Our culture is about accountability and continuous improvement.
IPIC is about accountability and continuous improvement. Our team consciously works together as one very large team to execute daily disciplines that demonstrate what a standard leader should exemplify.
Our basic disciplines rest on:
Define what leaders do—every day.
IPIC leaders start by defining very precisely what the behaviors involve, on a practical, day-to-day basis, for all levels. This creates clarity in terms of expectations from each position and objectives are spelled out.
Collaboration happens when each individual understands their objective, motivated to deliver the company vision and become the agents that carry out the mission.
Most issue can be resolved without her help, but some involve other departments, so she marks them down for weekly huddle; she also notes coaching opportunities for one-on-one coaching with direct
Attends cross-functional problem-solving session to address recurring maintenance issue; team analysis during huddle found that combination of a progress with recent changeover produced unintended
The plant manager starts her day by reviewing the overnight and previous day's production, quality, and maintenance.
She joins production manager and frontline supervisors for a walk-through of shift changes; departing shift supervisors walk floor together, noting production-line condition and performance
Shift huddles begin; plant manager visits different department each day to get deeper understanding of
Change isn’t just for everyone else—it’s for you.
DB AT IPIC, we teach our officers the value of servant leadership. Our leaders are taught that change is not for other people only, but it is for everyone. We avoid hierarchy wherein our leaders do not engage with shopfloor members. Our belief is for us to make effective decisions, we must understand what happens throughout the entire org by reaching out constantly, and allowing communication to flow quickly.
A leader’s standard work is so important for our top level as it provides essential feedback on what people at every level are actually doing: what’s working now, what could be working better, and what hasn’t even been properly tried yet. Those insights are critical to making better strategic and resource-allocation decisions. Second, it guides the team in their own work, allowing them to make better use of their time in solving high-level problems, developing their reports’ capabilities, and serving as role models for the rest of the organization.
Through the disciplines we have set out, we form a more reliable and dependable team. Once this is in order, continuous improvement comes more naturally. It becomes inherent into our system.
An assured understanding of an organization's exposure to risk without any false sense of security
The degree to which management and employees exchange bad news or learnings from mistakes
Scrutiny of the quality, appropriateness, and accuracy of others' attitudes, ideas, and actions
Alignment of individuals' risk appetites to the organization's
Consideration of broader organizational consequences and impact on overall risk appetite when any one team acts or makes
The degree to which warning signs of both internal and external risks are shared
Identification and understanding of risks present in the business
Understanding of risk appetite and its linkage to overall strategy and decision making
Perception of external changes and reaction speed to innovation or change
Responsibility to care about the outcome of actions and decisions