Work organisation and innovation in Ireland - Case study: SAICA Pack Ashbourne

Case study
Published
16 september 2013
pdf
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Author(s): 
Ortigão, Manuel

Abstract

Employing 92 full-time staff, SAICA Pack is based in Ashbourne, County Meath. The plant produces paper and cardboard boxes for various uses in such industries as food and pharmaceuticals. SAICA Pack Ashbourne went through a significant transformation process over the last twRead more
Employing 92 full-time staff, SAICA Pack is based in Ashbourne, County Meath. The plant produces paper and cardboard boxes for various uses in such industries as food and pharmaceuticals. SAICA Pack Ashbourne went through a significant transformation process over the last two and a half years. This transformation was the initiative of the newly appointed plant manager, with a high level of involvement on the part of the plant employee representatives and the direct support of SIPTU’s Ideas Institute. The Joint Union Management Steering Group played a central role. Over a period of almost two years, all the plant employees were trained in teamworking, problem-solving, project management and other technical areas. New communication processes were implemented and Continuous Improvement Teams were put in place. Progressively, employees started to take ownership of the larger projects in the plant. Motivation and collaboration improved significantly.
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  • Report

    Number of pages: 
    13
    Reference no.: 
    ef13484
    Catalogue info

    Work organisation and innovation in Ireland - Case study: SAICA Pack Ashbourne

    Author(s): 
    Ortigão, Manuel

    Employing 92 full-time staff, SAICA Pack is based in Ashbourne, County Meath. The plant produces paper and cardboard boxes for various uses in such industries as food and pharmaceuticals. SAICA Pack Ashbourne went through a significant transformation process over the last two and a half years. This transformation was the initiative of the newly appointed plant manager, with a high level of involvement on the part of the plant employee representatives and the direct support of SIPTU’s Ideas Institute. The Joint Union Management Steering Group played a central role. Over a period of almost two years, all the plant employees were trained in teamworking, problem-solving, project management and other technical areas. New communication processes were implemented and Continuous Improvement Teams were put in place. Progressively, employees started to take ownership of the larger projects in the plant. Motivation and collaboration improved significantly.

    Formats

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