Case: Injecting new energy into operations at a critical moment.
The numbers are bad and people have disengaged. It seems that the lights are out with customers and shareholders wanting to know when things will change. Our “intensive care” team members have the skills and experience to
inject leadership and life into poor performing units.
Years after acquisition, this global producer of critical parts for the nuclear industry was suffering from repeated corporate reorganizations and improvement initiatives focused solely on cost reductions. Each initiative seemed to erode key skills and competencies. Customer issues began to appear. A failure to achieve on-time deliveries and a backlog of late orders and customer complaints got corporate leadership attention. Now, a significant profit contributor to the organization was in trouble.
Our intensive care team immediately got to work identifying key issues and the actions to address them. It was clear that people were not working collaboratively; they did not understand what the customer required; there was no clear scheduling or prioritization of customer orders; supplier performance was not being managed.
Our team brought critical leadership with skills in crisis support. Our “hard” and “soft skills” combination brought stability to the organization. Our interim team worked to fix supply chain issues; quality assurance; internal general management and operations. At the shop floor level, we delivered Lean education and initiatives, and we delivered team workshops. Quickly, we were able to implement containment actions and convince customers that the
organization could again be a trusted supplier. In less than six months the organization was able to breathe again.
Our team helped place key people in the right places and coached them in the new skills and processes. The
intervention saved a business, jobs and numerous important projects around the globe.
Do you have units where the performance is “mixed”, inconsistent – or just bad?
Do you have a highly technical or regulated industry supplier failing to perform to expectations?
[Contact us]
[Click here for more case studies in "Performance Interventions"]
inject leadership and life into poor performing units.
Years after acquisition, this global producer of critical parts for the nuclear industry was suffering from repeated corporate reorganizations and improvement initiatives focused solely on cost reductions. Each initiative seemed to erode key skills and competencies. Customer issues began to appear. A failure to achieve on-time deliveries and a backlog of late orders and customer complaints got corporate leadership attention. Now, a significant profit contributor to the organization was in trouble.
Our intensive care team immediately got to work identifying key issues and the actions to address them. It was clear that people were not working collaboratively; they did not understand what the customer required; there was no clear scheduling or prioritization of customer orders; supplier performance was not being managed.
Our team brought critical leadership with skills in crisis support. Our “hard” and “soft skills” combination brought stability to the organization. Our interim team worked to fix supply chain issues; quality assurance; internal general management and operations. At the shop floor level, we delivered Lean education and initiatives, and we delivered team workshops. Quickly, we were able to implement containment actions and convince customers that the
organization could again be a trusted supplier. In less than six months the organization was able to breathe again.
Our team helped place key people in the right places and coached them in the new skills and processes. The
intervention saved a business, jobs and numerous important projects around the globe.
Do you have units where the performance is “mixed”, inconsistent – or just bad?
Do you have a highly technical or regulated industry supplier failing to perform to expectations?
[Contact us]
[Click here for more case studies in "Performance Interventions"]