Example 2 -
Engineering technology manufacturer
This well established manufacturer was undergoing a significant period of change.
Having established Lean manufacturing as its core quality system about 18 months earlier the business had implemented many improvements and with the associated Lean documentation was well versed in continuous improvement. Project teams were the favoured method of implementing the changes across the operation.
Project Team Leaders were each responsible for one or more projects.
Whilst the Senior Managers were confident that the projects were the correct changes for the business, they were concerned that certain critical projects were missing crucial deadlines.
Following an analysis and planning meeting with a Senior Manager, a highly interactive Project Management workshop was designed to address the core capabilities and critical competencies of an effective project / programme manager. This naturally had to incorporate Lean Manufacturing methodologies. The initial analysis meeting identified that the key to success would be in changing the way that the project managers thought and predicted their way through each project well in advance of the need for any “fire fighting”.
All the delegates were delighted with the high performance project leader workshop. The effectiveness of the workshop was summed up by one delegate who had the largest and most time critical project:
Initially distracted by his pressing outside priorities he very soon gave the workshop his full attention. As we covered the first part he quite literally paled and said “ I now know what I should have been doing over the last six months”. With three weeks left to his project deadline he was much happier at the end of the second session as we developed high impact action plans for each of the projects. i