Team Development
Collaboration under pressure
Team development initiatives can help move employees from a fire-fighting mentality to a team with purpose and structure. Effective programs provide teams with a common language and set of skills to resolve issues, make decisions, plan ahead, and execute responsibilities.
By training teams and facilitating their use of new skills, teams become more self-sufficient, and organizations operate more efficiently. Team development increases the ability to collaborate under pressure and leverages the team’s collective brainpower to resolve problems and manage risk.
Building powerful teams improves business outcomes
Collaborative cultures outperform all others
Collaboratively addressing daily operational issues is clearly the way forward. Providing team members with a common approach and language for issue resolution helps team members effectively contribute every day.
Empowerment needs enablement
Delegating responsibility is not enough. Teams become empowered by addressing gaps in their knowledge, skills, and support infrastructure. This begins by identifying specific needs and how teams can better meet them.
Team development provides skills for:
Fast resolution of day-to-day issues × Structured meetings that drive effective action × A shared approach that leverages brainpower × Practices that separate assumption from facts × Analytic problem-solving and decision-making abilities × Risk management discipline.
Good teams need good leaders
Teams require leaders who advise, facilitate and coach their colleagues as they collaborate. Leadership training helps them to role model and support their colleagues, sustaining improvements to the way work is done.
Case Studies Section
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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.