Alignment and a Culture of Excellence

In operating large or multisite portfolios, there are significant resource constraints which result in limited or a misallocated application of financial and time investment; this in turn, provides either unanticipated or high risk results. I will guide session attendees through the process of developing a decision making model for initiative prioritization - whether it is capital works projects, maintenance activities, continuous improvement initiatives, or potentially the day to day routines already established. We will begin with the journey of defining operational context in the view of the customer, the levels of service and focus areas for maintenance teams and capital teams. It becomes challenging with fiscal constraints, and the charge to implement continuous improvement often doesn’t result in value; how do we prevent ourselves from reacting to the latest trend or quick solution? How do we identify everything that needs to happen vs everything we want to happen? Understanding where you are is key in being able to define how you get to where you want to be. However, prioritizing the purpose of what you do is paramount to focus efforts on activities which add value to not only the organization but the customer, and to form a strong culture of positive support for our people. The decision making model you use and the role as a facilitator amongst the varying stakeholders and opinions is key to achieving success.