The document discusses the implementation of a 4DX project at Metso to improve customer satisfaction. It provides the following key details: 1. The Inventory Health team at Metso focused on creating high-quality, specific, aligned, and timely commitments as part of their 4DX goals. 2. Teams are now monitoring their performance metrics and commitment quality more closely through a new reporting tool to ensure commitments are kept and results improve. 3. Early struggles with the 4DX process by the Arndell Park ETO Parts and Proposals Team show that persistence led to success, with quote response times now below targets through small, team-wide improvements.

1. metsonews
#3 (JUNE) / 2014
CUSTOMER SATISFACTION NEWSLETTER FOR
METSO MAC AUSTRALIA
The aim of the 4DX project is for all
commitments to be high quality, and this means
that they must be specific, aligned and timely.
Matthew Gentile, DC Manager, recently made
the focus of his ‘Inventory Health’ team’s WIG
session the commitment quality. Matthew
emphasised that all team members need to
hold each other accountable for making and
keeping high quality commitments, stating “let’s
call each other out on it”. Past and future
commitments of team members were reviewed
to ensure that they contained the three key
elements of a high-quality commitment. Where
appropriate, team members made suggestions
that improved the quality of future
commitments.
The importance of high-quality commitments
was recognised by all team members and was
best summed up by Darelle Pola, who said that
the 4DX project was about improving behaviour
and culture within the business and this can
only be achieved through creating and
completing high-quality commitments.
Matthew also spent a session introducing team
members to the reporting tool that is available
as part of MY4DX tool. The team was shown
the Executive Scoreboard and the information
that will be available to the SMT to monitor
team performance. A good level of visibility is
available on the performance of the team,
compared to other teams, and also the
performance of each individual within a team.
Actions can, therefore, be correlated to results.
For this reason, the emphasis was again on
setting quality commitments that can be
achieved in order to ensure that commitments
are kept and score board ratings improve.
Although team leaders will not be able to
access the Executive Scoreboard, they can
access Team Status Reports that show the
same information for a single team and its
members only. This is also where team leaders
can view the commitment quality ranking that
has been given to the team by the senior
manager or coach.
Pictured right: Matthew Gentile.
High Quality Commitments
90 Day Reviews Commence
In the next few weeks your Coaches will arrange
a short workshop so, as a team, you can decide
whether to continue with current Leads and
WIGS or select higher impact Leads or even
realign their Goal.. This is an opportunity for you
to consider what is working well for the team or
alternatively offer ideas of how the team can
have a higher impact on our company WIG of
Customer Satisfaction. As you go through the
next few weeks consider how your team is
currently tracking to identify opportunities for
improvement.
A new focus brings results.
The Arndell Park ETO Parts and Proposals
Team were introduced to 4DX in the initial 4DX
trial program – Delivered-In-Full-On-Time
(DIFOT). It would be fair to say that they
initially struggled to see the relevance to their
day-to-day work, and it was difficult for them to
engage with the process whole heartedly.
However, led by John Kirkham, the team (Arun
Timilsina, Eugen Reid, Franklin Wilson, John
Mates, Lynn Blake, Mark Brown, Paul Brown &
Sam Taumoepeau) persisted despite their
doubts.
We all know the outcome – DIFOT was (and
continues to be) an outstanding success. This
year, with the new corporate WIG, of
“Increasing Customer Satisfaction” it was a
different story for the Excellent Team of
Operators. See page 2 for their full story.
The Canning Vale factory site have now joined
the 2014 4DX family. With the leader
certifications completed and the framework
rolled out to the teams, the 7 supervisors
leading their teams in the factory are all up and
running with huddle sessions. Their WIG -
Reduce injuries from 33 to <16 by 1 May 2015,
focuses on one of the key drivers for Metso in
safety. Around our key customers, best in
industry benchmark compliance to safety
standards for suppliers, is fast becoming a
requirement for doing business. (cont. on pg. 2).
Pictured L-R: Chris Hastings, Doug Patulny,
Horace Peterson, Rod Walmsley.
The A-Team setting the Benchmark.

2. All rights reserved
EDITOR-IN-CHIEF
Karina Burt, Training & Projects
Coordinator
LAY-OUT AND ART WORK
Metso Minerals (Australia) Limited
PUBLISHED BY METSO MINERALS (Australia)
Limited .
