| |
BOTTLING PLANT
| BEFORE |
 |
|
| Growing demand for new and existing products at an already highly successful bottling plant of a global beverage producer added complexity and generated additional strains on people, processes, equipment and space to meet efficiency goals. Plant management identified a need for supervisory skills development, plant performance improvement and greater engagement from its skilled and knowledgeable workforce. |
|
| AFTER |
|
|
| Westwind first conducted an assessment using in-depth, one-on-one surveys involving a large percentage of the workforce to identify strengths, weaknesses and areas for improvement. Working together, Westwind and the client identified behaviours that blocked critical performance improvements by developing performance priorities based in part on information gathered during the assessment stage (which further engaged an already willing workforce) and using one-on-one coaching with focus group leaders. Westwind also helped individual leaders refocus on the important priorities and overcome obstacles. Within three months of the start of the performance improvement program, there were marked improvements in plant efficiencies. |
|
|
|
 |
|
| Results in Various Industries |
|
|
|
