Principes fondamentaux du leadership
Créer un itinéraire de réussite
Les obstacles qui empêchent une entreprise d’atteindre ses objectifs stratégiques et opérationnels sont nombreux et variés. Les plus courants sont le trop grand nombre d’initiatives, les prises de décisions mal définies et les problèmes récurrents.
Les bons leaders créent des conditions en éliminant les obstacles à la performance. Le développement de compétences des leaders assure le succès d’une entreprise.
Un état d’esprit de croissance exige des actions
La force de la gestion des priorités
Faire ce qui est le plus important et ne pas succomber à la tyrannie de l’urgence. Une compréhension globale de l’environnment associée à une vision lucide sur enjeux majeurs est essentielle pour maximiser les performances organisationnelles.
Rendre le subjectif aussi objectif que possible lors de la prise de décisions
Renforcer la qualité de la prise de décision dans l’entreprise. Utiliser un modèle centré sur la valeur ajoutée pour examiner et évaluer les alternatives. Être explicite sur les objectifs, les partager, les concilier avec les autres parties prenantes favorise le choix le plus pertinent.
Gestion proactive des problèmes
Renforcer la capacité de l’entreprise à résoudre les problèmes, les documenter et s’assurer qu’ils soient corrigés. Les problèmes sont priorisés en fonction du risque qu’ils représentent. L’accent est mis sur les problèmes dont la criticité est la plus élevée pour les parties prenantes.
Transformer des problèmes en opportunités
Les organisations les plus performantes sont tournées vers l’avenir. Elles capitalisent sur les opportunités qu’elles créent.
Success Stories
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$11M
saved in the first year
60%
improvement in on-time performance
50%
reduction in admin workload
Challenges
Kennecott Utah Copper operates the Bingham canyon mine concentrator plant, a smelter and a refinery. Ore from this mine is concentrated into slurry, piped to where the smelting process occurs, and then sent to the refinery. Efficient operation at the concentrator stage is critical to maintaining uptime of the smelter. Each year the concentrator plant is shut down a total of 36 times. This is necessary to maintain critical equipment while essential repairs and upgrades are completed. The issue at Bingham was that the length of downtime was causing a bottleneck in the overall process.
Read Case StudyResults
The shutdown process saved over $11 million in the first year of implementation. On-time performance improved by 60% and is tracking towards world-class results. key performance Indicators (KPls) for shutdown performance improved over all prior years. Team performance (on-scope, on-cost) improved by 60%. Shutdown administrative work load fell by over 50% allowing team members to focus on other areas such as reducing cost or generating more revenue. All Injury Frequency Rate (AIFR) improved, advancing a strong safety culture which is a core value of KUCC.
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47%
improvement in operational efficiency
30%
improvement in production rate
50%
reduction in change over time
Challenges
After a major capital investment at its biscuit factory at Papakura, Griffin’s needed to address several variables impacting overall conversion cost. The site was struggling with high waste, high downtime, and planning deficiencies; and overall workflow was not conducive to producing at the lowest possible conversion cost.
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For overall results, Operational Efficiency (OE), the measure of line performance relative to a theoretical maximum achievable throughput rate, was used to measure success. To achieve an OE of 100%, the line must run at its maximum theoretical throughput rate with zero plant downtime and product waste. At the conclusion of the Kepner-Tregoe engagement the plant achieved:
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€4.5M
decrease in spin-off costs
70%
non-conformity reduction in 3 years in specific departments
Challenges
Fokker wanted to increase their issue resolution maturity. This meant improving the quality and completeness of information about problems, accelerating root cause analysis and involving the right people at the right time.
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Success has been measured in a drastic reduction in non-conformities which is saving millions of euros yearly. A proactive culture has replaced the “fire-fighting” of reactive problem solving.