Sector: chemical industry, appr. 115.000 employees, employees affected: 2.000, division: production
Project duration: 1,5 year, consulting service: Change Management, 2 consultants
A change project to increase plant availability at the participating factories and improve cooperation and methods in the engineering system is still in the design phase, despite having already been running for three years.
Initial implementation attempts are failing due to resistance from the factories involved.
Bröker + Partner coordinates with all stakeholders and consulting companies involved, generates a suitable change concept and accompanies the implementation in more than 20 production plants.
Each plant goes through a three-stage process in which the changes in processes, roles and responsibilities as well as tools and methods are prepared, developed and implemented. Bröker + Partner moderates and supports with individual change management measures.
The project rollout has been successfully implemented at all sites. An individual, company-specific change story enables managers to communicate the changes and generate commitment among employees. New processes, roles and tools have been introduced.
Friction and efficiency losses between maintenance and operations, asset management has no focus on strategic further development, high dependence on knowledge of individual persons.
Clear responsibilities and accountabilities along the processes (maintenance) and roles Efficiency increase totalling 30 million Euros. Independence of people, knowledge management, less friction losses, stress and frustration.
Design of a general change story that can be individually adapted to each company and preparatory steps with the respective management team, Support and moderation of the preparatory phase Design of stakeholder communication and project management.
Change has been implemented in all operations. Clear processes, roles and tools ensure increased transparency, sustainable plant development and integration of the unit into site standards.
Sustainability needs management focus, even when the project is over and implementation is the responsibility of managers. Even if the results are right, a change process may be necessary. New managers only seem to have an easier time initiating change; their challenge is that they need acceptance and legitimization of their role to do so.