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Production, resources and infrastructure
Large and multi-site organizations Forestry, wood and processing Construction
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FORESTRY, WOOD AND PROCESSING

The material moves from one end of the chain to the other. The human reference points have to keep up.

From the forest to the mill, one and the same activity connects trades, shifts, partners and communities that do not always share the same realities. Continuity depends on what gets passed between them.

  1. Forest sites
  2. Transport and supply
  3. Processing
  4. Support functions
  5. Managers and teams
Five environments in the value chain connected by a single thread Five environments — forest sites, transport and supply, processing, support functions, managers and teams — are set out in a staggered line, each with its own work markings. A single thread runs through them from top to bottom and stops at a relay marker in each environment; a gold impulse travels along it and shifts shape slightly at each passage, without ever breaking.

WHEN CONTINUITY BECOMES A MANAGEMENT ISSUE

When the activity holds, but the reference points no longer circulate with the same precision.

  1. Essential knowledge still rests on the experience of a few people.
  2. A new person learns differently depending on the shift or the person training them.
  3. Operations, maintenance and partners do not always work from the same reference points.
  4. Managers have to pass things on while keeping up the pace of production.
  5. New people are joining a region far from their usual points of reference.
  6. The field, the mill and the support functions do not always make the same trade-offs.

One value chain. Five places where human continuity is built.

01

Forestry operations

In the field, decisions are made with the reality of the territory, the conditions, the equipment and the partners. The reference points have to be understandable and applicable even when teams are far apart.

Do the same reference points guide employees, partners and subcontractors ?

02

Transport and supply

Between the forest and the mill, continuity depends on information passed at the right moment, to the right person, in a directly usable form.

Does the necessary information arrive before urgency imposes its own answer ?

03

Processing sites

In the mill, the material changes state and the teams change shift. Continuity rests as much on the equipment as on the quality of the handovers between people.

At a shift change, what gets passed on beyond the state of production ?

04

Managers and the people who train

They are the ones who translate expectations into decisions, explanations, corrections and working habits. Their ability to pass things on directly shapes how practices are understood.

Can they explain the reasoning, and not only the expected action ?

05

Integration in the region

The relationship with the organization does not end when the shift does. Housing, getting around, services, social relationships and the feeling of finding one's place all shape a person's ability to stay.

Retention is built in the job, in the team and in the community.

THREE REALITIES OF THE VALUE CHAIN

Distance

Teams can take part in the same activity without sharing the same place or the same moment. Between the forest, the yard, the mill and the offices, passing the message on becomes a responsibility in itself. What is not explicit often ends up being interpreted locally.

Four separate settings connected by handovers Four work settings are placed side by side, separated by empty gaps. Three gold handovers appear one after another to bridge those gaps, until the same reference point reaches all four settings.

Tacit knowledge

Experienced people recognize a rhythm, an exception or a situation from years of practice. A new person first sees the actions, without always understanding the judgment behind them. Passing knowledge on has to make that reasoning visible without impoverishing field expertise.

Four successive layers of transmission Four concentric arcs are drawn one after another, from innermost to outermost, like successive layers: what is observed, what is explained, what is understood, then what is passed on.
  1. Observed
  2. Explained
  3. Understood
  4. Passed on

The pace of production

When pressure rises, teams naturally pass on the task to be done first. If the reasoning, the room for decision and the debrief do not follow, a temporary variation can become a lasting habit.

The same reference point passed from one shift to the next Three horizontal lines stand for three shifts. On the left, the reference point passed on drifts a little further with each handover. A gold axis of clarification appears in the centre; on the right, the next three handovers stay aligned on their line.

WHAT WE BELIEVE

Passing knowledge on must not depend on the chance of a conversation or a shift.

Mosaïca helps the organization make its reference points understandable, transferable and applicable, without erasing field experience.

WHAT HAS TO BE EXPLICIT

The safety, quality, accountability and behaviour reference points that cannot vary from one person or one shift to the next.

WHAT HAS TO BE PASSED ON

Professional reasoning, trade knowledge, decision criteria and an understanding of the local context.

WHAT HAS TO BE SUPPORTED

The managers, the people who train and the teams welcoming new colleagues while keeping operations running.

