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Background:
A large international manufacturer had a factory in England that was suffering from a high percentage of down-time on their production lines due to some poor management decisions and a lack of proactive planning. Most of the engineering solutions were reactive and it quickly became evident that there were communication breakdowns within the organisation. After the staff were profiled using i3 and and as a result they better understood their areas for development and developed systems to exploit these opportunities for greater efficiency. As a result the company is inline to save over £100,000 a year from a £5,000 investment.
Business Development- i3 Profiling Success
- Must follow up objectives agreed – greater accountability
- Improve mutual respect
- Improve (Engineering’s) understanding of roles and functions- awareness
- Planning forward – less reactive working
- Better use of resources – e.g. in shutdowns
- Improve communication in the whole Engineering department
Each delegate was given a feedback session and three follow-up coaching sessions over a 2 month period.
The results:
The group as a whole was given a session to look at the overall i3 team profile – once they believed in the tool having received their own individual feedback. This enabled them to gain an awareness of peers and colleagues instinctive tendencies and proved to be very powerful.
The managers where challenged on whether or not the team leaders where being utilised to their full potential in their current roles (i3 role identification). It also became evident that there was a general lack of delegation amongst the team. This had resulted in managers taking on too much themselves and their direct reports not been given enough responsibility. The result of the feedback sessions and coaching was that a new position was created for one of the more technically inclined individuals. This created a new opening in the department, where i3 was used to look at the team profile and suitability of likely candidates. Tasks where more effectively delegated down from senior managers and the team leaders developed a new level of responsibility. In particular one of the team leaders who was more inclined to plan and was more business focussed became involved officially in the shut-down period planning and optimisation.
Individually – Staff were encouraged to be themselves more as every feedback session was unique to them and their individual attributes and traits were recognised (No two profiles are the same ensuring completely unique feedback every time). They felt that their issues where being addressed and they thrived in the one to one environment. As they began to see where they could function more effectively within their existing role, they became more fulfilled and ultimately, their productivity improved.
Organisationally – The engineering team is functioning as a unit. Communication iimproved according to every person involved in the project. This has had a direct impact on how efficient the team is as they plan more effectively (natural planners doing the planning and natural solution finders, finding solutions). The bottom line impact has been measured by improved down-time (less) which costs the business £400 per hour.
The figures –
June to end Dec (i3 project launched 20th May 2010) – downtime saving compared with previous year = £58673 (downtime calculated as costing the company £400 per hour) 146.6 hours less
- 12 month projected saving = £100582.00
- £4600 cost of project = 2186% ROI
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