Support Plans

Building Capabilities through Workplace Learning

Adults learn best through practical application.  That is why our training and coaching support plans incorporate practical projects as a part of the Workplace Learning Process to develop the capabilities of:

  • Front Line Leaders and their teams
  • CI Managers and Change Agents
  • Functional Heads, Senior Managers and Project sponsors 
  • Support Personnel and Planners.  

Breaking Out of Reactive Maintenance

The Break Out Road Map

Research into effective Reliability countermeasures, based on analysis of over 500 years of line running time, identifies 2 areas that contribute to 85% of the causes of breakdowns. These are 1. Deterioration of equipment condition, 2. Human error.

Fix these first so that the Technology weaknesses become clearer and the time released from reactive maintenance is availble to deal with them. 

Scaling Up For Growth

The Scale Up Road Map

Skill shortages can be a significant inhibitor to growth. 

Not only because the availability of skilled personnel limits production run time but also due to the impact of skill gaps on the ability to respond to and resolve day to day problems. 

In most cases the outcome is more management and specialist time tied up responding to avoidable problems and deviations.

Raising Standards

The Improvement Glide Path

To secure lasting gains from the Reactive Maintenance Break Out and Scaling Up Road Maps involves actions to create and mobilise a realistic and achievable improvement glide path to improve process consistency, reduce defects and cut energy costs.

Despite the gains made so far, it is common for unplanned short stops to persists due to issues such as jams, blockages or electrical trips.  

The goal of this part of the improvement journey is to reduce the effort needed to achieve stable running.  For organisations at this stage, it is not uncommon for the Mean Time Between Intervention (MTBI) for a production line to be measured in minutes.   By comparison, leading organisations have mean time between intervention measured in hours if not shifts.

Delivering Step Out Performance

The Step Out Road Map 

When Sir Alex Ferguson was asked by a reporter what his tactics were for winning and important game he replied. "Score more goals".  

Even those who are not fans of Manchester United will accept that under Alex Ferguson, United were at the top of their game and knew what it took to score more goals. 

For manufacturing and process organisations, the equivalent to knowing how to score more goals is knowing how to meet or exceed customer expectations.  To do that they need Operations that are able to adapt to the relentless upward pressure of customer expectations.

The barriers to higher levels of performance most frequently occur at the interface of functional processes. 

In this environment, the role of  Continuous Improvement is to surface and resolve these barriers to improve innovation and cross functional collaboration.  

 That covers:

  • Commercial (Customer facing and Financial functions),
  • Operations (Production and Maintenance functions)
  • Technology (Intrinsic Reliability and Safety/Environmental functions)

Delivering Manufacturing Project Results

Manufacturing Project Team Development 

Manufacturing Project Management success depends as much on an ability to engage stakeholders and site project team members with new thinking and forward planning as it does on slick project management tools and disciplines.

That is why, at the heart of Project Management best practice, is working with stakeholders to produce winning specifications and the actions to deliver them

Learning to Find Answers That Matter

Unfortunately, it is all too easy to become entrenched in meeting the short term challenges of business as usual and get trapped into finding quick fixes to deal with today's problem. 

In contrast, a characteristic of respected and award winning organisations is a drive to find answers that matter to lasting business success.  The outcome is an organisation with a deeper understanding of how to do better, sustain gains and build the capabilities that the business needs to succeed. 

LeanTPM principles and techniques were developed to guide organisations who want to replicate that success and to maintain the progress of those who are already achieving industry leading performance improvement. 

Our experience of working with industry leaders has been used to create a simple but effective diagnostic framework to benchmark your current status and explain how to accelerate progress on your improvement journey.  

The output report from your assessment includes a suggested Workplace Learning agenda covering 4 areas. These are:

Workplace Learning Makes Every Day a Learning Day

We forget about 75% of what we have learned if it is not applied within 6 days so practical application is an essential part of successful skill development.

Workplace Learning blends training with practical projects in a way that helps adults to build on existing knowledge.  Workplace Learning also involves team based activities to activate peer learning (If people want to know something the first thing they do is to ask a colleague).  

The outcome is accelerated adult learning, increased engagement with new ideas and the delivery of added value gains such as improved reliability, flexibility and problem prevention. 

So how can we make best use of that process?

Learning to Improve Reliability

Few of the problems which impact on Reliability can be resolved by purely technical improvements.

The challenging but achievable LeanTPM goal of Zero Breakdowns requires as much attention to collaboration, problem ownership and learning as it does to the use of analysis tools and techniques.  Not something that can be taught in the classroom. 

Our support plans provide training and coaching for improvement teams and their leaders using practical projects to develop in house capability to:

Learning to Ratchet Up Performance

Research into the improvement journey of well respected and award winning organisations reveals how they approached a range of predictable challenges on the way from reactive to proactive to industry leading capabilities.

Only around 1% of organisations that start that journey achieve success.   The most common barriers are daily management routines that ignore or work around problems that cannot be resolved quickly. 

Organisations that avoid this pitfall do so by establishing a creative pressure for improvement to engage all personnel in the quest to achieve year on year improvement gains.  The outcome is a proactive improvement culture. 

Our LeanTPM support plans provide training and coaching for improvement teams and their leaders using practical projects to develop in house capability to:

Learning to Deliver Better Project Results

Traditional project management routines alone are not enough to deliver project success.  Project Leadership and Judgement are needed to deal with decisions about technology or processes which are new to your organisation. 

Project Managers and their teams need the capability to identify and resolve knowledge gaps, guide choices with limited data and engage operations personnel with actions to integrate existing and new work processes.

These factors account for more than 50% of the recipe for success but are specifically excluded from the scope of traditional project management processes such as Prince 2.

Below are examples of 4 common project management pitfalls, an explanation as to why they are so common and how to avoid them.