The Problem:
A Large-sized Nordic company within the metals and mining industry, with its main products being zinc and copper, had recently acquired a new remote mining site. The implementation of a lean-based Operating Model from the main office with a different language and culture was needed, accelerating the need for true change management on-site with people who understood the local culture. The project was focused on the creation and implementation of new and common ways of working to improve alignment, removing silos and nourishing a culture of standardization, target setting, follow-up and continuous improvement.
The Solution:
SLG consultants with experience from change and lean management onboarded in the implementation phase as members of the internal project team. By being “boots-on-the-ground” SLG consultants bridged the cultural gap between the head office and the acquired site, while maintaining the momentum of the change. Activities included conducting “lean” trainings to managers, daily management coaching, management system (meetings, targets, KPIs, etc.) development and deployment, as well as general change project management.
The Result:
The transformation resulted in improvements across the board, both in soft values and in KPI’s. This included:
- Improved safety and workplace wellness KPIs.
- Common base level understanding of Operational Excellence created throughout the entire organization.
- SLG became a trusted advisor of both the head office and the mine site and has worked closely with the management team to train, guide and work on actionable next steps.
