Energy and Chemicals

Continuous progress reinforcement, Participative approach to optimize staff performance, Diagnostic of equipment management and external resources, Assistance in increasing the production capacity of a site

Company in the Chemical Process Industry
Reinforcement of continuous progress at the operations level

• Diagnostic of continuous progress at the operations level on 3 pilot sites and identification of areas of progress
• Drawing up “Continuous Progress Management” guidelines and basic principles
• Designing 1-year and 3-year action plans based on the guidelines

Results/project underway, targeted results:

Deep-rooted, long-term development of practices and conduct

Deployment of a more involved management team

Stronger accountability within the hierarchy to improve performance

Energy Production Site
Participative approach to optimize staff performance, safety and work conditions

• Designing the project, approach and plan of communication
• Assisting 13 workshops in building a new operations framework in control rooms
• Assistance in effectively implementing the methods
• Support in project steering and communication

Results delivered:

Implementation of new structures within 12 months after the first workshop meeting

Revitalisation of the management dynamic at the local management level

Internal reallocation of staff, improving the teams’ work conditions

Chemical Production Site
Diagnostic of Equipment Management and External Resources

• Analysis of the history of each section and analytical breakdown of current costs
• Diagnostic of overall operations (processes, maintenance practices, steering tools, external resource management, etc.)
• Building and sharing action plans and recommendations
• Validation of cost performance projections over a 3 to 5-year period including investments

Outlined description of 2007 analytical costs

Commitment of management teams to build a 5-year budget

Nuclear Energy Company, 500 staff members
Site assistance to increase production capacity (by 40% within 3 years)

• Audit of the overall industrial organization, production, maintenance, logistics and projects
• Definition of the targeted structure and management system
• Re-engineering the production steering system
• Re-designing maintenance sub-contracting policies and contracts
• Change management through implementing TPM sites and visual management

Approximately 20% increase in volume

Increased control of equipment performance and within the factory’s steering system