Presentación del tema: "Visión y valores de Colfax"— Transcripción de la presentación:
1Visión y valores de Colfax The purpose of this presentation is to introduce our Corporate Vision and Values to all associates. The “Presenter Notes” contain background information that should be read prior to the presentation. In addition, please read the handout titled “Excerpt from Performance Management Process Guide – Section 1 Colfax Values” prior to presenting this material. The behavioral descriptors will be helpful in each “Living the Values” section.One of the Values is “Continuous Improvement is Our Way of Life.” You should be aware of your organizations’ implementation of and results from CBS and PD’s prior to this presentation.The Slide Deck and Speaker Notes are written to be presented by an organizational leader. The Slide Deck was written in August 2012 to be cascaded to all Colfax Platforms.The intent is for the same Slide Deck to be utilized to introduce new hires into existing businesses and for associates of new acquisitions, to our Corporate Vision and Values.As each Value is introduced , there is a slide that lists “Attributes” that are directly from the Colfax website. Then there are several build slides that introduce the concept of “Living the Value.” During the “Living” slides, it is the developer’s intent to provide a jumping off point for small group discussion of how your particular organization already “lives the values” being presented. This is also an opportune time to discuss how any previously held values statements are integrated into the Colfax Values. Although these exact Values might be new to your organization, the thoughts behind them will most likely not be. It is also important to recognize when one of the values is “aspirational.” If your organization needs to improve in a particular value/behavior, in that case your discussion will be about how to change.
2VisiónEstamos volcados en la creación de una empresa global duradera y de primer orden construida en una cultura única de negocio que…Siempre actúa con integridad, respeto y franquezaEstá fuertemente comprometida con la excelencia, con los empleados y con los clientes desde su baseEs conocida por su rendimiento con prestigio mundialEach Colfax business has a Vision of who they want to be within their area of expertise.ESAB - To be the global leader, to be our customers' preferred partner and the global authority in welding and cutting.Howden - To be the worlds leading application engineer providing lifetime solutions in air and gas handlingThe Colfax Vision is (READ THE SLIDE). It does not take the place of the Business Vision. It provides context to how and why Colfax operates the way it does. The Colfax Vision describes a business that is philosophically different than other businesses. Colfax Companies all operate with a strong focus on the customer, metrics and execution with a commitment to being the best at what we do.We make this commitment to our associates as well as to our customers.Excellence to Associates by providing a great place to work and continued growth and development; Excellence to Customers for the products and services and quality we provide; Excellence to shareholders for the return on their investment.Through our Vision, Values, and the Colfax Business System, Colfax operates like no other company in the world.
3VALORES COLFAXPRESENTER NOTES: Colfax has a set of five distinct Values that need to be embedded in the cultures of all of our businesses. The most effective way to instill and embed values is to lead by example. Therefore, when presenting to management associates, that emphasis should be added. You might want to discuss the difference in “talk the talk” and “walk the walk.” The Colfax Values are not to be changed by the businesses. They should be communicated and implemented exactly as written, while making them come alive for the various businesses and cultures across the globe . Colfax Values are being integrated into our new Performance Management Process (PMP), which will reinforce our performance-based culture by emphasizing achievement of individual performance objectives and establishing a consistent review process throughout all platforms. The timeline for the implementation of the Performance Management Process is different by business and by associate level in the organization. As the Speaker Notes below refer to the PMP, you should know your organization’s timeline for implementing PMP.SPEAKER NOTES:Our Vision and our distinct set of values drive the success and spirit of our organization. Here at Colfax, we live our values. They are the backbone for our foundational beliefs and behaviors. The five values that we will discuss today should be adhered to in every aspect of our work. Our Vision and Values help us to make strategic decisions, allocate resources, and focus our choices every day.
