A community of team leaders
The production manager wanted faster switching between production units. Communication was too much via the production unit managers. Outside the day shift, the production unit managers were off work. At those moments, communication and cooperation were also needed.
Five shifts were used at a refinery. Because it took a long time for the operator to know a factory, most operators worked for a long time in one production unit. This created a family culture in a control room.
US sites resolved this issue with a change in organizational structure.
They introduced an extra function, the "site team leader". The production manager of our
location chose an approach where communities were formed.
Per community, all team leaders met 4 times a year for lunch and a substantive topic. In these sessions we worked with theses which they discussed with each other. The informal contacts created a bond between the individuals and discussing a substantive subject made them realize that they have a lot in common. Practicing, or learning by doing, is an effective method for realizing new behavior.
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