Alliant Consulting Aligning people, processes and metrics to meet your business goals.

AN ORGANIZATION MAINTAINING 2,000+ LANE-MILES OF ROAD, ROADWAYS AND BRIDGES, wishes to increase collaboration between unionized staff and supervision, and develop a culture of mutual respect and continuous performance improvement.  Work is highly visible, requires flexible scheduling, resource coordination, quick response to safety hazards, collaboration with multiple agencies and 40+ municipalities.  Skills range from general labor to specialized equipment operation.

Lead assessment, design and implementation team comprised of Division labor, management and internal partners through seven-month transformation from a top-down and reactive culture, to one that is inclusive and proactive.

Operating & Financial Opportunities Realized

  • No issues reported to HR  since implementation began (4 months) Disciplinary activity and grievances previously reported as 18% of supervisor’s time
  • Increased planning and proactive communication by management
  • Staff ideas for improvement are vetted by peers  Facilitated forum where operational issues and ideas are researched and collaboratively resolved
  • Recovered 10% work time lost due to slow shift start up, unclear communication
  • Communication and morale significantly improved at all levels:
  • Foremen report “90% reduction in stress-level during morning start-up”
  • Consistent direction, better understanding about assignments and roles
  • Setting the next day’s line-up early each day to allow better preparation
  • Fewer changes to work throughout the day

Key elements of the work included

  • Define roles for supervisors, foremen, lead workers, dispatchers – facilitated delineation of roles and established expectations that empowered foremen to manage near term objectives and refocus supervisors toward longer-term tactics
  • Review current processes and practices and identify changes to improve daily/weekly workflow, scheduling and routines – added team communication and coordination meetings, in-field check-ins, real-time work completion visibility and next day’s assignment communication
  • Implement work order system with 100% documented of work orders – to accurately track and quantify workload and priorities
  • Establish standard operating procedures – >80% of staff participated in documenting standard operating procedures for >90% of work tasks/types
  • Design and deliver management skills development program tailored to support culture and process changes – workshops and individual coaching
  • Design and implement a training and on-boarding program, “train-the-trainer”; management directed, peer delivered, prioritized on skills inventory and project plans
  • Redesign Dispatch operation- develop new operating model including mission, functions, standards, key processes
  • Establish multi-level team to review and address process improvement ideas submitted by staff

“The rollout for WFX/NOC/Dispatch has been accomplished successfully - very impressive in terms of tight schedules, almost no room for error, and a major paradigm shift in the business model. Congratulations on leading an effort that was very well done.”

VP, IT - Major Metro Cable Communications Company