Premium Hand Crafted Products


MOVING FROM SELF MANAGEMENT TO INDIVIDUAL PRODUCTIVITY REPORTING


COUNTRY: United States

PRIORITY OBJECTIVES:

The key objective was to change management behaviors to drive a continuous improvement culture, where short term follow up on established individual targets would result in higher levels of productivity and effectiveness. Historically, the company had Self Managed Teams who assigned their own targets and set priorities for the day.

Additional key objectives were:

  • Implement 6-S - i.e. 5-S (sort, set in order, shine, standardize, sustain enveloped around safety)
  • Improve overall productivity by 24%
  • Reduce Reject / Scrap by 15%

PVA’S RESPONSE:

PVA involved the Senior Management Team to ensure that they became engaged in the PVA approach and implementation. This was accomplished by showing the levels of opportunity that existed through process observations and how the supervisors could be more effective managing at short intervals with targets.

Individual Productivity Reports (IPRs) were installed in order to communicate expectations and track the results. This allowed the Supervisors to manage the employees through the day, and to enable the Supervisors to make the right management decisions during the day.

PVA also provided training and on-the-job coaching to all levels of Management to increase their levels of active management. Some of the specific actions that contributed to the results were:

  • Increased “ownership” at the Supervisory level as a result of a clearer definition of their roles and responsibility and boundaries established for the employee team culture.
  • Established Individual Productivity Reports and Key Performance Indicators (KPIs) for both direct and indirect areas, which enabled the management team to effectively identify performance gaps and put action plans in place to correct them.
  • Installed Master Labor Schedules and Resource Allocation Tools for both direct and indirect areas to help the Managers plan the correct staffing requirements based on volume and backlog of work.
  • Streamlined the reporting of KPIs at the Senior Management level and installed pro-active management behaviors throughout the organization.

PROJECT RESULTS:

An average 25% improvement in productivity and an average of 20% - 25 % improvement in scrap reduction was achieved.

6-S was implemented throughout the production facility leading to improvements in organization, cleanliness and standardization.

KPIs were developed and installed for all direct and indirect areas. Master Labor Schedule and Crewing Allocation Models were implemented to ensure full utilization and effectiveness of resources.

PERPETUATION OF RESULTS:

Perpetuation is realized through the on-going partnership between PVA and this Client. Continuous Improvement Coordinators were trained to conduct regular system audits and to analyze and action all audit results in addition to ongoing training and coaching of the Management Team.

PVA is also conducting Audits in order to support the Management Operating System and to ensure that the successful implementation of a continuous improvement culture is sustained and perpetuated.

CLIENT TESTIMONIAL:

"PVA provided Case the tools to implement an “Active Supervision” culture. Prior to working with PVA Case managed manufacturing results on a team level with data from the prior days production. With PVA ‘s guidance we have instituted a supervisory process where individual effectiveness data is developed and shared with manufacturing employees several times per shift.

Part of this process is to use this new data to lead to opportunities for improvement. Supervisors and employees use the data to lead them to the things that are limiting their effectiveness. They fix those things that their resources allow them to and send more complex opportunities to the Steering Committee. This process allows management to review and prioritize improvement opportunities. In the first six months we have solved over 100 of these problems/opportunities."
 
- Tom Arrowsmith, President & CEO, WR Case & Sons Cutlery Co.

 

For more results that we have achieved within the Manufacturing Industry .