Very few companies realize how significant the culture of your byplay is " , says Richard ( Kiki ) Fernandes CEO of the Marginpar group . Over the recent years , this caller with flower farm in Zimbabwe , Tanzania , Kenya and Ethiopia clothe heavily in social matters and in 2012 , they carry out a Japanese method of working in Kenya , called ' Kaizen ' , or what they refer to as Hamuka . " With Kaizen , we were able to almost replicate their production between 2012 and 2017 , with same turn of employees and without expand our m2 . "
Richard Fernandes . He explain the level in their latterly publishedmagazine ' The tale of M' . Check out the magazine here .
“ We have asked ourselves the central question : ‘ how do we desire to interact with our people ? ’ . The focusing is mainly on our branches in Africa , where we attempt to extend practical help . For example , we assist the small town in the neighbourhood of our projection . This can be about water supply , but also about training . If our employees make specific request , we help them . what is more we embraced and put through the Kaizen - method throughout our society . The Japanese word kaizen means " change for better " . For us it also means trust and improvement . ”
It ’s all about trustIn 2012 Marginpar follow through a Japanese method of workings , called “ Kaizen ” , or what they refer to as Hamuka . " It ’s about culture and organisation in which trust is a key component . Moving away from the traditional ‘ top down ’ glide slope , it ’s not about the management and those individuals in side of baron pushing things to get done , while the employees beneath them do n’t understand what ’s happening and why . It ’s about an organisation that values citizenry . search , most mass come to do a in force day of honest work . That ’s why you have to ask yourself why things go wrong . It ’s not about who is the trouble , but what is the job . It ’s all about trust . trustingness is so important . Thanks to this posture people can actually grow . “
Value adders"Our management is ground on trusting , valuing and authorize hoi polloi . A wad of our staff , or note value adders as we call them , have rise thanks to this way of cerebration . They initiate with a carmine jacket , as amateurish workers , and are now our managers . Take Miriam for model . She started as a third-year and is now a Farm Manager at our Thika farm . The same lead for Adan , our Kaizen Coordinator . Although he could n’t go to high school , he has grow into his role and has become an fantabulous coordinator . Our current HR manager started in output , she became a cleansing agent at the billet and because we know that she was eager to learn , we compensate her school fees . ”
Increased performance“Kaizen - Hamuka not only grows people . We have increased our performance and production per m2 and we have increase our dollar volume . That ’s where the benefits are add up from . In the meantime , our hoi polloi are well-chosen . We attend after them . We want to have a comely working environment for them : unclouded and effective . As Kaizen says : a situation for everything and everything in its place . We ’re a very exposed troupe in terminus of financial and strategic information . We try on to share where we are now and where we are conk with the different team involved . Everyone get it on about our companionship ’s object and everybody knows their own personal butt . ”
Our people are bit one"With Kaizen we were able to almost double our production between 2012 and 2017 . We accomplish this with the same turn of employees and we did it without expanding our m2 . We use only what we require , mean we have practically no inventory . We sprain our armory over 52 times in a year , mean that we bear only one weeks inventory in our stores . To achieve this you must have a good relationship with our provider , so we invest in this . That ’s also something I ’ve learned from Kaizen : business is about partnerships , it ’s all about relationship . see after your people and they will look after your customers . Your people are number one .
Social responsibility“We have a societal responsibleness . We have an impact on our employees but also on our environment and the communities in which we manoeuvre . We have a incarnate social province . We ’ve help work up several school day and additional class rooms . We support child going to high school . We support the physically incapacitate . We partner with the governing bear on security issues like burglary and carjacking . We render to better the road . We know there are issue with uninfected drink water , so every employee on the farms is allowed to take five litres of clean water place each day . We have a nurse and a aesculapian squad on each farm . We also provide easy lay and other necessity to solar day care nitty-gritty . We acknowledge that problems in the community have an impact on the employees and their production , so we desire them to know that they can turn to us . ”Click here for several of their social undertaking .
Farm Manager Peterson tell his chronicle about work on one of Marginpars flower farms .
Marginpar - where it all startedMarginpar currently bring forth 250 million stanch annually on 17 production locations in 4 African countries on a entire land area of 450 ha . But where and when did their story started ? " It started in Zimbabwe in 1988 . We were one of the first to introduce fresh cut off flowers from Africa to the Dutch Flower auctions . " It is all explained and show in their shiny cartridge " The Story of M. " that they released earlier this month .
The Story of M. magazineIn this ' one - time ' powder store , one can take up on their farms in Africa ( Zimbabwe , Tanzania , Kenya and Ethiopia ) , how they apply the Kaizan method acting to get the best out of every one , the unconscious process of fostering and fun facts about their flower - which are almost 100 different varieties
For more informationMarginparEmail:[email protected]www.marginpar.nl
