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    Mind Sets For Creating Functional Business Cultures: Ownership Culture

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    Benico van der Westhuizen
    This document contains three main topics: 1. It discusses mindsets needed for creating a functional business culture, including having an ownership culture and avoiding "not my job" thinking. 2. It provides examples of questions employees should ask themselves to encourage an ownership mindset. 3. It proposes areas of innovation such as process optimization that can significantly improve business metrics like throughput and costs.

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    Mind Sets For Creating Functional Business Cultures: Ownership Culture

    Uploaded by

    Benico van der Westhuizen
    48 views2 pages
    This document contains three main topics: 1. It discusses mindsets needed for creating a functional business culture, including having an ownership culture and avoiding "not my job" thinking. 2. It provides examples of questions employees should ask themselves to encourage an ownership mindset. 3. It proposes areas of innovation such as process optimization that can significantly improve business metrics like throughput and costs.

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    Mindsets for creating functional business cultures.

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    MindSet

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    This document contains three main topics: 1. It discusses mindsets needed for creating a functional business culture, including having an ownership culture and avoiding "not my job" thinking. 2. It provides examples of questions employees should ask themselves to encourage an ownership mindset. 3. It proposes areas of innovation such as process optimization that can significantly improve business metrics like throughput and costs.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    48 views2 pages

    Mind Sets For Creating Functional Business Cultures: Ownership Culture

    Uploaded by

    Benico van der Westhuizen
    This document contains three main topics: 1. It discusses mindsets needed for creating a functional business culture, including having an ownership culture and avoiding "not my job" thinking. 2. It provides examples of questions employees should ask themselves to encourage an ownership mindset. 3. It proposes areas of innovation such as process optimization that can significantly improve business metrics like throughput and costs.

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    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
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    From: Benico van der Westhuizen <[email protected]> To: Begue, Sebastien <[email protected]> Cc: Venter, Werner W <Werner.Venter@arcelormittal.

    com> Subject:

    Mind sets for creating Functional Business Cultures

    Date: 2011.0 .02 12!2"

    Ownership Culture:
    #$ this %as &our business . . . %hat %ould '() have done * #$ this %as &our mone& . . . %ould &ou have done the same * +Two questions testing attitude towards ownership & stewardship of the business., The W ! in which we do things " C#$T#%& ''( Success ) Failure*

    +ot m, Dut,)Wor-) rea S,ndrome:


    #s a dis$unctional t&-e o$ . . . segmentation . com-artimentalisation used to . . . evade the individual res-onsibilit& o$ ma/ing the business a success and a sign o$ . . . lac/ o$ customer $ocus, business vision 0 o%nershiborn out o$ . . . $ear o$ $ailure . en1o&ing a coz&, laz& com$ort zone %hich %ill lead to a . . . mediocre li$e . shrin/ing business . limited success

    Winners D&$./&% 0O! * * * $osers ma-e e1cuses

    /alue 2roposition* .f it was !O#% mone,:


    %ould '() have -aid somebod& . . . your cost to company today . . . $or doing %hat &ou did toda& * %ould '() be %illing to -a& the same $or the items, s-ares 0 2ualit& delivered to the -lant * #n other %ords! .s the compan, getting a F .% D& $ 3

    +o Mone, for changing +appies S,ndrome:


    Must +OT be a con4enient e1cuse for +OT doing things * * * Must B& an opportunit, to be creati4e and do things differentl,* 3an %e hang u- %et na--ies to dr&4out and re4use * 3an the child %al/ outside W#56()5 a na--& * #s the child too &oung to -ott& train * #$ %e use old st&le cloth na--ies $or a %ee/ 4 %ill it hel- %ith the -ott& training * 3an %e cover the mattress %ith -lastic * +or are %e ha--& to be in the shit *,

    Major impro4ements can be made W.T5O#T spending a lot of mone,*


    The following items are areas where MAJOR impacts can be achieved in terms of throughput, quality, operating cost, repair cost and usefull life of equipment: 3ritical evaluation and optimisation o$ -rocess -aramenters 7roduction -rocess innovation 8aintenance -rocess innovation Business -rocess innovation

    .nno4ation " impro4ing what we do * * * b, doing things differentl, 9:am-le! 8aintenance -rocess innovation! 3riticall& evaluating reconditioning -ractises and methods! ;o %e real& need to send this s-are out $or recon 4 or can %e do it ourselves * . . . %h& . . . %h& . . . %h& #s the method o$ the recon sensible * ;oes it need to be %elded u- and machined 4 or can %e ma/e liner -lates and change the liners ourselves * . . . %h& . . . %h& . . . %h&

    %emember:
    <ll outside companies)contractors have their o%n $inancial %ell being at heart in the $irst -lace 4 and %ill tend to re-air things in the most e:-ensive manner -ossible. 5he right o$ e:istence o$ <== M .nternal Deptartments is to ;9=#V9>' ?(' 4 in a 8(>9 3(S5 and 5#89 e$$icient manner com-ared to outside service -roviders 4 and the& must be challenged and to do so. Kind Regards Benico 4an der Westhui6en @ 9ngineer <rcelor8ittal South <$rica 7rogress 5eam @ 6ot Stri- 8ill 7( Bo: 2, 77 A2B0A, Vanderbi1l-ar/, 1 00 T C2B +0,1" DD EF1D @ M C2B +0,D2 "F 12"F & [email protected]

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