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News
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June 2005
Wayne Brothers, Inc. Strategic Plan 2005-2010The Vision - To build the premier construction services company to "Exceed the Expected."
Beliefs/Core Values
Serving customers/clients with quality, value added products and services
Ethical employee practices and performance
Employee development
Community participation and citizenship
Teamwork
Focus on employee, customer and business partner satisfaction
Humility
WBI Mission Statement
In the current construction environment, every client and each construction project brings interesting, unique and often formidable challenges for construction contractors. These challenges may come in the form of sensitive construction project schedules, budget constraints or requirements for levels of quality which are higher than those ordinarily concrete services encountered. We believe that our willingness to accept these construction challenges is one of the main reasons for our continued success in satisfying our clients' needs with our contracting services over the years.
Strategic Priority I: Performance Excellence
Objectives
(A) To increase the satisfaction levels of all customers.
(B) To increase internal and external stakeholder satisfaction.
(C) To improve overall safety performance.
(D) To increase project manager involvement in bidding and pre-award activities.
(E) To improve the involvement of Operations in pre-project planning.
(F) To increase the capacity of project managers to manage project budgets.
(G) To improve equipment utilization.
(H) To enhance technology applications to WBI products and services.
Strategies
We will:
1. Operationally define "productivity" for WBI core/support work processes and improve them continually.
2. Identify related technological developments and incorporate into WBI products and services.
3. Identify and improve key internal and external communication processes.
4. Identify and standardize key work processes related to project procurement and management.
Quality Indicators
Note:Each Strategic Priority Area has confidential information-based indicators of quality and performance linked to Objectives that are tracked by the company¡¦s Information Management System and used for process improvement purposes.
Strategic Priority II: Personnel
Objectives:
(A) Increase knowledge and skills of all newly hired employees by job category.
(B) Improve capabilities of current workforce at all levels of the company.
(C) Improve employee retention rates continually.
(D) Reduce or eliminate gaps in overall employee compensation/benefits.
(E) Increase employee satisfaction, well-being and job "meaningfulness" at all levels.
Strategies
We will:
(1) Research and compare compensation/benefits packages and adjust to meet or exceed industry standards here.
(2) Evaluate current recruitment and retention approaches and implement those that improve existing ones at WBI.
(3) Develop and implement an approach to employee well-being, satisfaction, and meaningfulness of work assignments.
(4) Continue to improve the craft and supervisory training programs.
(5) Develop and implement a leadership training program component.
(6) Develop and implement an employee satisfaction assessment process that facilitates improved working conditions.
Strategic Priority III: Organizational Structure
Objectives
(A) To improve effectiveness and efficiency.
(B) To improve the flow of information, communication and decision-making throughout the company.
(C) To increase opportunities for management employees to participate in senior leadership and for selected employees to become shareholders.
Strategies
We will:
(1) Develop, publish and implement a new organizational structure.
(2) Identify roles, responsibilities and authorities for employees in all core and support work processes.
(3) Research and consider approaches to senior leadership.
Strategic Priority IV: Business Development and Growth
Objectives
(A) To increase the total volume, profit margin and market share.
(B) To improve customer/client perceptions of company performance.
(C) To increase the ratio of negotiated to "hard bid" opportunities.
(D) To increase the awareness of the company in the marketplace.
(E) To increase inter-departmental efficiency ratings for pre-construction and operations.
(F) To improve evaluation of competitor status in the market place and its effect on our bid decisions.
Strategies
We will:
(1) Establish business alliances/partnerships with suppliers/vendors and other partners.
(2) Develop and implement a comprehensive sales and marketing approach to promote its expanded construction offerings.
(3) Research new business opportunities and their relationships to existing opportunities.
(4) Monitor the business development function with an enhanced data/information-based approach.
(5) Research the potential of expanding our concrete-related engineering capability.
(6) Explore market niches and determine the feasibility of entering new ones.
(7) Develop and implement a company/client approach to project evaluation.
(8) Enhance and expand the "face-to-face, repetitive interactive" approach to marketing.
(9) Purchase new technology and hire new staff necessary to implement the strategies under this area.
(10) Enhance and expand our approach to marketing the company to different groups, while participating in related professional organizations and other sales and marketing activities.
Overall Strategies
We will:
(1) Use the WBI Strategic Plan to provide direction to all divisions, project and work teams. Align related Action Plans to this plan. |
|  | | | |  | | | | | NOW HIRING EXPERIENCED PROJECT MANAGER, BILINGUAL FIELD SAFETY SUPERVISOR, CAD TECHNICIAN, DOCUMENT CONTROL TECHNICIAN, FIELD ENGINEER/SURVEYOR, HEAVY EQUIPMENT MECHANIC, IT MANAGER, PROJECT ENGINEER, PROJECT MANAGER IN TRAINING, PROJECT ENGINEER IN TRAINING, AND FINISHERS CANDIDATES -SEE POSITIONS UNDER THE EMPLOYMENT TAB ABOVE, OR CONTACT THE HR DEPARTMENT.
SUMMER INTERNSHIP PROGRAM AVAILABLE TO COLLEGE STUDENTS SEE PROGRAM OUTLINE UNDER THE TRAINING TAB, UNDER CAREERS
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