4LOS CLIENTES HABLAN, NOSOTROS ESCUCHAMOS VALORES COLFAXLOS CLIENTES HABLAN, NOSOTROS ESCUCHAMOSEL MEJOR EQUIPO GANALA MEJORA CONTINUA(KAIZEN) ES NUESTRAFILOSOFÍA DE VIDAVALORESLA INNOVACIÓN DEFINE NUESTRO FUTUROCOMPETIMOS PARA CONSEGUIR ACCIONISTAS BASÁNDONOS EN NUESTRO RENDIMIENTOSPEAKER NOTES:We are introducing an icon to represent each of our values. As Colfax has 14,000 associates across more than 20 countries, we are trying to ensure that the values are understood by all associates in all countries and cultures. Even if Associates can’t recall the words that go with each value we hope the icons will be memorable.The five values are:--The Best Team Wins--Customers Talk, We Listen--Continuous Improvement (Kaizen) Is Our Way of Life--Innovation Defines Our Future--We Compete For Shareholders Based On PerformanceWhile most behaviors will be the same across all organization levels, there will be additional expectations to lead by example for those in management roles. These expectations will be described more fully during the upcoming training for our new Performance Management Process. The new PMP will integrate the values and Individual Performance Objectives while establishing a consistent review process across all business platforms. To reinforce the importance of the values , when we move to the new PMP, living our Corporate values will represent 30% of our overall performance rating.
5LOS CLIENTES HABLAN, NOSOTROS ESCUCHAMOS ATRIBUTOS DE VALORLOS CLIENTES HABLAN, NOSOTROS ESCUCHAMOSCentrar la atención en la calidad y la rapidezCrear soluciones únicas, de valor añadido y personalizadasPoner en marcha procesos sólidos y repetibles con el objetivo de satisfacer o superar las expectativas del cliente de manera regularFacilitar una resolución de problemas constructivaBasar nuestro negocio en nuestros clientesPRESENTER NOTES:As a member of leadership, you are always looking for innovative ways to add customer value, leading to long-term partnerships and growth. Our values say that it is not just leaders that need to do this. All associates need to do the same. Embrace research, input, feedback and other fact-based data on what customers want. Align people, products and processes to deliver in accordance with customer needs.SPEAKER NOTES:As we talk about each of our five values, we will break them down into key attributes and how you go about living the value. As we address ways to live the value, we should all be thinking of how each point applies to our specific position, division or company. We can discuss as we go along.Customers Talk, We Listen. The voice-of-the-customer will always drive the development of our strategic plans and actions. It’s how we keep our current customers and attract more.Read each bullet. Don’t spend too much time here. More time is going to be spent leading the discussion of Living the Value.
6APLICANDO NUESTROS VALORES LOS CLIENTES HABLAN, NOSOTROS ESCUCHAMOS1.APORTACIONES Y EXPECTATIVAS DE LOSCLIENTES2.NUESTRA MANERA DE PROCEDERPRESENTER NOTES:Customers always want things faster and better. Use the CBS tools to improve speed and quality. Don’t ever sacrifice one for the other.Problems are going to be inevitable. Use a positive attitude towards finding a solution.Look for innovative ways to match Colfax capabilities to customer needs. Exceed customer expectations by building solid processes. Ad hoc solutions do not deliver value long term. Consistency is vital.Customers change relationships only when there is substantial value in doing so. Attention to customer expectations, consistent performance and exceeding customer requirements will result in gaining new customers.SPEAKER NOTES:Living the value of Customers Talk, We Listen is done by getting Customer Input and Expectations, at every opportunity, and by differentiating ourselves in How We Deliver to our customers.
