Home Case Study: Fire Company

Case Study: Fire Company

 A major UK provider of Fire Systems had become part of a large multinational corporation. It had been established in its home town for decades and had diversified its product range over time. A major local employer who still designs and produces volume product in the UK as well as Eastern Europe.

As part new member of a global organisation, it had been going through a transition in terms of it’s systems to bring the organisation into line with the rest of the business and yield efficiency savings and competitive advantages.

They had won a major contract for a large UK based civil project that involved the design and development of a new resilient networked system.  This project didn’t sit alone in the stack of projects being undertaken by the business, but it did represent a large and visible investment in a high profile civil development.

During this period, a senior member of the team was due to go on extended leave. This provided challenges across the management structure that would have put unnecessary strain and risk across the project portfolio.

Tristram Consultants, because of their experience in dealing with both small and large organisations, understood the challenges of the transition the company was going through. It understood the simple advantages of what had been a small company working environment and those provided by a more structured and rigorous Six Sigma environment.

During the course of the assignment NPI process was further developed in the form of Mind Maps, Project Templates and Gate checkpoint review forms. All of these falling in line with the top level Projects Dashboard.

One of the team concerns was the incumbency of this new overhead on their time. With some discussion and coaching, meeting discipline was improved. This involved a more structured approach and recognition of the fears and problems. It was effectively distilled into 3 parts.

1. Pre meeting agenda, information and issue resolution.

2. Meeting timekeeping, attendance, information download, quick decision making and actions.

3. Post meeting actions resolution.

A target was set at 30mins for each meeting. This was often a challenge but it ensured a more rapid pace and ensured the 1 hour+ meetings were a rarity. This goal also created an improved attendance from those not so intimately involved at this stage of the project but whose input was crucial to ensure reduced downstream errors.

The Engineering Team was also going through Six Sigma Green Belt training. Tristram consultants were able to help in supporting this process on the next generation of Fire Panel products.

One of the key issues that is common amongst Design and Manufacturing companies is the communication between the Engineering staff and the Manufacturing team. The processes take care of the mechanics of getting those involved, but there is also the need to create good working relationships between these essential groups. We were able to forge these connections deep into the shop floor environment and enhance and improve the already good professional relationships.

 

 

 

 

 

 

 

 

 

  Interim Engineering Director. Interim Engineering Manager. Interim R&D Director. Interim R&D Manager. Interim Project Director. Interim Project Manager. Interim CTO. Interim VP Engineering.