Advancing Management Core Competencies

Following an accelerated MOS implementation, mechanical compliance was high, but conceptual compliance was lacking
The production manager position was utilized at one plant, but unfilled at another
Supervisors saw themselves as operators more than members of the management team
Gemba walks per leader standard work (LSW) were being completed regularly but not effectively
Inventory accuracy at plant was under 80%
Sense of urgency, particularly during downtime was lacking
Maintenance in a run-to-failure mode

Conducted daily directional setting (DDS) meetings with participation of entire management team
DDS included a review of maintenance schedule for the day with a greater emphasis on preventive and predictive maintenance
Developed core competency criteria in an offsite workshop with executive team and all plant managers
Performed and reviewed core competency gap assessments, as well as an improvement plan with plant managers, production managers, and supervisors weekly
Demonstrated on the floor situational coaching with all members of management team, with an emphasis on “professional supervision”
Facilitated classroom sessions on proper systemic transfer of product, as well as on floor reconciliations of inventory at the end of each shift

Significant growth in core competencies of plant managers, production managers, and supervisors at all three plants
Inventory accuracy improved to over 98%
Amount of time devoted to daily reconciliation went from over two hours to approximately ten minutes
Line availability increased from under 70% to over 85%
Over 30% increase in volume of product processed per hour of runtime