OCTOBER <strong>2015</strong> <strong>Fuel</strong>ing the Fun! 5
OCTOBER <strong>2015</strong> Corporate Corner The Moore Company <strong>2015</strong> Goals and Objectives By Monica C. (Moore Company HR) Flying Colors By Holly H. (Marketing) That describes how we passed our first ISO surveillance audit! In this issue, I’d like to introduce to you The Moore Company’s areas of focus for <strong>2015</strong>. These goals and objectives are communicated at the beginning of the year, and each Leadership member creates professional goals that support these corporate directives. This type of trickle down communication allows all team members to share the same vision and understand clearly WHY we are doing what we’re doing. Everyone is on the same page! That type of synergy drives positive results within all of our divisions. 1. SAFETY AND WELL-BEING OF OUR EMPLOYEES <strong>For</strong>malized programs have been establishd but we must still incorporate safety awareness into our culture so that we can continue to improve in <strong>2015</strong>. The safety of our employees and our assets is critical for the longevity of the business. Our many wellness programs are aimed at improving the overall health and well-being of our employees. We encourage you to promote and participate in these initiatives because healthier employees are more productive, and if the overall health and well-being of our employees improve, the cost of providing health insurance should become more manageable. 2. REVENUE MAINTENANCE / GROWTH Throughout the Strategic Planning Process we identify opportunities to improve our results. In <strong>2015</strong>, we will continue to explore new markets, products, and product enhancements that could result in increased revenue and profitability. 3. COST CONTAINMENT We will always be challenged to reduce costs while maintaining first quality products that our customers demand. In <strong>2015</strong>, emphasis on other cost reduction opportunities must continue to be explored. Ongoing review of our internal practices needs to be done to assure they bring value; if not, change is in order. 4. IMPROVE PRODUCTIVITY WITHOUT COMPROMISING QUALITY 5. PEOPLE DEVELOPMENT 6. SALES/MARKETING In the next issue, I will expand on the last three goals. <strong>For</strong> now, do your best to incorporate these Goals and Objectives into your daily work and enjoy the satisfaction of knowing you have “fueled” the Company’s success in some way. At the ISO closing meeting on September 24, our DQS auditor congratulated the entire Moeller Team on our outstanding management systems. As a company which achieved ISO 9001:2008 certification just last year, we might reasonably expect growing pains and plenty of opportunities for improvement. Instead, we had ZERO nonconformances. “We all deserve congratulations! This is another great success for the Moeller Team,” commented Gary Eich, who was very pleased with the auditor’s report. When asked how we could possibly improve for our next re-certification, Quality Manager Joe Clerger quipped, “I’m not sure. I guess we’ll have to get a negative score for nonconformance somehow! Seriously, Chris (the auditor) identified a few opportunities for improvement, and we will concentrate on them.” It’s easy to be light-hearted about ISO certification when we have plenty of reasons to be proud. But being ISO-registered is no laughing matter. In a service-oriented business like ours, the certification sends an important message to our customers and end users: that Moeller Products are safe, reliable, and of good quality. Gary sums it up: “The certification—and re-certification-- process involved every operation and process throughout the company, and I’m proud of everyone for helping to make it happen.” Monica traveled from RI to help out with face painting on Jake’s Day. 7
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