Leicester FC, All Blacks, Pixar, and Brawn GP have shown us that the success of a project is the consequence of forming high-performance work teams, where the leader lays the foundations of a common culture, coherent structure, and continuous improvement to achieve exceptional results. 

• How do we apply these elements to our clients? 

In a project for a leading company in the mining industry, we achieved excellent productivity results by using these elements as a foundation for team work.  

With a production of 2,700 tons per month and the difficulties associated with an isolated geographical location, the organization was in a difficult position facing  no only a strong pressures for  short-term results but also  short term training and development of teams to improve long term results. 

To support them in improving productivity, we worked together with senior management to transform their teams into high-performance teams. Discipline andfluid communication, clear goals, and constant supervision marked the path to the new way of working. 

We worked for 3 months, implementing various initiatives that contributed to improving the team’s work practices. Among them, we designed a management panel where each operator recorded the main results of their shift; we defined weekly meeting instances in the operations area, and we conducted training sessions for maintenance and operations. 

This work was accompanied by measures focused on improving the culture and team development.  We requested the active involvement of senior management in the weekly meetings, recommended the departure of personnel who did not share the ideals of improvement, and instilled a sense of belonging in the operators. 

Even though the project’s focus was on the team work, these measures achieved immediate results in production, which increased by 50% compared to the months before the project. 

Additionally, shift changeover duration dropped from 90 to 30 minutes through continuous improvement philosophy; operators established new well-defined common standards, and supervisors were empowered to maintain control and continue improving processes. This also contributed to improving communication and the work environment at the plant, generating a sense of belonging and greater motivation. 

We invite you to apply these elements among your teams to revitalize  their work purpose and meaning , and to drive the pursuit of excellence in every step. You can start by applying these elements with some simple actions we show you below: 

1. COMMON CULTURE: 

Invent your own Haka. Create a pleasant work environment, enhance team-building initiatives (football matches, breakfasts, etc.), and establish regular interdepartmental meetings. 

2. CLEAR ROLES AND STRUCTURE: 

Look for your goal-scoring formation. Ensure that each team member is clear on the impact of their work. This will make them feel part of the team and give meaning to their daily activities. 

3. CONTINUOUS IMPROVEMENT: 

Develop your own “Toy Story.” Empower your team to express their opinions and ideas through brainstorming sessions, formal and informal interaction or feedback opportunities, and set a world-class goal and don’t stop until you achieve it. 

Publication prepared by Patrick Meynial, Partner; Franco Zambra, Project Leader; Pablo Rioja, Former Consultant