Project: Operational Excellence Certification Program
Date: 2004-2005
Challenge
Our client developed an Operational Excellence (OE) Management System and set a corporate priority to implement an OE culture. However, management needed help devising a strategy to change the culture of the organization, build corporate capability in the OE Management System, and ensure the achievement of the corporation’s goals.
Solution
In 2005, Expressworks International developed and managed an operational excellence certification program for the company’s middle and senior level management. This certification program enabled the leaders to have the fundamental knowledge, skills, and behaviors required to effectively implement their OE management system and achieve the desired OE culture. In this engagement, Expressworks International provided the project management, change management, and implementation support, including the program’s communication and deployment strategy.
Results
Today, the certification program has reached more than 3700 leaders throughout the globe. Those leaders are spreading the OE culture to their 40,000 plus employees.
Project: Business Services Expansion: Going Global
Date: 2004-2006
Challenge
In an effort to focus on core business functions, the production division of a large company decided to transfer all non-core business functions. This included the management of 35 office buildings across Africa, Asia Pacific and Latin America. The company’s real estate division was given the challenge to add these locations to their current real estate portfolio. With a great deal of experience in North America and Europe, they needed a strategy to take their real estate operations global.
Solution
Expressworks developed a comprehensive plan to manage the global expansion. Special attention was given to stakeholder engagement and understanding the cultural requirements within the new locations. This engagement effort was critical as we partnered with the client to develop the organization, service model and operations of their global organization.
Results
In 2006, 21 locations were successfully transferred to the real estate division. The remaining 23 locations will transfer the following year according to the implementation plan. As success of the project spread throughout the company, more divisions have approached the real estate group to leverage the full scope of their service lines.
Project: IT Investment Strategy and Project Management Processes Deployment
Date: 2005 – 2006
Challenge
In 2005, a major Oil & Gas company developed a new IT Investment Strategy along with Project Management processes to support it. These processes changed the way that personnel had to think about and prioritize projects by relating each effort to enabling business capabilities detailed in the strategy. Because the 2005 yearly evaluation of the company’s IT personnel was partially based on metrics that measured the use of these new processes, the IT department needed an effective and memorable way to communicate the strategy and processes to ensure a behavioral change at all levels of the organization.
Solution
In 2005, Expressworks International managed the deployment of the IT Investment Strategy and Project Management Processes. Expressworks developed competency-based deployment materials and reinforcement activities that were delivered to the entire global IT workforce. These materials and activities increased understanding of the IT Investment Strategy and taught IT personnel how new business initiatives are scored and prioritized based on their alignment with the IT Investment Strategy.
Results
The company’s IT group achieved its deployment targets and exceeded its related metrics in 2005, and participant surveys indicated a high level of success in building competency. In 2006, the company is planning to reuse the deployment strategy and methods developed by Expressworks to deploy future Strategy and Project Management Process updates.
Project: Operational Excellence Process Standardization
Date: June 2004 – Ongoing
Challenge
A global Top 20 company wanted to improve its Operational Excellence (OE) performance. Believing its current OE/HES processes to be too inconsistent and non-standard, the company wanted to create enterprise-wide OE processes to decrease re-work within business units and increase overall safety performance.
Solution
Expressworks utilized its own change methodology and best practices to create the implementation methodology to be used with over 20,000 employees worldwide. In addition to broad employee engagement and a detailed process review, Expressworks leveraged their prior work in OE to assist in the creation of the OE Processes.
Results
The company has reduced collective cost by eliminating redundant efforts to develop the same processes. “Best Practices” are being implemented consistently across all of the company. And the company has emerged with consistent and sustainable world-class OE processes and performance, including its safest year ever in 2005.
Project: Workspace Standards and Office Consolidation
Date: 2004
Challenge
After the acquisition of a major rival, a large national corporation was looking for a way to reduce operating costs through increased space efficiency, real estate portfolio consolidation, and reduced churn costs. Its business and real estate services company needed to develop and implement new workspace and service standards to all managed facilities in the United States. Concurrently, the company was looking to improve its perception amongst other operating companies, managers, and executives within the corporation.
Solution
Expressworks change methodology and best practices were applied to initiate behavioral and process changes within the group. Expressworks engaged project team members through an employee move support process and move deployment toolkits. Expressworks also facilitated the development of standards regarding facility and information management and reinforced and sustained those standards by developing a governance structure.
Results
The company successfully moved 4,000 employs from three buildings into one. Post-move surveys indicated high customer satisfaction. The success of the project deliverables led to their application in all workspace standards deployments to date and they will be applied in all future deployments. In addition, the new standards and processes have enhanced the perception of the company within the corporation and have reduced costs significantly via office consolidation, increased space density and reduced move and construction costs.
Project: Global Reorganization
Date: 2006
Challenge
Because of two major acquisitions in a span of five years, the internal business support requirements for a major energy corporation had almost doubled in size to 61 global locations from Shanghai to Sao Paulo. A new business model and organization structure was needed to support the new load, get the right people in the right jobs, and have every facility staffed and serviced at the same standard level.
Solution
As strategic advisors, Expressworks worked with the leaders to design and implement a new organization to handle the new scope of their work. By working with the executives to ensure full sponsorship and engagement among management and the employees, Expressworks enabled the company to emerge as an international organization within the corporation. Expressworks provided change management, communications strategies and support, implementation strategies, new team start-up kits, facilitated organization design sessions, and guided the leaders to be the successful heads of a global business.
Results
The company successfully reorganized in only six months. Given an opportunity to have a personal say in their future placement, and with town halls held by the leadership and communications toolkits for managers, Expressworks enabled the employees to support the new organization. With Expressworks beside them, the company’s new Strategic Planning group is set to lead the company forward as the corporation continues to push for further expansion of their business services to more international facilities.
For more examples of client successes or an assessment of how we can assist you with managing change in your industry or function, please feel free to contact us.
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