Frontline Talent of the Future Initiative 2024
Page 13 of 18 · WEF_Frontline_Talent_of_the_Future_Initiative_2024.pdf
13Participant Stories
Unilever factory addresses workforce concerns through
always on Gemba philosophy, focus on career development,
and creative incentive program
+19%
engagement
+16% OEE
improvement
1000+ days
recordable free
-34% finished
goods business
waste
Impact Change story Talent innovations
Kilbourn is a 106 -year old unionized site that
reached a crisis point 3 years ago, driven by a shift
in consumer preferences, evolving workforce
preferences, and moderate performance. The site
had a large number of vacancies and high turnover.
To stay relevant, site leadership embarked on a
structured people transformation journey to
dramatically improve the culture and improve the
site’s agility to respond to evolving preferences.
This transformation was underpinned by shifting
from a management versus Union mentality and
embracing the need for the people agenda to be a
continuous cycle, always on, and evolving with time.
Kilbourn is now seen as the hub of talent within
North America Nutrition , scaling people
innovations to their Independence site in Missouri
and Rexdale site in Ontario, Canada. Performance and behavioural incentive
program aligns team around factory KPIs, and
shares goals, actuals, and gaps in real time and
during bi -weekly and townhalls for feedback and
continuous improvement.
Locally developed scheduling application
optimizes complex labor schedules while
respecting Union CBA rules, fostering trust and
transparency between the employees and
company by being accessible to all employees on
personal mobile devices and facility kiosks.
Dynamic organizational structure is reviewed
every 6 months, adapts to business, factory and
personal needs, creating evolving succession
and development plans as long as it stays within
the allocated budget.
Always -on GEMBA philosophy is supported by
digital tools to eliminate non -value added
activities (NVAA), empowers teams to focus on
floor activities, openly share losses, and foster
transparency, care and performance through
regular Town Halls and the GEMBA structure.
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