Warners - Hayplant - Policies - Management Systems

Collaborative Working

The Haymills philosophy and practice in its approach to collaborative working arrangements can be summarised as follows: -

In forming a genuine partnership we believe that a true commitment to the partnering ethos must exist between all team members, engendering a culture of trust, understanding and reliance upon each other’s contribution.

Our commitment to the partnering ethos starts at the top, with our senior executives who develop corporate strategy, set policy and drive change.

Haymills has long ago embraced the objectives and values of partnering, such that these attributes are ingrained as part of our Company culture. We aim to work with clients to present a united face in terms of joint values, common objectives and zero tolerances to attitudes and actions that are not consistent with team working and a collaborative working philosophy.

We believe in working hard with our partners to create the right environment, whereby the entire process is made enjoyable for all participants, promoting continuous improvement within a non-adversarial climate.

We believe in providing a forum for sharing our views, our experiences, our construction concerns and being receptive to the concerns expressed by others. We instil the need to be sensitive to one another’s needs and values and the necessity to be positive in resolving issues quickly.

It is important that organisations be adaptable to change and have in place a culture that encourages transparency at all levels. Be prepared to change – identify potential change – make the case for change – secure agreement to the change – make the change.

Supply Chain Management

Haymills has been trading with preferred sub-contractors and suppliers on a regular basis since 1911. The Haymills culture is based upon mutual respect and the development of long-term relationships and we extend this approach to include sub-contractors and suppliers.

Aside from the genuine attempt to identify and deliver value to the client, the benefits of such relationships vary from simple cost savings to operational effectiveness and ease of administration: -

• Estimating time is saved through fixed cost arrangements.
• Savings through mutually compatible invoicing and payment systems.
• Fewer suppliers generating fewer diverse invoices.
• Direct electronic billing saving time and paper.
• Bulk buying and pre-ordering benefits, giving security of supply.
• Bespoke/customised products.
• Extended credit facilities and volume discount.
• Operational benefits, standard spares, dedicated training.
• Quality control and specification adherence.
• Involvement in Research and Development for new products and ideas.
• Increased use of particular supplier with reduction in dual overheads, etc.

It is the policy of Haymills not to employ any sub-contractor that has not been previously approved and audited against our stringent Health and Safety Questionnaire. Furthermore, Haymills maintains a database of suppliers and sub-contractors who are subjected to a formal, constantly updated, vendor performance rating system – stimulating continuous improvement.

The following diagram shows how we involve all sub-contractors on projects – and where we would wish to draw upon their expertise during buildability studies and any value engineering: -

Quality Management

The satisfaction of client needs is paramount in everything we do and is the key driver for change and continuous improvement in both managerial and operational systems.

Haymills is formally registered to ISO 9001:2000 quality standard, which requires ongoing development and progression in all aspects of our business, leading to an improved customer focus and service.

The Quality Management System (QMS) has been developed to ensure that the systems, procedures and processes at all levels within our organisation result in shared and effective knowledge management. The foundation of our QMS is our desire to meet and exceed the requirements of our clients – paralleling our Core Values and ultimate Vision.

Our understanding and philosophy of quality is: -

• The management process that clearly identifies customer needs and ensures that those needs are satisfied profitably.
• A management tool to generate increased savings by eliminating waste, mistakes and problems and allows best practice to be communicated to all employees.
• The means by which problems and areas for concern are clearly identified, allowing training initiatives to be focused with the maximum benefit.
• The driver for continuous improvement at all levels of the organisation.
• An attitude of mind promoted by senior managers and executives ensuring the “right first time” approach is adopted by all employees.
• The responsibility of all our employees.

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