7APLICANDO NUESTROS VALORES LOS CLIENTES HABLAN, NOSOTROS ESCUCHAMOSAPORTACIONES Y EXPECTATIVAS DE LOSCLIENTES1.Centrar la atención en la calidad y la rapidezFacilitar una resolución de problemas constructivaNUESTRA MANERA DE PROCEDER2.Crear soluciones únicas, de valor añadido y personalizadasPoner en marcha procesos sólidos y repetibles con el objetivo de satisfacer o superar las expectativas del cliente de manera regularBasar nuestro negocio en nuestros clientesSPEAKER NOTES: (Remember to bring in your business’ unique stories.)Customer Input and Expectations are vital. We must form strong relationships and trust with customers, and collaborate with them to develop solutions that meet their short-term and long-term needs. We should respond to customer requests and inquiries immediately. If we are unable to respond immediately, we must set mutually-agreed upon expectations and then follow-through. The customer is the ultimate judge of how we are doing. Strive to exceed the customer’s expectations, not just meet them. How will we know their expectations? We must ask and respond to the feedback. Every customer interaction is an opportunity. Our associates who have customer facing roles must listen and then let other associates know what is being said. There is no more valued gift than direct customer feedback.Positive Problem Resolution requires that you be part of the solution, not an impediment. Many problem resolutions result in improved processes and job satisfaction. Make sure each solution is the best way to meet a customer need, not a copy of how others do it. Offer suggestions on how to do things better. Refine and develop your internal processes so that they deliver constant value to the customer.How We Deliver and how we do our jobs directly impacts the number of customers we have. We can take business away from our competitors by exceeding expectations every day. We must earn our customers’ business with each transaction and with the relationship we build over time.In some cases, we share common customers across Colfax. When we share customers we must collaborate. Operating in silos makes it difficult to listen to customers. To achieve the 2nd Value – Customers Talk, We Listen, we must also achieve the first by working as a team across the businesses.
8ATRIBUTOS DE VALOR EL MEJOR EQUIPO GANA Mostrar una gran integridad y respeto por los demásBuscar soluciones que se basen en hechos y en el origen del problema, no buscar culpablesNo expresar ideas políticas ni burocráticasDemostrar un gran sentido de urgenciaTener un alto nivel de responsabilidadEsforzarse para conseguir un entorno de trabajo seguroSentirse satisfecho de ser un miembro valorado de un equipo ganadorPRESENTER NOTES: For leadership, this value means attracting and selecting top talent from within and outside of the organization, applying best-in-class techniques when hiring new associates, providing regular feedback and coaching, providing opportunities for associates to develop new skills, recognizing people for accomplishments, building diverse teams of enthusiastic, high-performing associates. Leadership must create an environment that encourages engagement and teaming; it will not happen automatically. Your goal as a leader is to be a net exporter of talent to other divisions within Colfax. How associates see leaders living (or not) this value goes a long way to either building or eroding trust in the organizational leadership.SPEAKER NOTES:The Best Team Wins value applies directly to all of us, regardless of level or function. Team-oriented, involved associates are our most valuable resource, and we are passionate about attracting, developing and retaining the best talent.Read each bullet. Don’t spend too much time here. More time is going to be spent leading the discussion of Living the Value.
9APLICANDO NUESTROS VALORES EL MEJOR EQUIPO GANA1.FORMAR EL EQUIPO PERFECTO2.CREAR EL AMBIENTE PERFECTO3.OBTENER LA VICTORIAPRESENTER NOTES:Building the Right Team requires leadership to hire the right people, provide associates with opportunities for growth, and promoting from within. Groom future leaders today.Creating the Right Environment requires everyone, including leadership, to respect the opinions and contributions of peers, workers and leaders. Eliminate barriers to open communication. Reward outstanding performance. Work in the best interest of the company. A safe work environment is foundational. Walk the floor and experience associates’ environment regularly. Provide a positive place to work.Getting the Win requires you, as a member of leadership, to make sure that everyone is focused on the right goals. Use the CBS tools to your advantage and focus on data, not blame, when identifying fact-based, root-caused solutions to problems. It is vital to identify, analyze and fix problems quickly. Take responsibility for team goals and achieving them. Make sure your team is aligned to these goals and understands individual goals. Monitor, course correct and achieve objectives within your team.SPEAKER NOTES: Living the value of The Best Team Wins is done in three primary ways: 1. Building the right team – having the right people to do the job; 2. Creating the right environment – making sure that leaders create an environment where all associates can contribute, and 3. Getting the win – when you have the right people and right environment – it makes getting the win a lot easier!
