By Peter White
The case study was a key catalyst for the development of LKS Quaero’s leadership and culture programs. Be sure to read our new public program details. Here Peter highlights what happens if you implement a business transformation process (e.g. LEAN) while making sure you have the right people in the right roles doing the right work – and what happens when you don’t…
It was a large scale, heavy industry manufacturing plant, one of five similar manufacturing plants globally in the fleet owned by the same company. It was old, hot, dirty, and loud.
The plant had the highest operating cost in the fleet, it had very poor safety performance, and poor behaviour was tolerated. There was significant resistance to change, high absenteeism, and leaders promoted from shop floor because of their experience. Additionally, there was poor equipment reliability, little discretionary effort, low levels of engagement, and poor housekeeping with little pride in the workplace. The environment was rife with a them and us mentality.
On the plus side, the plant produced very good quality product!
The task was to implement business improvement (based on LEAN transformation methodology) to deliver a step change improvement in safety, cost, and productivity.