We were engaged to deliver structural transformational change to a Government owned and operated business becoming a publicly traded and commercially focused company. As part of the restructure, process elements were required to be consolidated under new leadership and operating styles. While the changes required were understood conceptually at executive management levels, the actual mechanics of the new environment and the pathway of how to achieve the change were not understood within the business units.
Newport was engaged in an 18 month programme with a key objective – to sustain improved effectiveness of the 763 staff maintenance functions, delivering cost reduction while improving consistency in performance without degrading asset reliability.
Our solution was to modularise the work programme with the first module being the planning process, followed by a reorganisation of the administration support function. Once these two distinct functions were enabled and operating more effectively, work on improving field work capabilities was implemented.
Results included 100% improvement in scheduled jobs completed, and an increase in work attainment from 60% to >80%, with the percentage of ‘on time track work’ returned to operations, increasing to 90+ %. The results of the programme allowed our client to reduce the workforce involved by over 12% with 50% of the benefit achieved being realised through attrition management and voluntary redundancy and 50% through redeployment to capital projects.
The cultural change in managers becoming accountable for setting and delivering expectations, focussing work teams on delivering planned work, and the impact of measuring outcomes and providing feedback on a daily basis to employees, significantly increased employee engagement across all levels of the organisation. This was achieved without any industrial relations issues or reduction in safety standards.