10APLICANDO NUESTROS VALORES EL MEJOR EQUIPO GANAFORMAR EL EQUIPO PERFECTO1.Contratar a los mejoresDesarrollar y construir nuestra solidezAscender desde dentroConservar a los profesionales con talentoCREAR EL AMBIENTE PERFECTO2.Mostrar una gran integridad y respeto por los demásNo expresar ideas políticas ni burocráticasEsforzarse para conseguir un entorno de trabajo seguroTener un gran sentido de urgenciaOBTENER LA VICTORIASPEAKER NOTES: (Remember to bring in your business’ unique stories.)Building the Right Team. Our goal is to build teams of enthusiastic, high-performing associates. We’re always recruiting the best candidates from inside and outside of the organization, which should be a compliment to each of you because we consider you to be one of the best. We want to provide opportunities for growth and development for all associates. That is how we build bench strength for the future. When the opportunity arises, we want our current associates to be ready for promotion. The best way for you to get recognized and prepare yourself for advancement is by mastering your current role and letting your manager know that your are ready to step up to take on new opportunities.We are always looking to Create the Right Environment. That Environment includes exhibiting respect for others through professional interactions with peers, managers, subordinates, customers and vendors. Even when you disagree, respect opinions and contributions. Having the right sense of urgency is key - deliver to others how you want the work delivered to you. And, we should all expect the same from our co-workers. Finally, associates’ safety is always our top priority. Speak up if there is a problem or condition that needs to be addressed.The third way to live the value is Getting the Win. Being a part of a winning team is rewarding, no matter what you do, so enjoy what you do and do it well. Build positive relationships with others and celebrate the accomplishments of your team. Communicate clearly and honestly regarding any issue that develops and share ideas for improvement based on facts. The best way to make sure we Get the Win is for each of us to always demonstrate initiative and take ownership of our responsibilities. Each of us needs to perform our job to the best of our ability, help our co-workers achieve their tasks whenever possible and participate in team efforts to improve work processes. When a team is being formed to work on a special project, be sure that you are the one that everyone wants on the team.You are a part of many different teams – your immediate work group, your department, your business platform. We are all a part of the Colfax Team. Operating as an effective team at all levels and every opportunity is the way that we will deliver the expected best-in-class results.3.Sentirse satisfecho de ser un miembro valorado de un equipoganadorBuscar soluciones que se basen en hechos y en el origen delproblema, no buscar culpablesTener un alto nivel de responsabilidad
11LA MEJORA CONTINUA (KAIZEN) ES NUESTRA FILOSOFÍA DE VIDA ATRIBUTOS DE VALORLA MEJORA CONTINUA (KAIZEN) ES NUESTRAFILOSOFÍA DE VIDAAlejarse de lo cómodo y fijar unos objetivos más amplios y novedososDemostrar un dominio de las herramientas CBS para contribuir al fortalecimiento de la capacidad del procesoExperimentar y aprender cada díaReducir de manera proactiva y continua todo aquello que repercute negativamente en nuestros procesosTomar como referencia a los mejores y superarlosPRESENTER NOTES:As a member of leadership, you should have a mastery of the Colfax Business System and make sure that associates make it their way of life, as well. Leading CBS cannot be delegated.SPEAKER NOTES:Continuous improvement is our way of life here at Colfax.Read each bullet. Don’t spend too much time here. More time is going to be spent leading the discussion of Living the Value.
