Jane Kimani is Senior Technical Post - Harvest Manager for all Kenyan and Ethiopian farms . She has been with Marginpar for over twelve yr now , growing from grade manager at Bondet Farm to where she is now . But to her , the sky is the limit and she is still always looking to produce and develop herself and her squad , much in accord with the Hamuka culture that is practiced at Marginpar .
A day in the lifetime ofAs the Senior Technical Post - Harvest Manager , Jane is responsible for the packing side of the quality assurance ( whereas the Dutch part of the QA squad deal the character upon unpacking ) . One of Jane ’s main tasks is to support the post - harvest managers when needed . Jane : “ When a post - harvest managing director encounters a job , I go there for a twosome of days to assist him or her . It can be a technological problem like efflorescence responding badly to a certain post - harvest treatment or re - evaluating the temperature at which flowers are kept until conveyance , but it can also be about right equipment at a farm or the standard procedure system ( SOPs).Sometimes , a problem occurs upon unpack in the Netherlands and I am alert by one of my Dutch QA workfellow . ” In addition to offer up support to post - harvest managers , Jane also deals with logistic challenges outside of the farm , like cooled transport to the airport , and pack materials . In short , she deal with anything that might touch on post - harvest caliber .
A bi - continental teamJane works in close contact with her Dutch team members , they discuss any challenge that issue forth up in hebdomadal coming together . Jane : “ These scheduled meetings do n’t keep us from contacting each other whenever needed . We address on the earphone almost every daylight . We are a strong team . We do n’t approve anything without first discussing it . We all see the same tree ; we have the same focus . I like being certain of where we are heading , that way I can strategize . ”Jane has see the change of mind at the Carzan farm , when it was acquired in 2008 . Jane : “ I became post - harvest coach there and had to shape with my squad to transform the culture . We ‘ inverted the triangle ’ , moved to servant leadership , and showed how important it is to support your team and embrace squad sprightliness . There is no ‘ inculpation game ’ in the teams ; if a challenge arises , we do n’t demand who or what , we ask why so that we get to the source reason . Hamuka also focuses on utilization of human potential . Every person has a brain , and you have to give that someone the opportunity to utilize it . Nobody can know everything .
" It ’s also important to , as I call it , listen to the ‘ shoe wearer ’ . The person doing the actual line of work is the one who can well tell you where ‘ the horseshoe is pinching ’ ; where and why a appendage is n’t flowing swimmingly . Anyone outside the process can only observe and guess , but the value adders ( the people within the cognitive process ) can tell us where the challenge is . If the process is not right , the solution will not be right either . "
