Requirement

Help the maintenance contractor to drive continuous improvements on their customers assets and deliver a healthy contract. Create and install effective, efficient processes and a strong partnership at the joint site between customer and contractor. Repair the relationship so the subcontractor would be seen as a valuable long term partner.

Challenge

The relationship between contractor and customer was under extreme pressure. The customer were desperately unhappy with maintenance performance and held subcontractor responsible for operational issues on site. Despite many requests to improve they saw no real signs of change, and felt there were issues at all levels on the subcontractors organisation.

Approach

• Designed and implemented a management control system that allowed proactive steering of contractor operations to defined targets.
• Process desiged and implemented to every week create a credible plan which is agreed, then measurement of performance and driving corrective actions/improvement based on findings.
• Daily control meetings has been implemented with Visual Control boards to support communication between organizations and drive continuous improvements.
• Created an organization fit for purpose and recruit key positions to the team.
• Installed a system to collect and analyse losses to allow the structure necessary to highlight improvement opportunities and process deficiencies.
• Project management and governance system that involved two organizations and built a strong partnership.
• Behavior change in many ways but some examples: everyone followed procedures, delivering to the joint plan was a given and losses became an understood first step to improvements.

Results

• 20% labour efficiency uplift
• Backlog reduced from 10% to 2%
• On time completion of jobs improved from 50% to better then 92%
• Customer satisfaction and operational performance were much improved and contract for full outsourcing of maintenance was renewed with the maintenance contractor.