12APLICANDO NUESTROS VALORES LA MEJORA CONTINUA (KAIZEN) ES NUESTRAFILOSOFÍA DE VIDA1.EL CAMBIO ES UNA OBLIGACIÓN2.HERRAMIENTAS PARA MEJORARPRESENTER NOTES:Listening and keeping an open mind are required behaviors for maintaining a culture of constant improvement. Learn from the competition. You can learn from your customers what the competition is doing. You can also learn from the best in other industries and adapt their practices to ours. And, don’t forget, we can learn from each other. It is amazing what happens when we take the time to listen and discuss ideas.Embrace change. Minor improvements are expected in every job. We all need to step out of our comfort zone and set aggressive goals. Don’t be afraid to take risks. Controlled, measured experimentation leads to sustainable results.Kaizen is the foundation of the Colfax Business System. Improvements eliminate waste and/or add value to our customers. While we have kaizen “events,” kaizen is continuous. And remember that kaizen is about results, not about going through the process. Execution is vital. The event is worthless if nothing is executed as a result of it.Note: If your organization has an idea generation/recognition system, this will be the time to merchandise it (and integrate it with CBS).SPEAKER NOTES:Living the value for Continuous Improvement Is Our Way of Life is done through: 1. Understanding that Change Is a Must, and 2. The use of Tools for Improvement. To live this value each of us must foster an environment of continuous learning and employ the CBS Tools
13APLICANDO NUESTROS VALORES LA MEJORA CONTINUA (KAIZEN) ES NUESTRAFILOSOFÍA DE VIDAEL CAMBIO ES UNA OBLIGACIÓN1.Alejarse de lo cómodo y fijar unos objetivos más amplios y novedososExperimentar y aprender cada díaTomar como referencia a los mejores y superarlosHERRAMIENTAS PARA MEJORAR2.Demostrar un dominio de las herramientas CBS para contribuir al fortalecimiento de la capacidad del procesoKaizen = mejoraReducir de manera proactiva y continua todo aquello que repercute negativamente en nuestros procesosSPEAKER NOTES: (Remember to bring in your business’ unique stories.)It is important to always keep in mind that our competitors are not standing still and without change for the better, we’re allowing them to catch up. Customers and their needs are continuously changing, so it’s important that we change and improve every day to meet those needs. Change Is a Must. Continuous improvement is a necessity.The status quo is not for us; let’s leave that to our competitors. We have to step out of our comfort zone, take a problem and look at it in different ways until a breakthrough is realized. Experimentation and learning must become a way of life. Learning from others – benchmarking – is a great way to improve. It’s up to all of us to seek out best practices within and outside of the company, and take action to spread new ideas throughout the organization. Looking for waste and eliminating it is a great way to become more efficient. Find new ways to do your daily work and share your ideas with your co-workers and leadership.There are many Tools for Improvement. The most important one is mastering the CBS tools and being committed to the Colfax Business System. Look for opportunities to apply the CBS in every role of the organization, not just within manufacturing operations, where we tend to look first. Many of our CI opportunities are in white-collar or transactional processes. All associates are the frontline for identifying inefficiency and waste.Kaizen, as you know, means Improvement. Everyone is part of Kaizen. It’s how we improve what we do. Initiate and participate in formal Kaizen events, both within and outside of your immediate functional areas.Each business is focusing on Continuous Improvement. We must share with each other. Sharing best practices across the platforms help us be the best team, satisfy our customers and deliver best-in-class results.
14LA INNOVACIÓN DEFINE NUESTRO FUTURO ATRIBUTOS DE VALORLA INNOVACIÓN DEFINE NUESTRO FUTUROGenerar ideas innovadoras en materia de tecnología, productos, soluciones y procesosProporcionar al cliente soluciones personalizadasCrear productos y servicios que mejoren la calidad de vida y la protección medioambientalOfrecer más de lo que se espera de nosotrosPRESENTER NOTES:Creativity can come from anywhere. Make sure you foster an environment that encourages creativity. Everyone should be encouraged to contribute creative ideas that are relevant to the organization in the immediate and long-term future.SPEAKER NOTES:Innovation defines our future. We must never stand still or remain satisfied with our accomplishments.Read each bullet. Don’t spend too much time here. More time is going to be spent leading the discussion of Living the Value.
