The Challenges
• In 2011, Shaw Plant #13 experienced increased engagement issues among the associates in their 2nd Shift
• Skill development and retention was on the decline while absenteeism was on the rise
• Additionally, heavy management oversight was required to address behaviors, including extended breaks, productivity gaps, and safety concerns
The Solutions
• The 2nd Shift Manager attended the InsideOut Coaching™ Workshop and implemented the approach with his team
• He utilized the GROW® Model and other InsideOut concepts for performance conversations including annual reviews, corrective actions, attendance records, and career and leadership development
• The manager started a program of renewed focus on safety, teamwork, and communication
The Results
• The 2nd Shift productivity improved significantly with fewer unplanned stops and less waste
• The 2nd Shift outperformed the 1st Shift in several key metrics: Off Quality Comparison, Tile Run Efficiency, and Broadloom Runtime Efficiency
• 23 process improvements were submitted by 2nd Shift associates in 2014
• 0 medical accidents were reported during the 2nd shift in 2014
Related Posts
Why Coaching Culture Can Feel Harder Than It Actually Is
Fostering a Coaching Culture: It’s Easier Than It Sounds When most leaders hear the phrase “coaching culture,” they picture something
Why Virtual Work Makes Coaching Culture More Critical, Not Less
The Importance of Establishing a Coaching Culture in a Remote Working Environment Contrary to popular belief, remote and hybrid work