Case Study Summary:
- Oil & Gas
Addison Engineering, based in Thornton Cleveleys near Fleetwood, manufacture precision turned and milled components for pharmaceuticals, automotive, aerospace and other industries.
- No formal process linking the shop-floor and management team level team-boards.
- Route Map was not being used to deploy or review strategic activities.
- Management team were fire-fighting not dealing with issues affecting operations.
- Teaching the principles of control rooms and coaching the management team in the operational processes.
- Creating a simple sustainable Route Map development and review process.
- Setting up the control room.
- Establishing concerns and issues affecting the workforce
- Priority actions identified to deal with work force concerns
- Leadership and management improvement areas identified
- Verifying or challenging the leadership view of priorities for strategic route map objectives and activities
- New avenue for employee engagement
- Standardised diary defining drumbeat reviews and improving review process adherence and quality
Taking Control at Addison Engineering
The Need: Team-boards had been implemented at shop-floor and management team level to manage operational performance but there was no formal process linking the boards. A draft Route Map had been developed but was not being used to deploy or review strategic activities. The management team were fire-fighting rather than getting to grips with issues affecting operational performance.
To develop self-sustaining performance management capabilities in the management team including:
MEASURE & SUSTAIN
“The control room has played a fundamental part in visualising objectives and monitoring performance against targets. We still have a lot of work ahead of us to maintain the ethos of the control room and sustain our focus on monitoring ‘how we are doing’ so we don’t lose sight of its importance in enabling us to get ‘‘where we want to be.”
Linda Kirkham, Quality Manager,Addison Engineering
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