Culture change—getting people to change the way they behave—is what separates winners from losers on the road to excellence in quality and productivity. For many companies, failure to make improvements can be linked to an inability to make necessary culture changes—something that was avoided at Keppel Offshore & Marine, thanks to consultancy Kepner-Tregoe.
Challenge: Kepner-Tregoe had previous success in using a "process approach" to reduce variances and cost and improve delivery. This was a model the consultancy felt was needed last year at Keppel Offshore and Marine, a world leader in mobile offshore rigs, ship repair, ship conversions and specialized shipbuilding.
Solution: Working with Kepner-Tregoe and its partner, George Elliott, a program was designed to encourage and support a high-performance involvement culture that would embrace change and achieve specific objectives in company shipyards. They established a leadership development program that addressed objectives, including institutionalizing a "start-of-the-day" process; installing a preventive-action thinking process for operations and risk assessment; ensuring safety focus and process integrity; establishing sustainable behaviors among all levels of leadership; improving productivity; integrating contractors into the culture; and supporting core values and creating pride in the division.
Result: Improvement in key metrics was evident in just over a month. Many factors—top management role modeling, a focus on involvement, technical up-skilling, team building, process-driven approaches to issue resolution, and more—contributed to a successful culture-change project.
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