Operational Performance Improvement (OPI) Coach Capability Development
Operational Performance Improvement (OPI) Coach Development Manager, Siam City Cement Public Company Limited
After coaching frontline employees on bottom-up initiatives and receiving successful outcomes, coaches with Siam City Cement Public Company Limited honed their expertise, coaching skills, and leadership competencies. Focusing on a behavior change of frontline employees by building a sense of ownership and turning their day-to-day work into process improvement became a short-term business result of this practice. Frontline employees were coached to generate process improvement ideas that were proposed to upper management, and projects were prioritized for implementation. Between 2014-2018, 835 projects were implemented.
In recent years, numerous factors such as intense market competition, the increase in competitors’ production capacity, and a drop in selling prices have affected the building of talent in this industry. To improve performance and close the gap on hitting targets, the company held focus groups with frontline employees and supervisors to find out how they could be better supported. It was determined that there was a lack of ownership of top-down projects and skillsets. That determination led to the creation of the Operational Performance Improvement (OPI) coach initiative. With buy-in from senior leadership and overseen by the HR development team, the practice aimed to sustain the continuous improvement of organizational and employee performance. To achieve a successful development journey and these business outcomes, a three-process framework was implemented:
- OPI coach nomination and establishment
- accelerated development journey and project driving
- promotion process for sustainability.
With this practice in place, the company has seen increased productivity, an increase in the talent pool, and increased employee engagement. Thanks to this low-cost investment, there’s been a 0 percent turnover rate among coaches since 2013, and after two years in the coach role, all 16 coaches between 2014-2018 were promoted to a middle management level.