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“Silo thinking” eradicated in Malaysian-Singaporean petrochemicals plant A Malaysian-Singaporean continuous-flow petrochemical plant faced cultural and systematic inefficiency and safety problems. In this 1,500-person facility, the 500 support staff were not providing the level of service required. Internal departments had been acting as separate silos and were not cooperating. Individual staff were being punished if they took unauthorised initiatives to deliver support over and above a minimum level. Salzer Consulting assisted the plant to significantly increase efficiency and inter-departmental cooperation through the eradication of “silo thinking”. Senior management faced up to endemic problems and started to address issues which had been placed in the “too hard basket” for years. As a result, they received funding for the re-financing of the facility. The departments identified for attention were Maintenance, Purchasing, HR, IT, Accounting and Planning. Salzer Consulting facilitated a Feasibility Study which identified all processes and individuals that were fostering these attitudes. A Behaviour Change Program was designed to overcome all these problems. Cultural problems were addressed by re-allocating some executives and introducing Salzer Consulting’s Behaviour Change Program. The system and process problems were addressed by lowering the barriers to information flow on the SAP system and by re-engineering specific processes. Younger managers and engineers were able to become more deeply involved in decision-making, which resolved the company’s staff retention problems. For more information on how Salzer Consulting can help your business, please contact us. |
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