What motivates me is seeing the impact we have on our clients. Those moments when I see operational teams understand and appreciate the value of a high-performance technique and the energy that is produced really motivates. Ours is a people business, that’s where my true passion lies.
Asset reliability and performance is key. If the plant is not reliable then reputation will suffer. Doing the ‘Brilliant Basics’ means we have developed and embedded techniques beyond the usual PM and defect recording systems. We use enhanced methodologies that put us on the ‘front foot’ in understanding and reducing plant vulnerabilities. We engage in cross functional planning, co-ordination and review practices that ensure best in class levels of reliability.
Maintaining downward pressure on Customer Complaints & Material Failure can become increasingly difficult to achieve as occurrence rates increase. The ‘Brilliant Basics’ works on the principle that the best way to deal with a complaint or failure is to ensure it doesn’t happen in the first place. Reviewing, analysing and correcting after the event is too reactive to drive a step change in performance that customers will notice. The ‘Brilliant Basics’ use techniques that are pro-active by design, identifying and containing the conditions and triggers that could lead to a material failure and subsequent complaint.
Material waste and giveaway is a cost to the business that can very quickly escalate to eye watering levels of loss creating a domino effect of strangling budgets and limiting the levels of agility required to provide great customer service. By doing the ‘Brilliant Basics’ we employ a whole new approach to identifying and eliminating the combinations of sources that lead to excessive material waste or giveaway.
Engaging teams in the performance of their plant is a vital ingredient of the ‘Brilliant Basics’. Sustaining high performing teams can only be achieved when performance is owned, reviewed, and improved by everyone who is involved in the production process. Doing the ‘Brilliant Basics’ means we have effective Performance Review Infrastructures in place that encourage engagement and drive meaningful activity.
Whether it be near miss recording, temp labour costs, staff overtime, energy, plant hire or R&M spend, the ability to effectively prioritise Safety, Quality, Delivery, Cost and People improvements across short to medium timeframes is vital, especially when operating in demanding market conditions. By doing the ‘Brilliant Basics’ we avoid the ‘No Problem’ problem. We develop a deep understanding of how our processes are performing and we introduce the necessary counter-measures early enough to recover and reverse poor performance before it happens.
Every plant should be working towards the incremental improvement of it’s practices and performance to ensure sustained growth in profit and local reputation. However, the ‘Brilliant Basics’ recognises that this only works when requirements, resources and risks are reviewed regularly and owned by the relevant members of the leadership team. The Optimise Governance & Reporting process ensures plant managers can articulate how well embedded their employee practices are, how their performance measures are behaving on a week-by-week basis, where gaps in performance exist and which Productivity Levers are being pulled to close those gaps.
The key to collaboration between team members and leaders depends on there being high levels of ‘Participative Leadership’ and ‘Employee Involvement’ in the optimisation of core processes. The ‘Brilliant Basics’ ensures leaders understand the principles, theories and practices that Build High Performing Teams.
There can be many complications created within teams when it comes to roles. Team members join, team members leave, roles can be done by several people all with differing skills and experience levels. Some roles ‘float’ between colleagues whilst some seem to fall entirely between the day-to-day operational cracks. ‘Brilliant Basics’ Role Optimisation ensures all ‘live’ roles are allocated to the most appropriate team members, that skill levels are defined and that team members have an opportunity to build the skills necessary to correctly carry out the task. In addition, we ensure that task completion or ‘confirmation’ is made visible so teams can tell quickly if a performance related problem is attributable to a task not being done.
‘Brilliant Basics’ means that we employ exceptional standards when it comes to Safe Working Practices. From induction processes, housekeeping, PPE to guarding, the ‘Brilliant Basics’ maintain safety standards that are always on the mark of excellence.
We exist to help our client organisations better understand how to strategically implement effective cost optimisations through the deployment of ‘Brilliant Basics’ across their business in order to achieve organisational culture change that drives ‘people powered’, costumer centric operational improvement.
We are known for our hands on, front line first approach to building high performing teams through the implementation of ‘Brilliant Basics’.
We are known both domestically and internationally for supporting major clients through the implementation of their strategic operational excellence objectives.
Most of our clients feedback to us that after scaling the promotion ladder there’s a realisation that problem’s don’t go away with seniority ….. They only get more complicated. The problems they face, the circumstances they find themselves in can sometimes be the product of flawed mindset and mistakes that have been made in the past.
The undoing of this (especially is an operational context) requires a re-evaluation of how we do things. There’s a ‘spark to start’ required that involves strong leadership and qualified expertise.
Due to our leadership position within the market place along with our proven approaches we are the obvious solution to operational improvement especially when there are constraints relating to ‘bandwidth’ and experience within the organisation.
We promise to close the productivity gap in your organisation. Whether it be cost, reliability, quality or safety we’ll do it quicker, with greater ease, you’ll experience fewer pitfalls and your opportunity cost recovery will be substantially greater when compared to the time, energy and money lost if you choose to work on your own.
Working mainly with Senior Leadership teams, we support the development of one to three-year strategies (using a Hoshin Kanri approach) to take our clients top business-level objectives through to workstream and department action plans. As facilitators, we help lead and influence our client’s team in changing methodologies and approaches and then coach and mentor to apply these newly developed principles.
Performance doesn’t happen by accident. That’s why at the heart of our approach we employ robust systems for the identification of measures and targets aligned to introduction of daily, weekly & monthly review processes that allow teams to identify gaps in productivity and to action plan for improvement. We have a wealth of experience engaging front line teams in a way that makes sense, hits on issues that teams can impact upon in a meaningful way whilst building a greater appreciation of regional, area and plant objectives.
Our experience tells us that when everyone is responsible, nobody does it. That’s why we rigorously examine all roles on site to make sure we know ‘who’s responsible for what’. More often than not we find roles that float between team members and are sometimes completed to a poor standard if they get completed at all. Once we have an model for role deployment we then move to introce methodologies that ensure roles are ‘process confirmed’ for completion and within time frame. All our approaches are visible and transparent.
We have extensive experience of introducing methodologies for enhanced Asset Care. Beyond measuring plant availability through our purpose built review processes we introduce techniques including criticality and vulnerability assessments to ease the prioritisation process as well as insuring visual management techniques are used to control AM and PM activities within the plant
Material ‘giveaway’ and waste can create a huge black hole in the plant budget. We have approaches that we work through with plant managers and supervisors to help analyse and action plan to stem the flow of cash in lost material. The ability to analyse data plays a large part in understanding waste and its causes (which aren’t always obvious especially when there may be multiple and complex contributing factors).
Energy consumption is a particularly huge expense for plants. We help our clients undergo a collaborative search to uncover ways of improving energy efficiency. Many of our clients have been through energy audits and found them to be a relatively negative experience. We however, see energy efficiency as an important tool for advancing better energy management through the identification of savings opportunities, building a culture of improvement, reinforce employee engagement and to share energy best practice across the organisation.
