Frequently Asked Questions
-
When is the ‘right’ time to embark on an improvement project? -
If we are already ISO certified, all of our procedures are defined and in place, why do we need PVA?
-
Our operation is unique, we are not like the others, why do you think that PVA can help?
-
What makes the PVA Process different from others? What makes your changes sustain?
-
How complicated are the measures and metrics that PVA puts in place?
-
What would be the typical time requirements placed upon my people?
-
What is the likelihood that some of my people may not make it through the project?
Q. When is the ‘right’ time to embark on an improvement project?
A. There never is a perfect time, but keep in mind these 3 things:
- You are probably not servicing your clients at their expectations right now and are probably at a too high of a cost.
- Our product is not a ‘flavor of the month’, but rather a culture change and an overall upgrade of your organization.
- We can help your organization as it is moving through other changes and challenges since we work directly in the workplace coaching your people.
Q. If we are already ISO certified, all of our procedures are defined and in place, why do we need PVA?
A. We are experts at optimizing processes by changing behaviors at the point of execution. The ISO program standardizes and documents your processes. It does not challenge and optimize your processes. Keep in mind that we will also train your management team, implement an employee involvement program, we will work with you to optimize your methods and procedures, and we will implement a Management Operating System resulting in significant productivity gains.
Q. Our operation is unique, we are not like the others, why do you think that PVA can help?
A. Our PVA Methodology has a proven track record changing behaviors and subsequently delivering results in all environments. We achieve results through our client's people and are confident in their capabilities.
Each company is unique due to their product or service offerings but mostly due to their culture. Approximately 1/3 of our potential clients say that they are unique, but interestingly our experience has proven that we can help 99% of those clients. For this reason, we will provide a no-cost assessment to uncover the opportunities for improvements.
Q. Do you work in highly technical environments?
A. YES. We have completed hundreds of projects in all types of Industries across North America and Europe. We may have worked in similar environments to yours. Regardless, we work through your Front Line Managers to organize your highly technical people. Our skill set complements yet does not compete with your team.
Q. What do you mean by Management Operating System elements?
A. We can best respond by providing 2 examples of these elements in most organizations:
- Master Schedule – the plan that enables you to optimize your manpower and equipment requirements based on the required volume of work.
- Daily Schedule Control – the critical element for the front line managers to schedule their people and equipment, to set short interval expectations, to follow-up on quality, material usage, and productivity, and to identify off-schedule conditions. This element ultimately allows your people to take appropriate action to correct those conditions.
Q. Can this be done in non-manufacturing environments?
A. YES. Our PVA Methodology can be used in any environment where there are processes, people and supervisors responsible for their management. Some non-manufacturing examples are:
We work extensively in non-manufacturing environments and are well recognized for our ability to deliver results.
- Call Centers
- Mining
- Warehousing and Distribution
- Engineering
- Electric Generation Plants
- Railway Transportation
- Telecom Field Services
- Utilities (Gas/Electric Distribution)
Q. Does your approach apply to self-directed work teams?
A. The short answer is YES, however we rarely see self-directed work teams anymore. Companies have found that even within the team, a leader emerges (a supervisor of sorts) that makes decisions and solves problems, which in of itself tends to negate the whole purpose of the team concept. If there were self-directed work teams that functioned properly we would work with the manager to which the teams reported (much the same as a supervisor).
Q. Is your approach similar to other improvement-based programs i.e. Lean Manufacturing, the Kanban method, Six Sigma and TQM?
A. In fact there are many differences. One major difference between PVA and all of these programs is that PVA is recognized for their proven Methodology and for their ability to change behaviors of Front Line Management. Our training and coaching has consistently delivered tangible, measurable and sustainable results to our satisfied Clients.
Alternately, these programs focus on specific methods and techniques but do not address the behavioral changes required from a supervisor as they relate to these improvements. In addition, they do not all include the development of the proper Management Operating System elements that are required to manage these approaches. In addition, they do not all look at every aspect of the process such as line balancing and bottleneck reduction.
Q. We have already embarked on a training program, how will you be able to blend your Program with that one?
A. Our expertise complements many other training initiatives. The strength of our approach lies in our proven ability to change behaviors. We accomplish this through our on-site training and coaching that optimizes retention by creating new behaviors.
During our analysis we would identify the current needs of your management as those needs apply to your current training program and what PVA would provide in terms of additional training as we do not have an off-the-shelf program. We would look to meld the two programs together to cover all of the needs while providing the all important coaching in the workplace.
Q. What makes the PVA Process different from others? What makes your changes sustain?
A. We deliver sustainable results to your organization as a result of the following unique aspects of our Approach:
- We provide upwards to 150 hours of individual coaching for each first line manager.
- We install changes with your people.
- We implement an Employee Involvement Program to further entrench accountability and ownership.
- We implement a Coordinator Program and train your own people to sustain the results.
- We offer a Continuous Improvement Process after the project completion (3 month follow-up period).
- We conduct 4 Audits over an 18 month period to identify and develop action plans for any installed areas requiring improvement (i.e. behaviors, Management Operating System, process, method changes).
Q. How often does PVA work in a unionized environment?
A. Of the total projects completed, approximately 80% of them have been conducted in unionized environments.
In fact, the PVA Methodology is transparent with the Union and improves the effectiveness of the communication between the Management Group and the Union.
Q. How does a project impact employee morale?
A. At PVA, our projects are highly participative and prioritize employee input and involvement. Our Project Teams work through our Client's resources to engage their employees in the change process. In addition, our proven PVA Methodology prioritizes open and honest communication throughout the project and at all levels of the organization. The result is an improvement in both employee morale and enthusiasm within the workplace.
Q. How does PVA evaluate the project results?
represents the financial impact of operational decisions and trends.A. We work with our Client's operational and financial Management Teams to develop a mutually agreed upon methodology. This methodology leads to the development of a Management Operating System element that
Q. How complicated are the measures and metrics that PVA puts in place?
A. The key performance indicators (KPIs) that we install with our Clients are classic operating indicators that follow industry norms. We then provide the necessary training and coaching to ensure that the measures are being effectively applied within the work environment. Emphasis is always placed on the effective and clear communication of these measures throughout the entire organization.
Q. What would be the typical time requirements placed upon my people?
A. In general terms, your Management Team (Front Line Management to Executives) can expect weekly training Workshops and daily exposure to their Coach (i.e. PVA Team Member) to which they have been assigned.
We apply our PVA Methodology 100% 'on the job' and within our Client's work environment. The project schedule is adapted to their unique business environment and work schedules.
Q. What is the likelihood that some of my people may not make it through the project?
A. We are recognized for implementing successful Training and Coaching Programs with our Client's Management Teams. These Programs result in their Managers being the best that they can be. Their success is our success.
However, in those situations where progress is not at the expected level, individual coaching plans are developed and 'owned' by all interested parties, thereby improving the likelihood of success.
Q. Do you always achieve the objectives?
A. At PVA, we have a proven track record for delivering tangible, measurable and sustainable results. The operational and financial targets set at the beginning of our projects are consistently attained by our Clients.
There are some other results that we will deliver to your organization. The combined changes will translate into a cultural shift that positions your organization to be more competitive and responsive to changing business trends. In addition, we will develop and train the future leaders of your organization.
Q. How often do you repeat your projects?
A. At PVA, 60% of the work that we do is the direct result of previous success with the same Client. The vast majority of our Clients act as References and share with potential Clients their success with PVA.