A national oil company had two identical process facilities located approximately five kilometres apart- Plant A and Plant B. The client initiated a value improvement programme (VIP) with KBC assistance, starting at Plant A. While the overall VIP at Plant A was successful, a team studied the lessons learnt from the exercise, and they decided to address some of the behavioural aspects of the change initiative as part of the scope of the VIP at Plant B. Specific actions were identified and implemented, beginning with a management alignment workshop, which communicated the importance of the programme to overall future operations. The initiatives included delineating roles and responsibilities and reinforcing senior executive support for the programme. Other efforts designed to support the desired behaviours (such as the rewards and incentives) cascaded from the initial alignment workshop.
Both initiatives were successful; however, the realised profit at Plant B was in excess of 100 percent greater than Plant A. Regardless of geography or type of work, a key enabler to implementing and sustaining improvement opportunities is addressing potential behavioural barriers or issues as part of the overall process. Having the ability to offer behavioural and organisational solutions places KBC at a distinct competitive advantage above other competitors, and this assists us in addressing one of our clients' primary concerns: effectively implementing and sustaining improvement opportunities after they have identified.