OUR METHOD

Mosaïca follows a reference point along its whole path.

We do not assess forestry processes or technical operations. We examine how the organization defines, passes on, understands and applies its reference points across people, teams, shifts and sites.

  1. Read

    Analyze the direction, the practices, the responsibilities, the tools for passing things on and the expectations set for managers.

  2. Observe

    Examine how the same reference point travels between sites, functions, teams, shifts and the people who train.

  3. Clarify

    Determine what has to be explicit, what can be adapted and the situations that call for a common decision.

  4. Embed

    Turn the observations into management practices, tools for passing things on, integration journeys and follow-up mechanisms usable day to day.

Organizational culture · Cultural intelligence · Management practices · Onboarding, integration and retention

Mahdi Gueblaoui in the field in conversation with site leaders in an industrial setting
Mahdi Gueblaoui, principal consultant at Mosaïca, in the field with site leaders. At Mosaïca, the analysis begins where the work is done.

OBSERVING THE WORK WHERE IT IS DONE

A practice is also understood where it plays out.

A practice cannot be understood only from what is said about it in a meeting. It is also understood in the pace of a shift, in how an instruction is taken up, in what a team lead corrects and in what they choose to let pass.

That is why part of our engagements takes place on site, with managers and the people who train, before any recommendation is put forward.

THREE WAYS TO ACT

Step in where passing knowledge on becomes fragile.

CHOOSE AN APPROACH

DIAGNOSTIC OF THE HANDOVERS

See where reference points travel clearly, where they change and where a decision becomes necessary.

We follow the same reference point across sites, functions, shifts and the people who pass it on. The diagnostic reveals the solid handovers, the zones of interpretation, the responsibilities to clarify and the priority decisions.

DeliverablesMap of critical handovers · Reference points to clarify · Responsibilities for passing things on · Priority decisions

Discover our diagnostic service
A reference point followed across five environments Five environments are linked in a chain. A reference point travels through them from left to right; at three of them, a gold marker rises to flag a zone of interpretation, and a line of analysis then connects those three zones.

ALIGNING SITES, FUNCTIONS AND TEAMS

Build shared reference points across the forest, the mill, the support functions and the managers.

We bring together the people who define, pass on and apply the expectations. The work clarifies the shared reference points, the room for adaptation, the handovers and the decision mechanisms.

DeliverablesShared reference points · Roles in passing things on · Room for adaptation · Coordination rituals

Discover our support offering
Four trajectories that reach a common axis Four trajectories start from distinct points of origin, which stay marked. They gradually draw closer to a single vertical axis where four gold markers confirm their meeting, without any one of them merging into another.

DEVELOPING MANAGERS AND THE PEOPLE WHO TRAIN

Equip the people who welcome, explain, correct and pass things on while operations keep running.

We build their ability to make expectations understandable, to pass on professional reasoning, to decode differences in reference points and to support integration in demanding environments.

DeliverablesTargeted programs · Management situations · Tools for passing things on · Reference points for welcoming and follow-up

Discover our training
A reference point made explicit by the manager, then shared by the team A reference point travels from an experienced person to a new one along a link that is uncertain at first. The manager steps in from above to make the reasoning explicit: the link becomes continuous, and the reference point then spreads to the whole team, whose network stays visible.

EXPERTISE ROOTED IN PRODUCTION SETTINGS AND IN THE REGIONS

Understanding the work is not enough. You have to understand how people learn to do it together.

Mosaïca works with organizations facing the transfer of knowledge, the integration of new people, differences in reference points and the continuity of practices. Our approach connects the field, the managers and the decisions that shape daily work.

We work without judging trade cultures or setting experienced people against new colleagues. We make visible what deserves to be preserved, clarified or better passed on.

A Mosaïca working session with Domtar teams as part of our engagement with its Quebec mills
Mosaïca worked with Domtar across all of its Quebec mills to redesign its recruitment, integration and retention processes.

In the wood value chain, continuity does not rest only on what moves through it.

It rests on what is passed on, understood, and holds firm when people change.

Mosaïca helps organizations close the distance between their intentions and what people experience day to day.

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