Leading change in a failing Operations process. (Duration 12- 18 months)
This business transformation project had a strong focus on building a continuous improvement strategy on a failing operations process. Project required a strong leadership on planning and execution to drive improvement on multiple KPI’s (People, Quality, Velocity, Cost)
Factors Considered
Significant investment in newly purchased powder paint line
Cultural engagement
Safety metric off target
Cost 30% off business plan
People engagement 30% off facility target
On time delivery performance less than 50%
Quality defect numbers rising
Key steps applied
Applied lean and operational excellence principles to analyse the process end to end gaining a definition of critical operations opportunities (labour vs material vs process)
Organised actions and key project areas into People, Quality, Velocity and Cost opportunities with daily, weekly and monthly governance
Structured sub projects lead by the team to maximise results
Relentless execution through embedded culture change
Summary of Results
Clear understanding of the end-to-end process by team and leadership
Embedded safety culture with 30% reduction in recordable injuries
50% variable cost reduction (Cost per hour)
35% employee engagement improvement (@88% by 3rd party survey)
On time delivery performance 90%+ whilst maintaining schedule flexibility
Sustained performance with enhanced operator understanding of KPIs
MGPP created for future opportunity to support changes in customer demand