- Integrating all plants in terms of common management culture, systems and practices.
- Identifying and sharing “best practices” to utilize in all plants.
- Optimizing contractor costs and services in the Maintenance area.
- Reducing overtime costs in the Operations and Maintenance areas.
- Ensuring Supervisors skills are updated for improved management of the work flow.
- Coaching Supervisors to achieve a positive behaviour change and facilitate active supervision.
- Facilitating team work and employee engagement in the problem solving process.
- Installing Management Operating Systems (MOS) that allow for the identification and resolution of operational variances.
- The permit process was not optimized generating significant wait time and miscommunication.
- Work requests for maintenance were not turned in and jobs were not properly “scoped” prior to their execution.
- Scheduling did not reflect realistic resource capacity constraints (too much/not enough work scheduled).
- Mismatches existed between the capacity of the outside operators to maintain their respective units (operating areas) and the follow-up requirements on the equipment in these areas.
- The lack of coordination between contractors and operators generated significant opportunities, non-value added time, and costs due to contractors showing up for nothing or waiting.
- Repair parts were not ready at the warehouse because required information was missing on the work orders (such as parts specifications).
- Lack of effective supervision of the outside operators by not completing their rounds as per procedure.
- Supervisors were not following-up on any expectations or objectives with regard to how long a task should take or on the level of activity performed in the plants.
- The perception of the Supervisors was that they were available when required to solve problems, therefore they did not need to proactively manage the processes and their employees.
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- Reduction of contractor costs.
- Reduction of overtime in both the operations and maintenance areas.
- Improvement in the level of proactive management from 5% to 40% by the plant Supervisors.
- Improvement of the quality and frequency of the monitoring of all operational areas.
- Improvement of the focus and communication on safety.
- Productivity improvements have shown results in excess of $4,000,000 versus the targeted savings of $3,750,000.
Annualized Savings (All Plants)
Long Term Work Continuation
- A Client Coordinator was trained and certified during the PVA engagement.
- A quarterly audit program of the new Management Operating System was developed for the Coordinator.
- PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
- These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.