1. Actions Taken:
One of the first things identified by Powder was a bottleneck in the process that took place for the work needed to be completed by the Construction department. TOC consists of Problem Solving and Management/Decision-Making Tools called the Thinking Processes (TP). TOC is applied to logically and systematically answer these three questions essential to any process of ongoing improvement:
“What to change?”
“To what to change?”
“How to cause the change?” (science of business)
The first principle of Goldratt’s Theory of Constraints is that the primary goal of every business function—every department, every workflow, every system, every process, and every policy—is ...view middle of the document...
Capabilities within the group were discovered and some of the skills being imported were being developed in-house. Technicians were happy to gain practical experience while supplementing their classroom learning.
Allowing these different business units co-ordinate their workflows contiguously also had its inherent benefits:
1. It encouraged team based problem solving.
2. It led to job enrichment.
3. It allowed for job rotations and multi-skilling.
The main purpose behind this strategic approach meant that employees would be empowered to increase personal responsibility, engagement and ownership for the job/tasks at hand. Changes in the overall mindset and approach to how things were being done meant changes in attitudes to how tasks were approached. With changes in employee thinking, it was soon realized that these employees were more willing to contribute to the company’s improvement initiatives. Once this was in place the output from construction (SD’s input) began increasing and his department could now start utilizing human resources more efficiently whilst reducing and eliminating the bottleneck that existed between the two departments.
Moving to stage 3: Linking strategy to operations.
According to Slack and Lewis (2011), “For many in business the very idea of an ‘operations strategy’ is a contradiction in terms. After all, to be involved in the strategy process is the complete opposite of those day-to-day tasks and activities associated with being an operations manager.”
Strategy is a continual process. A clear and strong vision is needed for strategy to be executed effectively. The increased contributions of operationsadded value to the project. Digicel was a happy client now that things were progressing. Powder’s decision was impacting every department as workloads began increasing. Network readiness was rising throughout the country and deployment of FTTH was increasing. Aligning operational improvement to strategic priorities was working.
Referring back to the objectives of performance management: we can see that:
Quality: remained high with regards to the service and product. Cross trained employees were valuable resources.
Speed: Network readiness was delivered according to schedule. Proper scheduling ensured that FTTH installations at customers’ homes were never missed. Services were being delivered on time.
Dependability: KPI’s and NPS target were being achieved. All installations were being done according to schedule and according to quota requirements.
Flexibility: Cross-trained employees were a valuable resource that could be placed throughout the company should business requirements dictate. Scheduling flexibility meant that on days when installation orders were low, technician crews could be assigned to construction to continue assisting them.
Cost: Underutilized staff and resources were now justifiably seen as assets to the company and now worth keeping more...