15APLICANDO NUESTROS VALORES LA INNOVACIÓN DEFINE NUESTRO FUTURO1.PENSAMIENTO CREATIVO2.METAS DE INNOVACIÓNPRESENTER NOTES:The CBS tools will help you look for new ways to improve processes and solutions to problems. New products and services require understanding the marketplace and customer needs, and seeing opportunities.Innovation is a major component of long-term, sustainable business models. Growth comes from positive change. Innovation drives positive change.Colfax does not want to be a marketplace commodity, which is why Differentiated Customer Solutions are vital. We need unique, value-added customer solutions to attract new business, maintain existing customers and sustain and grow profits.Being creative means we shouldn’t be limited to repeating what we do every day. That is just the baseline.SPEAKER NOTES:Living the value of Innovation Defines Our Future is done through: 1. Creative Thinking, and 2. Understanding What Innovation Brings.
16APLICANDO NUESTROS VALORES LA INNOVACIÓN DEFINE NUESTRO FUTUROPENSAMIENTO CREATIVO1.Generar ideas innovadoras en materia de tecnología, productos, soluciones y procesosMETAS DE INNOVACIÓN2.Proporcionar al cliente soluciones personalizadasCrear productos y servicios que mejoren la calidad de vida y la protección medioambientalOfrecer más de lo que se espera de nosotrosSPEAKER NOTES: (Remember to bring in your business’ unique stories.)How is innovation accomplished? Innovation does not happen haphazardly. True innovation is accomplished consistently and systematically by listening to the voice of the customer and through an effective process for delivering new solutions. An innovation can be big or small, brand-new, or just a small change, it doesn't matter.That is why it is important for everyone in the organization, from top leadership to the latest associate hired, to have an open mind and think creatively. In many organizations, the company culture and leadership are barriers to innovation. If a company does not encourage innovation, voices of associates inside the organization cannot be heard. That is why we specifically call out Innovation as one of our 5 values.A breakthrough idea can save the company time, money or create an entirely new product or service that makes the company more successful. Through the use of creative problem-solving we expand what is possible. We encourage a work environment that has an atmosphere of invention, imagination and discovery.All Associates are encouraged to collaborate with peers and customers to develop, test and implement new product and process solutions. Differentiated solutions don’t just help our current customers. When we bring something new to the marketplace, we affect the world because of our size and reach. Many of the things we produce and/or implement will improve quality of life and make our customers more efficient and more environmentally friendly. Innovative ideas, when implemented, give us an advantage over our competition and lead to above market growth.The faster we grow, the more stability our company will enjoy and the more opportunities that each of you will have.
17ATRIBUTOS DE VALORCOMPETIMOS PARA CONSEGUIR ACCIONISTAS BASÁNDONOS EN NUESTRO RENDIMIENTODesarrollar planes estratégicos potentes y completosConstruir planes operacionales efectivos para ejecutar el plan estratégicoBuscar los mejores resultados dentro de nuestra categoría para maximizar los beneficios, el capital de trabajo y el flujo de caja.PRESENTER NOTES:A brief definition of profits, working capital and cash flow:Profits = Total Sales minus Total CostsWorking Capital = Current Assets minus Current LiabilitiesCash Flow is the movement of money into or out of a business, project or financial product. It is a revenue or expense stream that changes a cash account over a given period.Based on the audience – you may want to spend more or less time on education. Especially for associates outside the U.S., spend time on the concept of “shareholder” investing in the business for financial gain.SPEAKER NOTES:To consistently attract and retain loyal shareholders, we must deliver best-of-class results for Profits, Working Capital and Cash Flow.Read each bullet. Don’t spend too much time here. More time is going to be spent leading the discussion of Living the Value.
