Performance Management

Service: Performance Management | Sector: Private /Public | Industry: Automotive

Clients Brief

The commissioning client was the regional government economic development directorate providing match funding for qualifying SME’s. Principality was contracted to facilitate the implementation of performance improvement projects based on the global best practice manufacturing methodologies. Over 350 SME clients facing a broad spectrum of issues that included productivity, equipment and systems performance benefited from the initiative.

The approach was predetermined, requiring the client to define an issue the business faced, select a multi-discipline in-house team for training led by a senior member of the management team tasked to enable the team to resolve the issue by providing the resources needed.

Findings

It was identified that leadership and resources were key constraints. The senior management commitment to the process was an issue, coupled with the availability of the project team for training and working on the project. The commitment of financial resources was also a problem, even when that commitment was justified with a clear return on the investment.

Recommendations

Each improvement project consisted of training in the continuous improvement methodology, analysis of the issue the business faced and the definition of a corrective implementation plan with clear roles and responsibilities.

Outcome

Issue were resolved often with innovative solutions. Empowering employees resulted in ownership and commitment to resolving the issues faced. The facilitation transferred knowledge and maintained the timing. The continuous improvement cycle was imbedded in the business and adopted to address launch new products and services, take new routes to market and implement new technology.

Quantifiable Benefits

The quantifiable benefit to over 350 individual projects was an average 19:1 return on investment. This was measured from new sales, new jobs created and jobs saved. Other quantifiable benefits included improved productivity and Overall Equipment Efficiency (OEE) and cost reductions through reduced inventory holding, reworking and scrap. A change in culture in leadership, team working and the commitment to continuous improvement.

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