CCO immediately arrived at the plant to implement its Operations Excellence (OpEx) model. OpEx sets up a process where the team begins a cadence of connecting every day to identify performance standards, problems, solutions, and owners.
CCO’s team first performed an assessment, which would identify, address and executive corrective actions. We created an Accountability Room on site at the plant, which served as the communications hub for all disciplines within the organization. Together, they practiced the discipline and communication needed to fix problems. We recommended the groups meet in this room once a day for roughly 30 minutes to stay on track with priorities and deadlines.
CCO’s experienced manufacturing operators worked with the plant’s leaders and workers to assemble the necessary data to understand how an operation is performing. We worked with them to define the facility’s capacity plan based on the current assets and equipment, staff and processes, and the optimum potential throughput. Next, we set up production goals and began monitoring shift-to-shift, day-to-day and so on.
Rather than swoop in, find the high-level problems, and then leave a slick presentation and high dollar invoice, we worked with the plant management as an extension of their team on a daily basis, some nights and weekends too (we rarely upcharge for this “extra” work as we consider it essential for expediting the transformation of your operations). We analyze the data, discuss the implications and options and develop the plan with you … and we stay there assisting you in the execution, ensuring the value of our experts is fully received and translated to value, for you.