A Southern U.S. chemical plant
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Leadership at this chemical plant was concerned at its lack of focus on what customers wanted. Using a process called ‘unitised goals’, Pyramid worked with the facility’s more than 400 employees to set goals and action plans for groups - or ‘shifts’ - of employees and managers, each with responsibility for aspects of the plant’s manufacturing and
support services. We got everyone together in the same room and facilitated each group through a process designed to obtain information directly from customers, suppliers and supporters.
They developed their own goals and actions for the coming year and presented them to colleagues and the leadership group. Once implemented, the impact on the plant was dramatic, with much greater clarity about high focus
customer priorities, a set of actions for improvement and a new way to implement and track progress. The results included $14 million of savings in non-capital improvements.
support services. We got everyone together in the same room and facilitated each group through a process designed to obtain information directly from customers, suppliers and supporters.
They developed their own goals and actions for the coming year and presented them to colleagues and the leadership group. Once implemented, the impact on the plant was dramatic, with much greater clarity about high focus
customer priorities, a set of actions for improvement and a new way to implement and track progress. The results included $14 million of savings in non-capital improvements.
