making life easier

Empowered people drive performance

The implementation of Cramo’s harmonised Performance Management Model continued successfully in 2015 with a focus on repair and maintenance operations as well as sales management. The model has become an integral part of our corporate culture and way of working – making lives easier for both our employees and our customers.

The Performance Management Model continued to deliver good, measureable results. Employees are motivated to take more responsibility when they understand the impact they can have on Cramo’s profitability and results. Having the possibility to track performance against set targets enables them to make fast decisions and proactively take corrective measures when needed. For customers, our way of working means more agile customer service and faster problem solving.

CONTINUOUS LEARNING ENCOURAGED

A coaching style of leadership, an entrepreneurial mindset and the sharing of best practices are key cultural features ensuring the success of this model. It fosters continuous improvement and learning, and also enables bench­marking between different units in a fruitful way. During the year a couple of special workshops were organised to encourage the sharing of knowledge and best practices across unit boundaries.

cramo cASE

Helping to REAP the benefits of the economic upswing

In Poland we see Depot Performance Management as a core part of our company culture. It is a way of working but also a highly efficient set of tools that ensures common targets are conveyed to each employee and turned into specific actions.

Regular meetings facilitate both internal depot-level and vertical communication, up to the management and back. It enables us to react very quickly network-wide to changes in a dynamic market, but also serves as an implementation channel for long-term strategic initiatives.

This way of working further fuels depot team spirit and keeps our company’s values in focus. Credibility is a vital element as each member of the team takes responsibility for promises given to the team and manager, their direct feedback supports creativity and mutual challenges reinforce this commitment.

“EVERY MEMBER OF THE DEPOT TEAM KNOWS HOW THE PARTICULAR ACTIONS SHE OR HE IS RESPONSIBLE FOR ARE LINKED TO OUR KPIS AND COMPANY GOALS. NOW, WHEN THE MARKET IS IN AN UPSWING, WE ARE ABLE TO REAP THE BENEFITS – AND IMPROVE PROFITABILITY MUCH FASTER AND MORE SMOOTHLY.”

Wrocław/Gazowa Depot team
Cramo Poland

CRAMO CASE

Support for decision-making and cost management

As part of implementing the Performance Management Model, we now have weekly meetings in our workshops where our mechanics and technical employees discuss our targets and equipment repair priorities. Our product, service and workshop managers also meet on a monthly basis to discuss the development of our KPIs. Along with the Performance Management Model, we have excellent tools that support our decision-making and help manage costs, repairs and divestment of equipment.

Mr Leif Nielsen, Service Manager
Cramo Denmark

“ALONG WITH THE PERFORMANCE MANAGEMENT MODEL, WE HAVE EXCELLENT TOOLS THAT SUPPORT OUR DECISION-MAKING.”

CRAMO CAsE

Greater structure and focus boost sales

Implementation of the Sales Performance Management Model and our new CRM system have given me the tools to continuously develop my performance as a sales manager and the performance of my sales force. So it is not just about IT tools and systematic methods. It’s a new way of thinking and working. Now I'm able to get a clear view of what the situation is in my region. Based on that information, I can see where we stand in terms of our targets and am able to react quickly, if necessary.

With more structure and focus in our daily work, we enhance our knowledge of the market and our customers. This enables us to be one step ahead with our services and products in order to meet our customers' needs – basically, making their lives easier.

Mr Ronnie Johansson, Sales Manager
Cramo Sweden

“WITH MORE STRUCTURE AND FOCUS IN OUR DAILY WORK, WE ENHANCE OUR KNOWLEDGE ABOUT THE MARKET AND ABOUT OUR CUSTOMERS.”