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| CAE Awards Recipient Profiles | |
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Canada Awards For Excellence 2002 Healthy Workplace Award - Trophy Recipient 2002 Quality Award - Trophy Recipients 2002
Quality Award Certificate of Merit Recipients 2002 Healthy Workplace Award - Trophy Recipient 2002 NCR With programs that address the physical, mental and financial well-being of its employees, NCR takes a holistic approach to workplace health. "The high-tech industry is very dynamic with high turnover," says Stephen Liptrap, vice-president of human resources, NCR. "Yet we manage to recruit quickly and retain talent." How? By relentlessly pursuing excellence. A program that helps employees return to work following injury or illness has helped lower absenteeism by 30 per cent. Data from the Employee Assistance Program in the past four years shows a 72 per cent reduction in calls related to work stress. And reported addiction and marital/ family problems are significantly lower than the industry's average. Dofasco, Inc.
"To meet global challenges takes an organization of great innovation, creativity and responsiveness. And that takes people who are happy, healthy and focused on performance," states John MacNamara, general manager, Health, Safety and Loss Prevention, Dofasco. His advice on workplace health? "Just do it. It doesn't have to be an enormous investment." By engaging employees and designing well-used workplace health programs, Dofasco has simultaneously achieved better business results. Lost-time injury frequency dropped by more than 60 per cent in eight years. The number of occupational cases who returned to work by the eighth week increased by over 40 per cent in four years. And WSIB costs declined dramatically.
Quality Award - Trophy Recipients 2002 Canada Post Corporation - Saskatoon
"Don't try to boil the ocean," advises Bill Wiley, director, Saskatoon Operations for Canada Post. "Improvements are best made gradually. If you stay the course, the Canadian Framework for Excellence is the best system I've seen for achieving results." The Saskatoon operation's multi-year project focuses on manufacturing processes, continuous improvement and critical activities with the goal of decreasing lead and cycle times, reducing or eliminating changeover time and improving service. In three years, carrier absenteeism has declined by 10 per cent. Employee satisfaction has risen 32 per cent over five years. And overtime dropped 23 per cent in one year, resulting in considerable savings for the company.
Dana Canada Inc. - Spicer Driveshaft
Group
"If you make improvements in how you manage your business, the financials are bound to improve, too," says Alain Plouffe, plant manager, Dana Canada - Spicer Driveshaft Group. About 10 years ago, the organization began developing its business systems and documenting processes and practices. The emphasis is on analyzing the market, customer requirements, competitive issues and correlating data against key indicators. Dana has increased sales while boosting cost savings by 82 per
cent. Customer complaints and dissatisfaction rates improved by 55 per cent in
five years, while warranty costs as a percentage of sales have been cut by over
50 per cent in the last seven years. In manufacturing, quality may be about zero defects but for Homewood Health Centre, a provider of behavioural, addiction and psychiatric services, excellence takes on very different and human dimensions. "Mental health problems are a long-term ailment and present unique challenges in identifying successful outcomes," states Charlotte Burkhardt, director of Quality Management. Homewood conducts customer satisfaction research and detailed patient followup, which shows, for example, that addiction relapse rates are much lower than those reported by other facilities. These feed into organizational strategy, operating plans and on-the-job practices. Employee satisfaction is high, while increased patient activity has been accomplished with virtually no staff increase. Mullen Trucking
"Excellence for us is all about people and it's always operating in the background - in how we interact with employees, in how we do business with customers," says Lin Ford, director, Quality and HR at Mullen Trucking. Mullen focuses on prevention-based process management through
its "On the Road to Quality" program. As a result, its turnover is considerably
lower than the industry's average and customer retention is high. In the past
three years, the company has boosted profit share to employees by 56 per cent
and return on invested capital by approximately 28 per cent. Thanks to
favourable operating ratios, its margins are considerably higher than the
industry average.
CAE
By finding better ways of doing things, CAE is meeting or exceeding aggressive targets. In two years, manufacturing assembly cycle time improved by 61 per cent, while average repair turnaround times improved by 46 per cent over four years. States Bruce Stamm, director, Quality Assurance, "NQI's Framework for Business Excellence enables us to benchmark our practices against best-inclass from all industries."
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