Plant Hexcellence™ drives culture change. People drive sustainability.
We as employers, hire employees but what shows up every morning are people. They carry with them baggage, but the same things that create the imperfect person, also are the same things that give them strength, integrity, loyalty, and ingenuity.
It was not an accident that the top and most prominent position of the model is People. Success or failure of your company/organization all starts with your people (if you haven’t read the book by Cliff Williams, titled “People – A Reliability Success Story,” you must!). You can have the best patented new-fangled process or software ever created, but unless you have the right people resource to produce it and bring it to market, then you will struggle and fail. In all companies, there must be a balance between Safety, Environmental, and Profit. People are the one true component of all three and the hardest to control and maintain.
Each cell is composed of facets or sides, and as a cut on a gemstone, each is important to the overall beauty of the stone. One facet missing or being the wrong shape or size diminishes the end result greatly. Even though each company or organization vary greatly, the flexibility of the model allows that each facet is “Fit for Purpose” for that company.
The following are the facets within the People cell of the Hexcellence™ Model
- Organization Development
- Organizational Structure
- Continuous Improvement
- Change Management
- Operational Excellence
Organization Development is about change. Changing the culture. Changing the knowledge base. Changing the sustainability of the company.
Change is hard. Change traditionally only occurs when an outside agent or factor demands the change for whatever the reason. I have found that most people say, “I don’t mind change. In fact, change is good”. What they really mean is “I don’t mind change as long as it doesn’t affect me”. Even the most forward-thinking advocates of change, push back when their world is threatened with change.
The first step in change as is the first step in Asset Management initiatives is understanding where you are going before you begin the journey. So the first step in Organization Development is having a Vision and Mission. Keep in mind that we are talking specifically about the Manufacturing Excellence component of change. The vision/mission/key pursuits are not fluffed or commonly referred to as “apple pie and motherhood”. We are talking real, tangible, definable and measurable goals. This should be done through a facilitated approach using an outside agent to facilitate the process.
The next step is to look at the Roles/ Responsibility/Expectations/ Measures (RREM).
Once the RREM is defined completely, then breaking down the Roles and Responsibilities into skills required to exceed expectations and sustain the change creates the foundation for;
- Comparative analysis of where your organization’s people are currently?
- What training does the organization need to attain the level of proficiency required?
- Foundation for a certification process ensures sustainability of the knowledge and competency.
- Tying the skills and competencies to personal performance evaluations ensures motivation from employees
Utilizing the RREM, create the Organizational Structure to manage the accountability of the roles that support the goal.
An organizational structure defines how activities such as task allocation, coordination, and supervision are directed towards the achievement of organizational aims.