Développement de l’organisation
Créer la capacité de produire d’excellents résultats
L’alignement de la stratégie et des actions mises en oeuvre favorisent l’amélioration des capacités d’une organisation.
Le développement organisationnel efficace est ancré dans la psychologie, la culture, la gestion du changement et d’excellentes compétences de leadership. Il s’agit de créer un environnement qui soutient et permet aux personnes de donner le meilleur d’elles-mêmes.
Construire une organisation prospère
Alignement stratégique
Lorsqu’une organisation est alignée sur une vision stratégique claire, les conflits opérationnels sont réduits. L’alignement du leadership et des équipes renforce l’efficacité au coeur de l’organisation. Les objectifs sont explicites et les engagements aux plans d’action sont gérés de manière visible.
Performance humaine
L’organisation traduit efficacement la stratégie d’entreprise en une puissante stratégie de ressources humaines. Les collaborateurs sont engagés et soutenus dans leurs rôles et responsabilités.
Excellence des processus
L’organisation et les processus Lean reflètent lest priorités stratégiques et la définition des rôles ets responsabilités. L’organisation maitrise l’amélioration continue, les changements les plus importants sont anticipés et permettent de s’adapter à un environnement de plus en plus volatile.
Intégration du workflow
Une organisation efficace met en avant des processus robustes qui stimulent les performances. Des solutions créatives sont privilégiées pour l’amélioration des processus.
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.
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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.