18APLICANDO NUESTROS VALORES COMPETIMOS PARA CONSEGUIR ACCIONISTAS BASÁNDONOS EN NUESTRO RENDIMIENTO1.LOS MEJORES RESULTADOS DENTRO DENUESTRA CATEGORÍASPEAKER NOTES:Strategic planning is our process for defining our strategy over the next 3 – 5 years. It answers the questions “What business are we in?” and “How do we win?” Customers, competitive intelligence, our values, technology, our internal assessment of our strengths, weaknesses, opportunities, and threats, these are all inputs to the Strategic Plan. The Plan gives us a direction that helps us to make decisions and allocate resources over the long term.The operating plan, which some call the budget, is an annual plan. The operating plan is developed from the strategic plan and basically answers the question, “what can we deliver in each year of the strategic plan?” Whereas the strategic plan has a long-term focus, the operating plan is looked at as frequently as every month. Every business is held accountable for delivering to the operating plan and results are reported quarterly. Remember in the first value – The Best Team Wins – there was a bullet that said – Have a strong level of accountability. That applies to each of us as individuals and to our overall business results. Each business has to deliver to the operating plan so that overall Colfax can deliver best-in-class results to the shareholders.
19APLICANDO NUESTROS VALORES COMPETIMOS PARA CONSEGUIR ACCIONISTAS BASÁNDONOS EN NUESTRO RENDIMIENTO1.LOS MEJORES RESULTADOS DENTRO DENUESTRA CATEGORÍADesarrollar planes estratégicos potentes y completosConstruir planes operacionales efectivos para ejecutar el plan estratégicoBuscar los mejores resultados dentro de nuestra categoría para maximizar los beneficios, el capital de trabajo y el flujo de caja.SPEAKER NOTES: (Remember to bring in your business’ unique stories.)By consistently meeting or exceeding customer expectations, we differentiate ourselves. When we successfully differentiate ourselves, whether it is through our technology, our customer service, or product performance, we are more likely to keep our current customers and attract new ones.And differentiated suppliers can command higher prices. That’s why we said earlier that the status quo isn’t for us.When we talk about working capital and cash – the key here is how quickly we can produce the product, deliver it and collect payment. The part that we have the most control of is our product and delivery. This is throughput and flow – the core subject of many of our Kaizen Events. As an organization, team and individual, we must develop aggressive, yet realistic and measurable, performance objectives and achieve established goals. For our business, our vision is to be (PRESENTER INSERTS APPROPRIATE VISION). Our strategic plan is to reach (PRESENTER INSERTS APPROPRIATE STRATEGIC PLAN). This is how we plan to implement our Strategic Plan in 2012/2013 (PRESENTER INSERTS APPROPRIATE OPERATING PLAN/ANNUAL GOALS).The Colfax businesses – Fluid Handling, ESAB and Howden – all have to deliver their plan for the Colfax shareholder to get the expected best-in-class returns.When we do well across the platforms, we have the means to grow and reinvest, making our shareholders happy AND providing more opportunity for all of us. Living the values with enthusiasm and implementing CBS with passion are the keys to successful performance, individually and as a company.
20APLICAMOS NUESTROS VALORES LOS CLIENTES HABLAN, NOSOTROS ESCUCHAMOSLa voz de los clientes siempre nos guiará en nuestros planes estratégicos y accionesEL MEJOR EQUIPO ES EL QUE GANALos socios con sentido de equipo e involucrados son nuestro recurso más valioso y nos apasiona atraer, desarrollar y mantener a nuestro lado a los mejores.LA MEJORA CONTINUA (KAIZEN) ES NUESTRA FILOSOFÍA DE VIDAEstablecer unos objetivos más amplios y novedosos, experimentar y aprender cada día, reducir todo aquello que repercute negativamente en nuestros procesos y tomar como referencia a los mejores y superarlos.LA INNOVACIÓN DEFINE NUESTRO FUTUROLa creatividad individual y corporativa generará ideas innovadoras en materia de tecnología, productos, soluciones y procesosPresenter Notes:If you are speaking to a management/leadership audience, you should lead a discussion of the requirement for leaders to model the values before others take them seriously. This is a 2 -3 year “embedding” process. Behavioral change will not happen overnight, and it will not happen at all if leadership does not bring the values to life.SPEAKER NOTES:Transition - Our values are who we are. The Colfax Business System is what we do.The relationship between our values and the Colfax Business System – or CBS – is vital. Let’s take a look at how it works.COMPETIMOS PARA CONSEGUIR ACCIONISTAS BASÁNDONOS EN NUESTRO RENDIMIENTOPara atraer y retener accionistas fieles hemos de ofrecer los mejores resultados dentro de nuestra categoría en cuanto a beneficios, capital de trabajo y flujo de caja.
