Finding Answers That Matter

In Manufacturing it is all too easy to become entrenched in the “here and now” resulting in a pragmatic search for solutions to short term issues as they arise.  This pragmatic response to day to day issues, results in work arounds to deal with problems that cannot be resolved quickly.  

As a result weaknesses in underpinning management processes are never dealt with. Yet "Finding answers" to these weaknesses is "what matters" to those who aspire to industry leading performance.

That is well illustrated by the words of this CI manager after their programme began to deliver outstanding performance.  

"In the beginning of the improvement journey, one of our top Production Managers thought, that 90 % of the reasons for ineffective use of the machinery was due to short term technical problems. Today he recognises that time invested in developing people to prevent problems is the route to high performance." 

Organisations that successfully shape their culture do so through their conversations to "find answers that matter".  If those conversations are solely about short term issues, that will have a different impact on behaviour and outlook than conversations about how to deal with the weaknesses that are a barrier to progress.

Our work with industry leaders has been used to create a set of simple but effective set of diagnostic frameworks that provide an insight into Reliability and Performance drivers.

The content of these frameworks has been developed into a series of 2 or 4 hour "live on line" management workshops to provide up to 8 delegates with a cross functional review of the building blocks of success, common pitfalls and performance drivers in the following areas.

  1. Taming Technology: Improving Asset Reliability (2 hours)
  2. Ratcheting Up Performance: Daily Management Process (2 Hours)
  3. Project Governance: Deliver better projects faster (4 hours)
  4. Digital CI: Delivering gains from advanced technology (4 Hours)

The workshop content involves delegates in activities to assess the current status of key performance drivers against benchmark examples. From that they are able to develop a collective view of gaps and priorities for attention. These assessment are then used during a final session to create outline action plans and next steps.
We also enter these assessments into our diagnostic model to create a short benchmark report to support internal discussions about:

  • The profile of strengths and weaknesses.
  • Priorities for attention and improvement themes
  • Suggested action plans for senior management, functional heads, front line leaders and their teams.

Click on the links above for more details of individual courses, use our contact form to book a course or drop an email to