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CALLAGHAN - Coggle Diagram
1 - Develop the 'Callaghan Way'
1.4 SOPS
1.2 NCR tracking
1.1 Daily Huddles
1.5 - 5S
1.3 Lessons Learned
Anything else CE with to add to this for Adamstown?
1.6 Core competencies & training requirements
1.0 Project Kick-off / Set up
1.7 Culture (focus on people, quality, CI)
1.8 Focus on RFT, become 2nd nature
2 -Project RA / RM
2.1 Understanding CI
What it means to CE, their understanding and how they think it can be achieved / sustainted / improved.
What's the goal for CE? In 10 weeks to Adamstown project? By year end? In 12 months?
How are these goals achieved / managed / monitored? And how do they fit within overall CE Mission Statement
2.2 Leadership & commitment
KC and SLT; specific roles identified and agreed within SLT and Org (support) for implementation / roll out / monitoring / managing.
Resource commitment - people, time, tools (software, hardware, external support, etc.); regular 'check-ins' across organisation - when, where, who, frequency, etc.
Management system - traffic lights; response to issues.
2.4 Partnership / resources
Clerkking Consulting.
Time (per week per person; per month per Org / Team); Monetary; Software / Hardware - what is in place, what is required? (soft and hardware requirements will come out of this process).
2.5 Planning & execution
Getting from Current State to Future State
Establish current state
Agree on Future State, which this looks like (CE Vision?)
How projects are run (bid, set up, execution, close-out, review
Core competencies of staff (top to bottom) and what is required, i.e. gap analysis
How to address / close the gaps (time, investment, resources, impact on live projects, set-up and management of same, schedule, etc.
What have Elliots said they need for Adamstown?
Execution
training dates, content material, location, attendees
schedule (work R to L) from Adamstown kick off
milestones
PDCA loop
2.6 Design for successful implementation
FOUNDATIONS
PLANNING
CLERKIN CONSULTING ROLE
2.3 Policy, strategy & goal deployment
Policy - Alignment with CE Vision. Is current vision accurate?
Strategy - Will come from planning and execution element below (2.5)
Deployment - 2.4 - 2.6 below.
3 - Performance
3.1 Performance measurement frameworks
3.2 Assessment, audits, reviews
3.3 Benchmarking & change management
PROCESSES
4.1 Process management
4.2 Process re-design
4.3 QMS
4.4 Continuous Improvement
6 IMPLEMENTATION
6.1 Management of Change
6.2 Planning implementation of CI
6.3 Change curves & stages
6.4 Supporting the change and implementation
6.5 Sustaining improvement
PEOPLE
5.1 HRM
5.2 Culture thru Teamwork
5.3 Communication, innovation, learning
CE VISION
FROM NOTES IN CLERKIN DOCUMENT
FUTURE EXPECTATIONS
Develop & maintain personal connection with apprentices
Focus on local work
Team site review meetings
Continued focus on Quality
Plan for growth - visible & manageable
Ways of working, daily huddles, communication channels
Site structure
Investment in equipment for efficiency
Apprenticeship training program
Management training program
Improve review / mgmt of apprentices
Variety of work for apprentices
Types of projects - diversify
Lessons Learned & 'focused improvement' problem solving
What does success look like for CE?
Successful delivery of OpEx project?
Success on Adamstown project?
What are the CSF - Critical Success Factors?
Is there a Burning Platform?
To maintain the highest standards possible in relation to Health & Safety.
How to get to this level, sustain it? PDCA
To ensure all customers are brand ambassadors for Callaghan Electrical.
'We want CE to be on our next project' - how do you achieve this?
To retain our staff and attract experienced and apprentice staff when needed.
What is / will be the CE USP?
To ensure controlled and sustainable growth for the company.
What's the growth target, how will CE get there? Timeline? Revenue? Project type / size? Margin? Staff?
To have the best people, processes and technology in the market.
Any gaps in this that need to be filled / put in place for Adamstown
FROM NOTES IN CLERKIN DOCUMENT
ROLES & RESPONSIBILITIES
"LEAD & DIRECT"
Create clear communication between treams
Ensure your team is comfortable talking to you
Align resources & skills with appropriate job
Planning & schedule
Prioritise daily work plan / tasks
Assign works
Lead by example - punctuality, housekeeping, professionalism
Motivate your team
Develop a project / process plan to be followed for each job
Provide clarity on D2D roles / responsibilities
Provide clear instruction on how job is to be done
Develop a works manual that includes Lessons Learned
FROM NOTES IN CLERKIN DOCUMENT
TRAIN & DEVELOP
Take time to listen, ask what they want to learn
Be patient, work thru mistakes, knowing mistakes will happen
Develop social / personal relationships with team
Lead by example
Simplify what is required from your team
Team leaders to train apprentices
Apprentices exposed to variety of work, multi-skilling
Training on good housekeeping and materials storage
Drive a focus on minimising waste on materials, knowing what 'waste' looks like
Share knowledge with your team
Lead by example
Maintain positivity on the job
Show the team how to read wire diagrams - more and often
FROM NOTES IN CLERKIN DOCUMENT
REVIEW & FEEDBACK
Discuss issues on site with the team, review problems in real time
Encourage & recognise good work
Communicate to office / SLT in any issues with MC
Make snag lists available to everyone
Knowing timeframe of job, specific tasks, communicate progress to team
Debrief immediately after projects / before new projects
Collective team leads come together to review lessons learned
**FROM NOTES IN CLERKIN DOCUMENT
COMPLIANCE & CONSISTENCY
Ensure standards are maintained
Reduce risk and H&S on site
Everyone is aware of standards required
Be aware of new regulations
Ensure quality of work is maintained
Liaise with H&S Officer on site
Upskilling & continuous training with Elec regs
Ensure good referrals from Clients
Maintain high standards -appearance, housekeeping, PPE, vans
Consistent method of work - SOPs
H&S Compliance / LO procedures
Note on testing problems & snags
Review & follow RAMS
