Case Studies

A CNC engineering company was losing money and could only put this down to shop-floor inefficiency. Orders were coming in, but were difficult to fulfil. People didn't seem interested in meeting customer deadlines and the overtime option wasn't getting much uptake. 3 people had left the company that year.

We found from Assessment that the main problem was low morale, and that responsibility uptake had been curtailed by fear of blame. Incidents in the past had fuelled a perception that if you 'went the extra mile', someone would accuse you of mistakes rather than recognise your commitment.

We delivered the Foundation programme Positive Productivity and majored on collaboration across departments, so that teams felt connected to other roles and responsibilities. This led to new communication portals being created to improve transparency and celebrate team achievements company-wide.
A Leadership Programme was developed to strengthen trust and instil empathic values so that personnel would feel confident investing their time and dedication to the company's welfare. 'Lead times met' leapt from 52% to 78% in 3 months which enabled the company to introduce a target-driven bonus scheme.

The following year, productivity records showed a fulfilment increase of 120% and Reviews indicated substantial improvements in morale and retention.

An aerospace company under new management was finding difficulty in getting employees to rally together when unexpected influxes of work occurred. The company relied on just-in-time contracts due to the nature of their business, but people were keeping themselves to themselves and showing no inclination to collaborate in supporting each other to fulfil orders.

Following Positive Productivity, people were able to identify more clearly with each other's issues and empathise with the stressful situations that others sometimes faced. The cross-cultural nature of the programme created links that had not been present in the past, and quelled a fear of being identified which had sprung up as a result of previous management styles. This resolved the issue and led to inter-team systems being introduced that enabled people to see at a glance where help was needed and be recognised for making individual contributions.