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PEP in Action
Vehicle Importer / Retailer Head Office
This case study shows clearly how PEP can contribute to process improvement within an organisation under international and domestic competitive pressure.
Background
The client has grown rapidly within the country’s premium car market.
The company had recently implemented a number of new information technology systems, and restructured its head office departments.
The international parent company, one of the world’s largest, required annual efficiency dividends from the local operation, placing additional pressure on them individually and organisationally.
What were the client’s concerns?
The client was committed to continually improving capability and competency but had identified a large gap in planning, organising and managing work competency assessment.
The client thought that its recent information technology systems upgrade would be further enhanced and embedded with sound work habits and workflow, in contrast to the current situation.
Further, the client was concerned that process improvement - a core operational value - was not occurring.
An interesting side issue was that there is an international Clear Desk Policy within this organisation, yet most desks at this national site were very cluttered.
Our client had a strong value of providing employees with a work/life balance, where the organisation provides active support for the balance.
Our approach
We designed, with the client, a solution based upon the PEP working principles. We presented a four-day program over a four month period.
While emphasising the workplace organisation and planning and prioritising principles of PEP, we placed an additional emphasis on the client’s workplace values.
We positioned the program as a foundation tool for the organisation to achieve work/life balance, to reduce workplace stress, and to minimise staff turnover.
Our results
At the conclusion of the exercise, the client decided that PEP would be the way that the organisation worked from then on, incorporating PEP into their new employee induction program. The PEP solution became part of the client’s culture.
The commissioning executive’s comments were:
“Our people now have time to initiate process improvement within their immediate work areas, and review the ‘root’ problem.
They have improved focus on their organisational projects, with a common framework to plan and execute them against realistic timeframes.
We have noted a shift away from easy responses with urgent work towards more focus on the ‘important not urgent’ projects.
Pleasingly, we now have developed a culture of efficiency when dealing with email, voicemail and Lotus. “
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