Influencing the Organisation, Attitude, Behaviour & Change
Integrated continuous improvement programme
yields dividends through operations management
Energy management, LEAN deployment and change management are a recipe for success
Value stream mapping
These significant energy using areas were identified through
a VSM and the activity focused on developing performance
metrics with the operations and management of the areas. Key
energy meters were deployed based on the significant energy
using areas based on a measurement plan. This engagement
transferred ownership of the metrics to the management of the
area and ensured success of the programme.
Excellent results with low investment
Connacht Gold has had its sights on energy performance
improvements for many years and has engaged in many
initiatives to identify opportunities for improvement. These
include engagement with SEAI in the Large Industry Energy
Network LIEN and the various working groups and initiatives.
A significant shift in thinking occurred in 2008 when the
engagement with the Alternative Methodologies working
group led to the introduction of OEE for one of the
significant energy using processes on site.
The site energy performance improved by 5% over the last 12
months. This was achieved by relentless focus by management
and a change in the culture and behaviour of all staff. As Willie
Murphy (Operations Manager) states on a regular basis “Find a
problem, fix a problem and prevent the problem from coming
back.” This dovetails well with the concept of continuous
improvement promoted by ISO 50001.
INCREASED ENERGY
EFFICIENCY
Strategy
The group developed a 5 year plan which
incorporated energy management and LEAN
principles as the core tool to drive performance
improvement in the organisation.
Tonnes/Hour Niro Dryer 2011
5.6
REDUCED ENERGY
CONSUMPTION
5.4
5.2
INCREASED
CAPACITY
IMPROVED
PERFORMANCE
QUALITY
EXCELLENCE
4.8
4.6
Source SEAI case study
People empowerment
4.4
4.2
Week Week Week Week Week Week Week Week Week Week Week Week 2012
This was key to the success of the programme and ownership
of the metrics was engrained into the culture of the operations
personnel. The motto of “Do the simple things right” was
embraced from senior management through to the shop
floor where issues were identified and addressed. The longer
term issues were addressed through cross functional team
interventions.
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Key Learning
Contact Details:
Willie Murphy Operations Manager, David Hickey Production Manager.
Marty Dervin Energy Manager.
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Some members of the continuous
improvement team
Employee engagement with a cultural change to recognise
that many small improvements across the organisation can lead to
significant performance improvement. This requires relentless focus
and senior management commitment where we walk the talk.
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