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 Results - Multi-plant metals processor  

Our client, a major, multi-plant, metals processing operation and part of a global resources group, wanted to build Continuous Improvement into its “DNA” and make Business Improvement a normal part of everyday business on site. Complicating our client’s request was the fact that they had previously been the subject of an unsuccessful consulting intervention (using a different firm) that had left the organisation extremely wary of consultants and their own ability to successfully capture improvements.

The organisation believed itself to already be world class on most performance metrics.  PIP was therefore not permitted to perform a Diagnostic and was expressly forbidden from challenging the organisation directly on the topic of measurable improvement targets.  Rather, PIP was mandated only to install the building blocks of Business Improvement and teach the organisation how to use them.

Client achieved:

  • Despite having no Diagnostic to work from, and despite the organization having little prior sense of improvement opportunities, the client by month 6 had developed an Ideas Pipeline valued at over R40 mpa. By month 12, this had grown to over R200 mpa
  • Improvements have been recorded and sustained in almost all performance metrics – a small example subset of which is illustrated below
  • Result-Action-Reviews were installed throughout the organization including support services.  By month 12, over 160 such RAR meetings were taking place each month – with the client driving the process without PIP assistance
  • A permanent, fully integrated client Business Improvement team was formed and up-skilled not only to drive improvement on site, but to be able to maintain the site’s improvement capabilities long after PIP departed.  This improvement  model has now been adopted as the model for all sites, worldwide, within our client’s division of the parent
  • Line ownership for the process was maintained at all times. Continuous improvement is now an accepted part of normal business on the site

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What we did:

  • Coached the client to build its own Value Driver Trees, and how to interpret them to identify areas of potential opportunities and then conduct Idea Generation Sessions to identify specific improvement opportunities
  • Installed the infrastructure for Ideas Pipeline Management – and coached the client to manage its own Pipeline on an ongoing basis
  • Installed the infrastructure for RAR’s – KPI selection, accountabilities and review processes – from the top of the organisation to the very bottom
  • Trained and coached the first tranche of client personnel to become Business Improvement Specialists – then supervised as this first tranche trained and coached the next tranche themselves


 
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