the F/A-18 was built, the prime contractor, McDonnell Douglas, designed the center barrel to last 6,000 flight hours. As the air-craft approached those hours, the airframe had held up well. The Navy didn’t want to retire the F/A-18 so the solution was to replace the center barrel. Since the advent of Lean/Six Sigma, FRCSE has been do-ing things differently. The facility has ‘Leaned’ out the process of everything they do. This includes aircraft maintenance. Lean thinking is summarised in five principles: precisely specify value by specific prod-uct, identify the value stream for each product, make value flow without interruptions, let the customer

“Fleet Readiness Center Southeast (FRCSE) [U.S. Department of Defense, Department of the Navy]recently completed its 16th F/A-18 Center Bar-rel Replacement (CBR+) aircraft for fiscal year 2007, more commonly known to the ‘Pacesetters’ at FRCSE as ‘Sweet 16.’ To celebrate this unprec-edented accomplishment, FRCSE held a short ceremony last month in Hangar 101 to mark the occasion and to recognise the more than 300 per-sonnel who were involved in reaching this signifi-cant milestone.

The F/A-18 Hornet, an all-weather aircraft and the nation’s first strike fighter, is the U.S. Navy’s premier fighter/attack aircraft. In its fighter mode, the F/A-18 is used primarily as a fighter escort and for fleet air defense. In its attack mode it is used for force projection, interdiction and close and deep air support. FRCSE currently repairs and modifies the F/A-18 C and D models. Early in 2003, Vice Adm. Walter Massenburg, commander, Naval Air Systems Command, challenged all depot level fa-cilities to improve reliability and reduce TAT. Little did the workforce know they would be challenged so soon. Later in 2003, what was then the Naval Air Depot, accepted the workload of replacing the

“FLEET READINESS CENTER SOUTHEAST FRCSE COMPLETE ‘SWEET 16”

Thursday October 11, 2007 By Frank Taormina, FRCSE Public Affairs Specialist


pull value from the producer, and pursue perfection. Simply put, trim the fat. To improve the schedule and cost execution, the team also utilised a management technique known as the ‘Four Disciplines of Execution’ (4D). The F/A-18 line is the first ‘Greenfield’ project at FRCSE. Greenfield is a new design or production facility where best-practice, lean methods can be put in place from the outset. FRCSE personnel set up cells throughout the hangar to incorporate the Lean concept into the CBR+ change.

To keep things moving smoothly, the cells all have to ‘pulse’ or move the aircraft at the same time. With the excep-tion of cell No. 4, the fixture cell, which pulses every 45 days, the cells pulse every 15 days. “With the Lean and 4D ‘Airspeed’ tools, the F/A-18 team has proven they can reduce variability in the process and deliver on-time and on-cost.” FRCSE wasn’t always able to meet schedule. As with every new project, they went through growing pains. But as time went on and they learned to lean out the process, FRCSE was able to meet its goal of completing 16 center barrel change aircraft. ‘Sweet 16’ is just the beginning of more good things to come. The facility is on the verge of decreasing the pulse time to 13 days which gets the aircraft back to the warfighter in less time and enables our military to continue its pursuit of the war on terror. FRCSE is relentless in its pursuit of constant improvement and perfection. Some people say perfection is impossible. But the pursuit of perfection is always a step in the right direction. The F/A-18 CBR+ Project has been a particularly complex challenge for FRCSE. As with any new project, there was a steep learning curve, from both a technical and logistics perspective. The success of the project is directly attributable to the diligence, determination and innovation of the artisans on the shop floor and those who support them. With the Lean and 4D ‘Airspeed’ tools, the F/A-18 team has proven they can reduce variability in the process and deliver on-time and on-cost.”

The above is a reprint of selected paragraphs and a photograph from an article in the JAX AIR NEWS, NAS JACKSONVILLE, [Flordia, U.S.A.]


THE COMPANY

World Kitchen, LLC is headquartered in Reston, Virginia, U.S.A. Until 1998 it was a subsidiary ofCorning Inc. Today, as an independent com-pany, it has offices in Australia, Canada, China, Japan, Korea, Latin America, Singapore, Taiwan, and the United States. It also has a decorating plant and distribution centre in Malaysia, and the Malaysian operation is the subject of this report.

World Kitchen manufactures, markets, and distributes glassceramic and metal cookware, bakeware, tabletop products, and cutlery. World Kitchen (and Corning) products have led the housewares industry for over 100 years since the introduction of EKCO® baking pans in 1888. The products are sold under well-known and trusted brand names including CorningWare®, Pyrex®, Corelle®, Revere®, EKCO®, Baker’s Secret®, Mag-nalite®, Chicago Cutlery®, and OLFA®. Products are sold through multiple channels, including mass mer-chants, department stores, specialty retailers, retail food stores, catalog showrooms, and Kitchen World’s own network of CorningWare®/Corelle®/Revere® Facto-ry Stores located in outlet centres across North America and the world.

THE CHALLENGE

For several years, executives at World Kitchen Malay-sia believed that the company needed its employees to be more focused on company objectives. They believed it was management’s responsibility to develop the skills in their employees that would allow them to execute their assignments in a more structured manner. In No-

vember 2003, World Kitchen Malaysia was introduced to FranklinCovey’s execution process (now called The 4 Disciplines of Execution). This process was implemented throughout all levels of the organisation to build a new and better company culture.

Two staff members attended the execution training course, starting with the general manager and includ-ing key management personnel representing all depart-ments. The company set yearly goals using the standard execution-process tools: the Importance Screen, Mea-surement Builder, and Work Compass. They maintained commitment to company goals through weekly team engagement and accountability meetings.

Since 2004, World Kitchen employees have met with their direct supervisors at the beginning of each week to discuss their Work Compasses and schedule their Out-look® planner. These Work Compass sessions focus on the quarter’s three Wildly Important Goals (WIGs), the current week’s progress toward the goals, and the plans for the following week. The weekly engagement ses-sions have become a leading indicator of potential prob-lems in achieving the WIGs, and they allow action to be taken prior to the objectives’ deadline at the end of the month. Scoreboards are used regularly to track progress.

THE RESULTS

The company’s primary concerns are quality, service, cost, and productivity. The impact of ingraining these concepts deep within the organisational culture has been shown in comparing year-to-date 2004 results with 2003, prior to the training. Outgoing quality, mea-sured in parts per million, has improved 69 percent. Ser-vice levels have been maintained above 98 percent as compared to the previous average of 70 percent. Cost, as measured by manufacturing cost per piece, has been reduced by 5 percent. Productivity, measured by pieces per labour dollar, has remained constant despite the in-creasing salary increments.

IMPROVING EXECUTION AT WORLD KITCHEN MALAYSIA


Executives at World Kitchen Malaysia believe that integrating the FranklinCovey execution principlesand tools into the leadership process has contributed significantly to the company’s increasing internationalsuccess and has helped maintain their competitiveness in a tough environment. Here are their comments:

“This is a good tool in monitoring the most important daily work to be done and its performance in meeting the required objectives.”–Nashrudin, Admininstration/Finance/Human Resources Manager

“I have people inspired by me (and I am responsible for them) because focus, monitoring, and response have become unexceptional ingredients.”– Azlina Abdul Aziz, Production Senior Executive

“This drives tremendous performance, making us multiskilled at what we are entrusted to do.”–Ahmad Suffian, Warehouse Manager

“By committing to the process and consistently following through, we will be more focused and consistently deliver great results.”–Yaacob Ali, Productions and EngineeringSenior Manager

Australia & New Zealand

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