Leadership Coaching Anchors Centerline Consistency and OEE Gains

Large food manufacturer installed a robust Management Operating System (MOS) years ago, improving OEE significantly. Since then, usage had waned, and it was no longer being used to effectively manage the operation.

• Consultants partnered with supervisors, working side by side. Consultants provided 24/7 coverage on site, shadowing supervisor the entire time.
• Focus was centered on floor, operator performance-based interaction, confrontation skills, and accountability.
• Supervisors were evaluated daily and graded on 29 elements. One-on-one reviews were conducted on a weekly basis to discuss highlighted opportunities and improvement.

Supervisory Shift Transition

• Supervisors often inherited a plant with poor housekeeping with expected work not completed
• Transfer of information between shifts was spotty, often resulting in substantial lost supervisory and production time because of not knowing current conditions

Shift Change

• Machine ​downtime at shift change was extensive
• Protracted start up / scheduling meetings prevented operators from getting out on the floor by the start of the shift
• Operators would frequently leave their stations up to 20 minutes before the end of the shift

Unclear Supervisory Roles

• With 2 supervisors per shift, task delineation was unclear
• In some cases, one supervisor would play a purely administrative role with little to no time on the floor

Little Effective Interaction with Operators

• Supervisor’s time on the floor was mostly equipment focused
• If there were interactions with operators, discussions were casual, and performance was not discussed

Lack of Accountability

• Blatant violations of PPE and GMP policies were not confronted
• Actions taken by operators that resulted in significant loss of time or product were routinely “explained away” or ignored, not addressed

Standardize Transition Process

• Design and install Standardized Pass Down process with agenda
• Implement structured building walks with oncoming supervisor “accepting” current building conditions

Improve Startup Meetings

• Pre-post job assignments, so operators do not have option to choose jobs during meeting to shorten start-up meeting
• Ensure incoming operators relieve outgoing operators at their workstation

Improve Startup Meetings

• Pre-post job assignments, so operators do not have option to choose jobs during meeting to shorten start-up meeting
• Ensure incoming operators relieve outgoing operators at their workstation

Leader Standard Work

• Clearly define and agree to what a typical day in the life of a supervisor should look like including floor tours, process checks, and meetings
• Require supervisory presence on floor to assure operators remain at their stations and with machines running

Performance Based Supervisor Floor Tours

• Formalize floor tours to include online checklists for supervisory review of operating condition and entry of settings and parameters
• Incorporate reviewing current/shift performance with operators as well as validation of downtime reporting, Quality and Metal Detection tests

On Floor Coaching

• Coach supervisors by working side by side with a supervisor
• Focus on discussing situational responses and assuring accountability is administered where warranted

Improved OEE

• OEE increased from 52% to 63%

Regimented Shift Transition Process

• Housekeeping standards have dramatically improved
• Supervisors come in prepared and are no longer “surprised” by conditions on the floor

Effective, Efficient Shift Change

• Lost time at shift change has been virtually eliminated
• Machines continue running through shift change with operators present

Clear Understanding of Roles

• All supervisors balance administrative vs floor time much better. No supervisors are exclusively focused on administrative tasks anymore.
• Supervisors are averaging about 70% of time on the floor
• Daily supervisor routines are much more coordinated and habitual

Constructive Supervisor and Operator interactions

• Discussions with operators are collaborative and occur frequently throughout the shift/day
• The focus is on performance and removing barriers to get back on track

Consistent Application of Accountability and Discipline

• Preliminary discussions and agreement with union allowed a significant increase in accountability
• When appropriate, disciplinary actions were taken, without an increase in grievances