21MODELO DE NEGOCIO BASADO EN LOS VALORES LA FÓRMULA DEL ÉXITOPRESENTER NOTES: NOTE: You need to choose which option you prefer to end your presentation. This slide shows the connection between the CBS Model and the Values in one slide. The other option is to use the build slides for the CBS Model (included as Appendix) and then use this slide as your last slide.PowerPoint presentation ends. Presenter engages associates by generating discussion how values apply to specific jobs, teams, tasks and processes. Bring the presentation to closure with a strong message that brings home the relationship between each associate “Living the Values” and your business delivering results,SPEAKER NOTES:We live our values, and they are the foundation for all that we do. They are also the driving force behind the Colfax Business System, providing it with focus, guidance and support. Together, they differentiate Colfax and help us to realize consistent world class performance. This includes continued growth for us as an organization and for team members.MODELO DE NEGOCIO BASADO EN LOS VALORES
22VISIÓN COLFAX Siempre actúa con integridad, respeto y franqueza Estamos volcados en la creación de una empresa global duradera y de primer orden construida en una cultura única de negocio que…Siempre actúa con integridad, respeto y franquezaEstá fuertemente comprometida con la excelencia, con los empleados y con los clientes desde su baseEs conocida por su rendimiento con prestigio mundialWhen you think of what makes Colfax Colfax, you first think of our Vision, then our Values , and lastly the Colfax Business System.The Vision is what we aspire to be, the values are who we are , and the CBS is how we are going to get there.These three, taken together, are a powerful formula for success.We are the best we can be when every leader and every associate buys into the Vision that they are a part of something enduring and unique
24SISTEMA DE NEGOCIOS COLFAX PRESENTER NOTES: The Colfax Business System, as featured in the Colfax Overview module, contains this graphic representation. Here is a brief description on how it operates: 1. We listen to the Voice of the Customer and establish measurable goals for delivering World Class Performance in Quality, Delivery, Cost and Growth; 2. The best team of People develop a solid strategic Plan, supported by a disciplined Process that delivers customer value; 3. The model is driven and strengthened through a culture of Continuous Improvement; 4. The result is a reliable and consistent track record of World Class Performance.SPEAKER NOTES:The Colfax Business System is our unique business-management system. It is designed to achieve world-class performance and results for our customers by continuously eliminating wastes in all planning and execution processes, while constantly improving quality, speed and value. It demonstrates why we operate under the principle of continuous improvement and adhere to the philosophy that there is always a better way.It starts by listening to the Voice of the Customer and establishing measurable goals for delivering world class performance in Quality, Delivery, Cost and Growth.
25SISTEMA DE NEGOCIOS COLFAX SPEAKER NOTES:We then assemble the best possible team of people.
26SISTEMA DE NEGOCIOS COLFAX SPEAKER NOTES:The best team of People develop Strategic Plans and Operating Plan.
27SISTEMA DE NEGOCIOS COLFAX SPEAKER NOTES: The Plan is supported by disciplined processes that deliver value to the customer.
28SISTEMA DE NEGOCIOS COLFAX SPEAKER NOTES: The model is driven and strengthened through a culture of Continuous Improvement and the result is a reliable and consistent track record of World Class Performance.