Mission Statements are often designed as a bunch of inconsequential superlatives. No wonder the mission statements remain wallflowers – not just for the employees, but also for the management and the architects of the mission statement.
Function of an Ideal Mission Statement
Mission Statements are critical in communicating the true single intent of the company as a whole. Going by the current business climate, a mission statement must focus on driving organizational growth by leveraging best practices for customer satisfaction. Using best practices, manufacturing can provide superior customer satisfaction at lower costs, producing increased business from its existing customers and attracting new customers.
Consider the example,
To be the supplier of choice to our customers in terms of quality, profitability, and growth as measured by customer, employee and community satisfaction
Key Initiatives for manifesting Mission Statements
Every decade or so, the business landscape changes. Most organizations hold on to the “this is the way we’ve always done things here” thought process and eventually rust out. Most companies focus only on the current needs and are literally caught with their pants down as soon as the scenario changes.
So, what is the ideal balance between meeting today’s requirements while nourishing the future? “60-70% of the strategic initiatives that one must identify and focus upon should consist of current business requirements and the balance 30% must focus on making the enterprise “Ready for the future”,” advises Nimish Dave, Founder, The IdeaSmith.
Initiatives for Today
Initiatives that look after the today’s requirements are
Variability Reduction – Implementing Statistical Process Control (SPC) at applicable key process operations, and identifying process and products for Manufacturing Self Examination (MSE).
Total Productive Maintenance – Identifying critical machines, and executing preventive maintenance schedules; increasing interaction between mechanics, and operators to maximize machinery utilization.
Increase Business Base – Achieving lowest cost per minute, targets, delivering on time to commitment date, and reducing overhead rate.
State of the Art Business Systems – Improving cost visibility throughout the process stream and value chain through initiatives such as Lean Accounting.
50% Cycle Time reduction – Reducing cycle time by half every three years.
Employee Satisfaction – Achieving continual improvement in employee satisfaction ratings by continuous improvement in communication, teamwork and assessment process.
5S Implementation – A 5S (Sorting, Simplifying, Sweeping, Standardizing, and Self-Discipline) shopfloor sets the stage for streamlined operations.
Initiatives for Tomorrow
Digital Driven Enterprise having machines and manufacturing processes driven through digital engineering, and Internet of Things to usher in Industry 4.0.