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The effectiveness of a school Positive Behaviour for Learning (PBL) approach was felt to be inconsistent; students were ‘slipping through the cracks’, creating excessive follow-up time. Executive were spending most of their time ‘administering the system’ rather than on student Positive Behaviour interventions.
The client’s site was focused on improving its cost base in order to continue being competitive and win new contract work with clients. The site employees had many ideas for improvement, however, to achieve the benefits, the dispersed work teams needed a way that allowed these ideas to be captured, discussed and completed.
The client needed to embark on a re-organisation of work desk locations and office areas that was going to cause significant inconvenience, disruption and negative reaction from those concerned. They were looking for a way to bring order to the process and to end up with an efficient and popular office layout.
The client’s field maintenance teams had some storage and safety concerns. There was a perception that there was a need to build larger work sheds to more efficiently house field trucks, equipment and consumables. In addition there had been several recent work injuries caused by the poor condition of hand tools.
The national finance month-end reporting was “just taking too long”. With only ~20 working days available each month, the month-end was taking a significant portion of both the National and State finance teams valuable and scarce time. A break-through was needed to change the mindset and align the teams around game-time!
The client was shipping logs from a new site and there was growing frustration due to higher than expected costs and competing goals across functional teams. The key operational aspects to be managed were: safely loading logs, maintaining efficiency, & meeting the customer stow factor with no damage.