Translations

BISCUITERIE DUTOIT : the recipes of a participative management

1. Organizational Governance

Sector Food-processing

Year 2020

Country France

Transmitter

Context

Founded in 1951, the DUTOIT company began by producing biscuits and pastries of the "madeleine" type intended for grocery shops in the region. In the 1970s, its activity was threatened by the development of mass distribution. With a view to reinventing itself, the Biscuiterie Dutoit gradually turned to the production of ready-to-fill biscuits for food professionals.

Since 2006, the company has modernised and developed pasta specialities for manufacturers (Tipiak, Picard, etc.). Today, it is recognised as creative, reactive and qualitative in its field. Its activity has tripled in 14 years.

This increase in activity has been accompanied by managerial challenges. The pyramidal management structure quickly showed its limits and resulted in a loss of efficiency and performance. Based on these observations, the Biscuiterie Dutoit discussed with its employees to reorganise its internal management on the basis of the liberated company.

Objectives

Adopt a benevolent management style and encourage employees' well-being at work
Cultivate talent, involve them and develop their potential, ensure their professional development
Empower employees and move towards horizontal and participative management

APPROACH

In order to put in place a benevolent and participative management system, the Biscuiterie Dutoit first analysed the level of commitment and involvement of its employees. It thus distinguished :

The few employees who are committed and involved; it is a question of giving them the means to develop and play a role in the life of the company.
The majority, who do their job, and who should be retained.
The few who are poorly involved and disengaged; the Biscuiterie Dutoit gradually directs them towards a solution in which they will flourish more.
Within each division, a volunteer leader is chosen by the team members. He or she runs the division and reports on its results in relation to the objectives (planning, daily 5-minute review, analysis of problems, implementation of action plans, etc.). A transversal "coach" is present to guide, help and support the divisions in their daily organisation. This co-operative management method is dynamic and can be adapted to suit the situation.

At the same time, cross-functional working groups are made up of volunteers from each division. The main one is the "Team Abeilles", a group of 7 staff representatives who play the role of staff representatives, the CHSCT and the animation of the company's spirit. It meets every month and carries out monthly rounds on risks and safety. There is also the "Maintenance Team" and the "Working Conditions Team".

In terms of decision-making, every decision is treated as a problem resolution. The problem is posed, analysed, and then the various possible options are studied. The leader makes the decision, defines the resulting action plan and leads this action plan until the result is analysed.

CONTRIBUTION TO COMPANY PERFORMANCE

100% of employees say they are satisfied with this managerial change
After 4 years of experimentation, Dutoit considers that 40% of its employees are very committed, 50% are involved and only 10% are disengaged
Reduction in turnover and absenteeism