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| 2009-08-01
Omni Struct Nkosi: Onwards and upwards
by Staff Journalist
Cross pollination is the name of the game at Omni Struct Nkosi (OSN). ÒWe donÕt believe that directors should get complacent or stagnate in just one position,Ó explains operations director, Francois Jacobs. ÒThere are numerous advantages to moving people into areas of new responsibility. One stimulates the creation of new ideas by getting different eyes on situations. New dimensions come to light and this in turn promotes new initiatives. It certainly adds depth to the organisation and ensures that if one key individual is to leave, there will not be a crisis in leadership. ItÕs also effective in eliminating any temptation to build empires.Ó |
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| Published in: Succeed in business
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Responsible for company logistics and the daily running of all operations in the company, Jacobs, who has been an OSN  director for eight years, embraced this new position with the energy and enthusiasm characteristic of all OSN staff. “Our main focus at present is on foolproofing, refining and streamlining,” he continues. “We are scrutinising every department and looking at how the current systems work and developing ways to improve efficiencies and productivity.”
All processes need to be integrated and must run seamlessly and smoothly, because a hitch in one can lead to serious delays in another. “This is particularly true of the buying department,” Jacobs points out. “If goods cannot be obtained in time from suppliers then it is vital to source them elsewhere, because there are few things more damaging to efficiency than an idle workshop. In fact, problems in the workshop are one of the first signs that there is a failing elsewhere in the system.”
The final steps are now being taken to implement software that will greatly facilitate the life of contract managers and office personnel. Invoice and accounting software packages are being customised so that contract managers can obtain detailed information on each project at the stroke of a few keys. “Complementing this is the implementation of a whole new server system for the office computers,” he continues. “It enables us to log detail drawings and engineers’ drawings instead of having to store hard copies. It saves considerable time for contract managers and office staff who can now access all drawings and materials lists on the network in real time.”
This quick access is particularly important in the pivotal role played by contract managers in building long-term client relationships. “Anyone can supply a specific product at a specific price,” Jacobs says, “So winning clients comes down to service. The quality and standard of the service we offer are unequalled in the industry. We have contract managers on each project, even two for the larger ones. When there are particular demands, the contract manager has to ensure that we have the solutions – quickly. For instance, the time restraints on the work we contracted with Heineken Breweries required us to fabricate 1 600 tonnes of structural steel and pipe support structures and erect them in 10 weeks. The contract managers had to juggle teams to make sure they could meet these deadlines while still completing other work we were committed to. But it is succeeding with that kind of challenge that has positioned us where we are – streets ahead of the competition.”
"There are numerous advantages to moving people into areas of new responsibilty"
The same principle of providing the right tool for the job is applied with the company buyers. “They are specialists in their field and we give them an extra edge by making sure they have the best solutions available.”
Training and skills development feature large at OSN. ”We work closely with the SA Institute of Steel Construction,” says Jacobs. “We make extensive use of their manuals and syllabus but also do a great deal of in-house training.” While the  company itself identifies individuals with potential for further development, a good 60% of employees will take the initiative and approach management for training. “Of those, over 80% are successful. We train all our own crane operators and drivers. Many of them had never had the opportunity to learn before they came to OSN.”
"One of our strengths lies in our consultative approach"
The excellent training opportunities are one of the factors that contribute to the remarkably low staff turnover. “I believe our conditions are better than most,” Jacobs claims. “Not only in terms of wages. We take a personal interest in our people and they know that they can come to us for financial assistance and advice at any time.”
“I think one of our strengths lies in our consultative approach,” he continues. “We are a very performance-orientated company and there are a lot of people who are eager to make positive contributions. So when we consider new systems, we don’t just impose them from the top down. We bring into the debate as many as are interested, especially those directly involved with any particular issue. It’s amazing what brilliant ideas they can contribute. This strategy enables us to pinpoint strengths and weaknesses and devise highly innovative solutions. The positive energy that results keeps the company well out in the forefront of our field.
“Growth-wise, once the new workshop is fully on line we will be just about where we want to be. The focus will then be to ensure that all systems are optimally implemented to achieve the efficiencies that will maintain our industry leadership.” |
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