Enhancing effectiveness and ensuring transfer of information between production line and management level is as clear as possible.

Development programme for supervisors. Faurecia is a major player in the global automotive industry, acting as the preferred partner of the world’s largest automakers.

The Brief

Faurecia is a major player in the global automotive industry. A leader in its four areas of business, the Group Headquarters are in France with sites in 34 countries. It is the preferred partner of the world’s largest automakers, which value its operational excellence and technological expertise.  Like many other automotive manufacturers, the Faurecia Plants at Mladá Boleslav and Tábor in the Czech Republic were looking for ways to enhance their effectiveness and make sure that the transfer of information between the production line and the management level was as clear as possible.  Internal education and training systems had to be set up to support a very complex production environment, as well as dealing with a wide range of different technical and professional backgrounds.

Our Solution

The programme was designed for the factory supervisors, a key group in the process of enabling effective and quality production. With each plant using different technical and organisational tools to ensure quality management and effectiveness, it was clear that a complex production mosaic needed to be taken into consideration. In order to fully implement these tools, it was crucial to influence the attitudes of everyone who was part of the production process.  Primeast’s answer to this complex situation was a developmental programme that focused, among other things, on the following areas: task ownership, leadership skills, teamwork, and competency development. The programme was attended by real teams from the production line and examined real everyday work issues.  The design was discussed in detail with the heads of the affected production lines, and sought to connect the internal tools of production management with appropriate behaviour and communication. Feeding back to the managers about the systemic problems discussed during the training was integral and a key success factor.

The Result

Better cohesion in the working teams fostered faster flows of information and faster responses to problems in the production process. Managers even considered using the core of the successful teams as part of the start-up for demanding new projects. Overall, these new principles of work have been so clearly helpful that they have now been accepted as part of the everyday culture of the factory, minimising the need for repetition of the programme.