Case Study

Production Environment

Aim

To clearly define the specific behavioural, motivational and competency attributes, that define the highest operational performers in a production environment.

How is this achieved?

By comparing and contrasting the highest and lowest performing operators, through quantitative and qualitative methodologies and analysis.

Results

When operators in production environments are exceptional at what they do it is often because they have found a way of thinking or working machinery that has not before been considered.

In a production environment there may be significant differences between high and low performers and the belief sets they hold.

This may include:

Simple things like discipline around timing and absenteeism, make a very significant difference as to whether an operator is good or poor at what they do.

HPS found that an operator in a factory cutting steel who has stopped using the computer program designed specifically for the purpose of cutting a maximum amount of steel, found that by manually calculating quantities he could cut 300% more than his colleagues.

High performers also have the ability to understand the timing of production and map this across a whole week. This saves time by being able to move or maintain more machinery. Poor performers do not do this or are likely to map across only a day.

HPS has found that these behaviours are characteristic of a number of ways of thinking and performing that enables these kinds of people to achieve a productivity level that far exceeds anyone else in their team. By breaking these things down we can train others to make similar decisions based on modelling the expert.

Call us to speak with this client today and they'll give you an independent view on what we do - we now operate across the Asia Pacific.

Melbourne                 +61 3 9397 3821

Sydney                       +61 2 9908 2179