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Our Plan 2000 was designed to position Guinness in Dublin as a world class operation. Annual Hours was a central plank of our overall strategy, and Pasfield Curran consultants were able to assist us with their expertise in this area, allied to a wide knowledge and experience of the overall organisational factors involved in a major change programme. |
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Matthew Murphy
General Manager, Guinness |
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- Satellite brewing & packaging plant
- Brewing Harp & Carlsberg
- Faced with possible closure in radical reorganisation of global supply
- 150 employees
- 8 hour shift pattern
- Poor productivity
- High overtime
- Overall costs too high compared with other possible internal supply chains
- People inflexible
- Skills mix limited with little incentive for training
- Implemented annual time contracts
- Numbers of staff reduced initially to 127 in 2000, then to 66 in 2002
- Redefined roles and competences
- Process moved to 3 team + craft, 12 hour shift patterns with team leaders
- Great improvement in self management
- End of complex pay rules
- Eliminated overtime culture and manpower budget back in control
- Volume flexibility and plant efficiency greatly improved
- Future secured
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