16 Lidco Street,
Arndell Park NSW 2148
TEL: +61 2 8825 1734
SUPPORTING EDITOR
Darelle Pola – Business
Development Manager
This week, as an organisation, we have made and
kept 391 commitments. This means we could
complete over 20 thousand actions to improve
Customer Satisfaction in a year. The numbers are
what is impressive about this program, but the
numbers alone are not enough. As each team
becomes more familiar with the process the focus
has moved to quality. A high quality commitment
needs to be aligned, specific and timely. Aligned
to the lead measure, specific enough that the
action and outcome are clear and timed so it is
possible to complete in the week. When you are
making your weekly commitment remember the
mantra “what are the one or two things I can do
this week to positively impact the team score on
the scoreboard”.
During May the SMT attended a workshop to learn
more about supporting teams’ success in 4DX. An
outcome from this workshop is that many
Managers are now evaluating the quality of team
commitments in MY4DX, to offer constructive
feedback and enable teams to achieve optimum
results. It is fantastic to see that weekly WIG
sessions are now being held at all levels of the
organisation. Consistency and Quality – the recipe
to success.
Remember the Mantra!
the incorporation of the word “excellent” in their
team name invokes the very high standards the
team is setting for itself this year.
The keys to the success of the 4DX process in
driving organisational change are:
• Focus (on the one thing that will have the
greatest impact – the WIG)
• Acting & measuring activities that are predictive
of improving the WIG (the Leads).
• Knowing how you are performing (the
Scoreboard)
• Supporting your team members and being
prepared to be accountable to them (WIG
Sessions)
It is about changing behaviours and making them
habits; improving processes by using the
collective ideas of everyone.
The WIG for the Excellent Team of Operators is
“Reducing average quote response time from 8 to
6 working days” by the end of the year – a
challenging target indeed! However, they have
consistently stayed under their target trend, and
the current target is 7.4 days and their actual
performance is sitting at 5.7 days! Already under
their final target – and they plan to keep it there!
What’s driving this success – the team says it
best:
Franklin Wilson – “We understand the purpose
of 4DX better this year ... evaluating our
commitments regularly boosts our efficiency”.
Mark Brown – “Instead of failing trying to fix the
big things we are succeeding this year by having
the whole team focus on fixing some of the little
things.”
Eugene Reid – “Targeting a narrower approach
resulted in almost immediate improvement ...
having a clear focus helps the team to
concentrate ... which in turn lifts our morale.”
John Mates – “4DX has encouraged better work
habits (e.g. the creation of standardised supplier
RFQs) which has resulted in reduced response
times.”
Simply put – all pulling together and focussing on
small opportunities for process and behaviour
improvements has already delivered big outcomes
for the Arndell Park ETO Parts and Proposals
Team and Metso Customer Satisfaction!
Article by John Lockard
A new Focus Brings Results (continued)
The factory teams have come up with 15
different behavioural leads. Some include,
observation of safety standards for lifting
procedures, use of PPE gear, work procedure
role outs and scheduled communications for
individuals working alone. The teams are
confident that focus on these behaviours
throughout the factory will positively impact the
WIG.
The Canning Vale BB's, Gino Sorella and
George Jenkins have highlighted the success of
the stores team, establishing a bench mark for
the other teams in the factory, The stores team
have conducted several huddle sessions, where
the focus is on re-enforcing the practices around
their three lead measures. The behaviours
coming from these practices, are fast becoming
standard procedure within the stores team. The
lead measures are all in the green, and the
commitments being made by the team are very
specific, aligned to the lead measures and timely.
The last 6 weeks commitments, made and kept,
for the team is running at 95%. From the session
the team leaders held last week, the BB's have
commented,
"Kyle's Stores team are actively & voluntarily
involved, their leads are relevant and important
with respect to reduction of potential injuries. In
our 4DX meeting yesterday, IPC Supervisors
also acknowledged this and are even taking
direct advice from Kyle to support the updating of
their own teams & processes... I was particularly
impressed by this, and the fact that these
improved communications between our
Supervisors, are making a real difference
towards the Performing Together and Respecting
Each Other values, that local management are
promoting and encouraging for this site”.
As leaders of teams, its our job to ensure that
our teams enjoy the positive gains. Everyone
likes winning and it is contagious, so celebrate
your successes with your teams and with others
throughout the organisation.
Article by Peter Maolio
The A-Team is setting the Benchmark (continued)