With the current COVID19 (coronavirus) situation we have been planning scenarios if we get to the position of an emergency temporary shutdown. There are two (2) levels we considered.
Roles and responsibilities are assigned per department. Communication for both levels will come from senior management (John, Jenn, Phil, Bob & Julka) All questions should be directed to direct supervisor and HR.
Level 1 – Exposed associate
- Secure area in line with CDC recommendation and Shutdown all equipment.
- Follow CDC recommended testing and isolation.
- Supervisors and HR to provide information to employees (refer to Paradigm’s Emergency Conditions Policy from March 20, 2020) and stay in touch via “text†during social distancing.
- Prohibit others from accessing area until cleared.
- Disinfectant exposed workstations (cleaning crew) and surrounding areas, per CDC recommendations.
- Follow mandates from CDC when to restart.
- Re-start production. Date will be communicated via “Text†and website see employee hub.
Level 2 – State or Federal Officials Mandated Closure
Expect to receive a notice 24 – 48 hours
Operations
- Complete priority jobs. – Warren Winchester and production supervisors
- Load and ship all available product if customer demand. – John Wright
- Receive all material at the dock and identify materials in transit if any. If possible, hold at vendors location if not arrange for receiving upon arrival. – Brad Junkins
- Standard shut down at the end of day including securing all doors and vehicles – ALL
- Supervisors and HR to provide information to employees (refer to Paradigm’s Emergency Conditions Policy unless a different policy mandated by state officials) and stay in touch during shutdown via “text†and Website https://employees.paradigmwindows.com. Updates to be posted by 4pm for next day status change.
Username:Â Â Â paradigmwindows
Password:Â Â Â windows2020
- Informative communication to all customers. Verbal (via phone) and memo to follow. – Sales and Customer Care team.
- Informative communication to vendors. – Kevin Parks and purchasing team.
- Communication to building maintenance vendors. – Don Bard
- Standard start up including Maintenance starting equipment at least 2 hours prior production startup. – Don Bard, Warren Winchester, maintenance and prod. Supervisors team.
- Rearrange order schedule and provide anticipated promise dates to customer service for further communication with customers. – Amanda Chim
- Continue to schedule during shutdown – Amanda Chim
- Engineering to continue project work and provide drawings for quotes and orders.
Exceptions for shutdown (can continue work from home or limited # of people in the building)
- Depending on limitations; A) we can rotate departments if there is a demand. B) Extensive cleaning and 5S activities. C) Equipment deep PM and rebuild
- Engineering (Dan E and Cray W) to focus on project work and support customer drawings demand.
- Schedule incoming orders. Additional work; creating procedures for scheduling and batching.
- Continue logistics project; routes, stops using incoming orders – John W and Brad J
- Review IRA and plan material deliveries based on startup. – Kevin P and purchasing team
- Create quality procedures and work instructions – Ted S
- Review status of 2020 objectives, calibrate if required and develop objectives to achieve established goals – Warren Winchester, supervisory team and Julka
- Senior leadership to continue daily check-in meetings
Finance/IT/ERP
- Continue ERP Project (speed to finish line) – Bob Rogowski, David Fletcher, Mary Weed-Orth, Chris Sevier, Brian Gray, Andrea Raynor
- Retrieve mail and deposit checks via remote deposit (the scanned would need to be relocated to Dawn or Hanna’s home office. Forward mail?
- Payments – The check printer would need to be relocated to Dawn home office.
- Shipments and customer cash collections. Any invoices would need to be delivered to our customers via email – no snail mail. Government and misc. cash collections to be handled as wires or paper checks remote deposit.
- Postage Machine or personal reimbursement to Dawn/Hanna.
- Access to my “Z†drive in the GP portal so Dawn can upload files from Excel to GP.
- Need to close books and prepare cash flows at a high level for bank & Ironwood loan compliance.
- IT-Telephony, building/network security, remote connectivity and break fix. ERP, WinSys, ongoing GP MS Dynamics (minimal), and WTS Front end (for re-start and customer communication)
HR & Customer Service
- Customer Service to continue order intake, quoting and customer support remotely.
- Payroll processed remotely & Benefits kept intact & COBRA processed where appropriate – Gina Johnson
- Sort checks & mail and Process claims- Jenn
- Respond to employee questions Keep employee communication updated (text & employee page) – Jenn
- Prepare for opening back up – All
- Marketing (Ensure website stays updated, Continue ERP work, Continue key marketing initiatives) – Dan Quinion
- Service (Address emergency customer service needs (parts), Continue taking service calls, keep service schedule updated) – Matt Cotton
Sales
- Continue Informative customer communications
- Continue data gathering communications with sales staff and customer changes
- Continue WTS ERP involvement with pricing and build
- Continue marketing strategies with Daniel Quinion
- Working with Leadership Team for ramp up strategies
- Continue WTS training with sales team during shutdown so they become experts to be able to conduct Webinar trainings with Customers by June 1 launch date