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Operational/Productivity Assessment
Leaders can
sometimes be too close to their organization to see the barriers
between the status quo and breakthrough success. Understanding the
true nature of business issues is a matter of perspective. From up
close, looks can be deceiving. Altreya offers an assessment
service that allows leaders to get a fresh view of their
organization. Through an evaluation of the customers, employees,
competitors and finances of an organization, management is better
able to identify the true nature of the challenges it faces. The
case study below illustrates Altreya's success with this type of
engagement.
The Challenge
In this
organization, years of acquisitions coupled with a corporate
structure and management style that encouraged autonomy and
entrepreneurial behavior led to wide differences in attitudes and
approaches toward work processes and teamwork. Among the factory
floor workers, resistance to change and distrust of management was
widespread. Immediate and measurable improvements were needed to
transform the organization from a moderately efficient operation
into a fast-moving, highly competitive, high growth organization.
The Solution
Altreya's
principals were brought in to lead a cross-facility change effort
to reverse the downward trend in productivity occurring in a
number of high volume facilities. Our highly collaborative
approach to designing and implementing improvement enabled us to
organize and focus facility management teams on the vital areas
requiring improvement. We quickly earned the confidence,
credibility and trust of management to move this company's
manufacturing facilities forward.
The worst performing facilities began system-wide change efforts,
involving setting and aligning fundamental business objectives,
identifying the key success factors, isolating the vital few areas
requiring breakthrough efforts and coaching the employee
implementation teams.
Results
Within 30 days
from the start of program implementation, labor and material costs
stabilized; by the end of the third month, the facility began
meeting productivity expectations and by the end of the sixth
month, total productivity in each facility exceeded 100%. In each
facility, daily losses of $20,000 turned into gains of as much as
$10,000.
One year hence, these facilities were considered role models in
the organization. In addition, employee and management morale has
noticeably increased.
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