The saying goes: let sleeping dogs lie, or don’t scratch where it doesn’t itch.
If your business runs smoothly, and all tasks are carried out with clockwork efficiency, then naturally, there is nothing to worry about.
When things start to go wrong, however, and someone in the team suddenly falls ill or goes on leave, we quickly ask the question: Who is the substitute for this person? And this is not only true for illness. It also applies to situations where someone has to attend to other responsibilities, especially in a crisis or emergency.
We recently concluded a harvest season, and here follows a good example.
When flotation is performed on white wines, the juice is tested first to confirm that it is pectin-negative. Let’s say this task is the responsibility of the assistant winemaker. What happens if both the assistant and head winemaker have to leave the cellar to attend to vineyard matters or other tasks? If the cellar team waits for a few hours until they return, this could result in losing a lot of time. If the task is, however, clearly handed over to another senior staff member, the process can continue in the absence of the designated winemaker.
It is also important to ask the question: Does the substitute receiving the task handover have the necessary skills to perform the task correctly? Focused planning is required to ensure that stand-in staff are equipped with the necessary skills to execute the duties required.
A simple rule that can be followed, is the 3 x 3 x 3 x 3 approach, namely:
Training involves three main steps:
- Identify all the staff and all the processes involved
The team should thoroughly evaluate all processes, equipment and staff, and draw up a matrix to cover all aspects and options. Training is time-consuming and can also be costly (if external providers are used). Thus, make sure that overhead planning is done properly.
- Schedule and present the training
Determine who the best person is to do the specific training. It may be necessary to outsource the training. Determine when and even where the training will take place. Confirm the dates and times of the year for refresher training as early as possible in advance.
- Make sure that personnel are declared competent
It is critically important that certificates of competence are issued to declare operators capable of performing their tasks. This also applies to attendance certificates, but it is a better option to have staff conduct a test to formally declare them competent to perform specific tasks and processes. Mere attendance of training does not necessarily prove that a person is competent. Their ability to perform the required actions correctly must be confirmed in writing, and these records must be stored safely.
Each machine operator in your team should be able to operate at least three different machines
If you can identify the persons in the team who have an aptitude for learning how to operate a new machine, there is a good chance that they will be able to master multiple types of machinery within a short space of time. Use the skills, enthusiasm and knowledge of your staff.
Each machine in your cellar should be mastered by at least three persons
If the cellar has one machine (for example, a crossflow filter) and it is only used during a day shift, a minimum of three persons who have been fully trained and declared competent are recommended to operate this machine. If one person then goes on leave and his/her substitute suddenly falls ill, person number three can easily stand in without any disruption. If two shifts are worked, the recommendation is to train a minimum of four to five persons to operate the required equipment, and for three shifts, a minimum of five to six persons.
The impact of the task will also determine the risk involved. If the task pertains to the sterile filter, which has to be operated right before bottling at a cellar that bottles every week, right through the year, it is imperative to have more than one substitute operator for the specific filter.
Any task should be understood by three organisational levels
Ensuring that tasks are understood across different levels of a business goes a long way towards ensuring efficient workflow. Mutual understanding of tasks between the various job levels also improves communication and helps to keep all personnel informed.
The above-mentioned principles also apply to office staff. If the person who handles orders is absent, who will fill in for them? This is similarly applicable to scale operators responsible for weighing loads, the person tasked with completing SAWIS forms, etc. Consider the amount of tasks your team performs collectively as a group every day. We do not always realise how many critical tasks fellow team members perform without the rest of the group being informed and having a proper understanding of all these tasks.
Make sure, therefore, to create an opportunity for the team to jointly discuss their roles and tasks and purposefully learn from sharing these details with one another. Sometimes specialist computer access or knowledge is required to perform certain tasks. If the person who has that specialist capability is absent, one of two options can be followed.
A second person has to be trained and given access to the specialist transaction in question. Of course, this has to be done before the original person responsible is absent from work. Alternatively, everyone can agree to putting a paper system in place where all the necessary correct information is captured during the absence of the responsible person, so he or she can complete the transaction upon their return. A duplicate book, with all the necessary details already expressed in a template, will greatly assist in such cases. Also, ensure that everyone involved knows where this book is stored and that everyone involved receives the required training.
Never get caught in situations where people work in isolation and there is not an opportunity to learn from others. No task is indispensable, and no task can only rely on a single person’s performance. Learn to work together as a team so that everyone ultimately wins.
For more information, contact Pieter Badenhorst at pieterb@fortheloveofwine.co.za.
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