Support Plans

Learning Clubs provide improvement leaders with awareness and coaching to deliver specific business led improvement goals.  That includes:

  • Management teams
  • Front Line Leaders and their teams
  • Business Sponsors and project teams 
  • CI Managers and Change Agents
  • Support personnel and Planners.  

Internal Training and Coaching Support Plans provide support for Organisations on their Lean TPM journey to break out of reactive maintenance, scale up for growth, raise standards and achieve step out performance. 

Building a Proactive Improvement Culture

The fastest and most effective way to deliver lasting improvement gains is by adopting a 90% focus on people and 10% on tools and techniques.   That is the opposite of the traditional approach to implementing Lean thinking which focusses 90% on tools and techniques 10% on people.

We recently ran a 30 minute briefing webinar, where Tom Hughes provided practical examples and case study results to set out why this approach works and the practical Leadership buttons to press to do the same.   This article includes a link to a recording of that webinar.  

Leaders Learning Club: Improved Reliability

This is a flexible programme designed to support team based quarterly improvement projects carried out alongside normal duties. 

This provides the team with support at key stages during the design, mobilisation and application of activities to improve reliability.

The programme begins with a diagnostic of current practices against best in class benchmarks.  

That is used to align team outlook about gaps and priorities and mobilise practical projects to both deal with the gaps and raise capabilities. 

The programme includes training coaching plans as needed to develop in house capability to:

Leaders Learning Club: Ratchet Up Performance

Ratchet Up Performance Learning Club support plans provide a structured awareness and coaching programme to develop a deep collective understanding of the issues involved in delivering year on year performance gains.  The programme content, based on the practices of well respected and award winning organisations, begins with a diagnostic of current practices against best in class benchmarks. 

That is used to align team outlook about gaps and priorities and mobilise practical projects to both deal with the gaps and raise capabilities.  This is supported by coaching plans at an individual and team level as required.

Only around 1% of organisations that start that journey achieve success. 

The Learning Club training and coaching programme guides improvement teams and their leaders using practical projects to develop their capability to:

Leaders Learning Club: Deliver Better Project Results

The Project Learning club support plan provides management and project teams with a structured awareness and coaching programme to develop a deep collective understanding of the issues involved in delivering better projects faster.  The programme begins with a diagnostic of current practices against best in class benchmarks.  That is used to align team outlook about gaps and priorities and mobilise practical projects to both deal with the gaps and raise capabilities.  This is supported by coaching plans at an individual and team level as required.

The programme covers

 

Leaders Learning Club: Embracing Advanced Technology

The Advanced Technology Learning Club programme provides management and project teams with a structured awareness and coaching programme to develop a deep collective understanding of the issues involved in delivering the gains from advanced technology.

The programme begins with

 

Leaders Learning Club: Early Equipment Management

EEM Learning Club support plans provide cross functional project teams with a structured awareness and coaching programme to develop a deep collective understanding of the issues involved in delivering flawless operation from day 1 for capital projects.  The programme begins with a diagnostic of current practices against best in class benchmarks. 

That is used to align team outlook about gaps and priorities and mobilise practical projects to both deal with the gaps and raise capabilities.  This is supported by coaching plans at an individual and team level as required

Most managers have had experience of projects which failed to deliver their promise or where costs escalated far beyond their original estimate. Research shows that root causes are most frequently traced back to the early project stages. The Early Equipment Management Learning Club programme covers how to 

Support Plan: 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. 

Support Plan: 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.

Support Plan: 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.

Support Plan: 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)