Case Study : Productivity Improvement Needed

The Brief

A division of a global car components manufacturer needed to improve productivity and quality and hence competitiveness

Many techniques had been tried with varying success.
A number of consultancies had gone before us.
The time had now arrived to make a quantum leap in improving competitiveness.
The need to combat the threats from emerging competitors was seen to be increasing

Our Actions

Designed and delivered a Structured Working Week
We built on the established LEAN processes, culture
We transformed the way the plant was managed…

• Responsibilities and accountabilities
  
  • Cascaded to the right levels
• Management Team Profiled
  • 48 Supervisors, Team Leaders
  • Completed Behavioural profile
  • Received behavioural feedback
  • Included as part of Personal Development Plans
• Facilitated Structured team meetings
  
  • At the start of each shift
  • Agreed outputs
  • Steered the plant-wide production meetings
• Instigated  Daily process walks,
  
  • Monday – Safety,
  • Tuesday – People,
  • Wednesday – Quality,
  • Thursday – Costs,
  • Friday Maintenance. 
  • Each walk was conducted
    
    • with preset tasks, behaviours and deliverables
• Each task was described
  
  • With the effective behaviours needed
  • Standards required,
  • Guidance given to close performance gaps
• Through face to face feedback,
  
  • Each participant developed a Personal Development Action plan
  • Designed to close behavioural gaps,
  • Built into the existing performance management process
• Monthly and quarterly project review meetings
  • Made sure the programme stayed on track

The Results

• 11% increase in production performance in six months,
• DTI adopted the Structured Working Week as a recognised manufacturing process
• 7.5% year on year savings against the 3% target
• A Manufacturing award
  
  • Best Engineering Plant
  • Set against rigorous and tough standards and competition