Case Study
The Problem:
A global provider of Bank security and delivery equipment was under contractual agreement to complete preventative maintenance on equipment at numerous sites. Due to a number of factors, the Seattle based organization was far behind schedule in the completion of these PMs, with approximately 70% of the annual work load remaining to be completed in the last quarter of the year.
Failure to complete the work by the end of the calendar year would result in customer dissatisfaction, lost service business and serious financial penalty of fines over $250,000.
The Process:
Meetings were held individually with the Service Manager and collectively with the Service Technicians and Service Manager.
In assessing the situation we identified key contributors to the problem including:
- Inconsistent and vague direction from the Service Manager as to the urgency of completing PMs.
- Conflict with the technicians as to how to balance the day to day emergency response requirements with the perceived lower priority PM work.
- A lack of attention to the problem or development of a plan to address the problem.
In coaching the Service Manager we identified the need for him to:
- Provide absolute clarity in communications to the Service technicians as to the priority of completing PMs by years end.
- Improve overall communications including empowering and supporting the team in developing and executing a plan to meet the project objective.
Through facilitating a series of meetings with the Service Manager and Technicians, using collaborative, interactive models we were able to:
- Achieve team consensus as to the need to develop a plan to address the priority of completing PMs on schedule.
- Collectively identify and to eliminate (or reassign to other resources) task oriented conflicts that were not allowing PMs to be completed.
- Develop a specific action plan including detailed timelines, tasks and action plans to complete this work on schedule.
- Develop and execute follow up meetings and reporting structure to address and resolve issues or problems identified in executing the plan including developing modified action plans.
Key Program Elements:
- Coaching with the service manager to develop a concise and direct sponsorship position and mission.
- Use of team building and discovery models and exercises allowing participatory decision-making resulting in team ownership of the process.
- Regular process review, group feedback and measurement of program progress.
Outcome:
- All PMs were completed on schedule, with no additional increase in staffing resulting in a bottom line savings to the company of over $250,000 of potential fines
- Team building and decision- making ability within the service groups was significantly advanced
- Leadership, confidence and communications skills between the Service Manager and the Service Technicians were improved.
- Issues impacting the group's ability to complete this work effectively and on schedule were identified and resolved resulting in long- term process improvement.
Sponsor Quotation
Unlike most outside help, Maureen stepped in to first understand the structure and priorities which drove our service organization. She soon gained the trust and participation of all field service personnel. With a few short meetings and great deal of follow up work on her part, we were able to achieve our goal.
Maureen left us with permanent changes which improved our operation. We now work in a more efficient service structure. As a manager, I found that I learned much from Maureen regarding organizational change which can affect our success.
I highly recommend Maureen Moriarty as a resource to achieve performance efficiencies.
Bob Riley
Customer Service Manager
Diebold, Inc.
Copyright © 2007 Pathways to Change. All rights reserved.
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