Organization Enabled to Deliver on its Business Strategy by Defining and Implementing Continuous Improvement
Context and Challenge
A supermajor upstream business realized that to make a step change in performance, they needed to address their underlying approach to how work got done
No common understanding of Continuous Improvement (CI):
Was seen as applicable to project work, not day-to-day tasks
Viewed as something to do in addition to/on top of your regular work, not how you did your regular work
Every region “did their own thing”
Past programs were focused on teaching tools, not changing the culture and behaviors
The global strategy identified the need to push accountability to the front line to unlock value and empower them to deliver:
Increased production
Improved safety
Reduced costs
Needed to make CI the way they work to achieve this global strategy
Approach
Worked with the Executive Leadership Team to create a CI vision, agree on a common definition and toolset, and develop a global implementation strategy
Trained central and regional leaders on how to actively lead their teams to drive effective problem solving and continuous improvement
Created the internal capability to effectively identify, prioritize, and solve problems at all levels
Defined a common set of tools and behaviors to consistently delivery superior performance
Created the template for CI system implementation throughout the global regions
Facilitated a “CI Awareness” workshop for each region’s Leadership Team and the regional outside consultants that were implementing the CI vision
Guided the regions to improve the work management process, building enduring CI capability while delivering sustainable results
“The program provided a framework that enabled us to understand key issues and to confront them.”