Incident Management
Incidenten met vertrouwen afhandelen
Raak nooit meer in paniek. Incident Management is stressvol wanneer er geen formele processen zijn. Een Major Incident kan catastrofaal zijn voor een bedrijf wanneer het niet goed wordt afgehandeld. De Major Incident Management-aanpak van Kepner-Tregoe stelt je organisatie in staat om volledig voorbereid te zijn op elke crisis die zich voordoet. Het oplossen van Major Incidents vereist dat iedereen samenwerkt in een solide proces.
Dit vermindert stress en tijdverspilling bij ineffectieve trial-and-error pogingen om grote storingen op te lossen. Door beter Major Incident Management is je personeel effectiever, wordt de oplostijd korter en stijgt je klanttevredenheid.
Onze aanpak
Controle nemen onder druk
Beheer actief het end-to-end proces van serviceherstel, van de initiële triage/beoordeling tot het oplossen van het probleem, het kiezen van passende tegenmaatregelen en het beheren van de communicatie met belanghebbenden.
Presteren onder druk
Wanneer alles draait om het snel herstellen van service, vinden KT-probleemoplossingstechnieken het juiste evenwicht tussen de noodzaak om snel actie te ondernemen en de noodzaak om de juiste gegevens te verzamelen.
Leid en beheer je incidenten
Managen en begeleiden van grote groepen incidententeams (bv. bij bridge calls) via een gestructureerde aanpak en gerichte moderatie en communicatie.
Zichtbaarheid creëren
Visualiseer belangrijke gegevens met behulp van geavanceerde dashboarding-technieken om risico’s te beheren en alle belanghebbenden op de hoogte te houden.
Succesverhalen
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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.
Bekijk de caseResults
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.
Bekijk de caseResults
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.
Bekijk de caseResults
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.