2. Strategic Asset Management Inc. (SAMI), founded in 1996, has
spent many years researching the Performance Culture
The Performance Culture model has since proven to have a
remarkable capacity to:
Identify obstructive issues
Implement sustainable improvements, and
Provide significant financial returns for those companies that utilize it
This presentation describes why the Performance Culture may
be the answer to your organizations issues
Creating the Performance Culture
3. The
Performance Culture
A proprietary series of models, tools and
methodologies launched in 2012 that provides a
unique approach to organizational improvement
The specific path to Performance Culture varies
for each company but typically includes:
Organizational alignment initiatives
Personnel development
Efficiency enhancements
Optimized cost structures
Increased production volumes
Benefits of a Performance Culture include:
Enhanced productivity
A motivated workforce
Higher employee satisfaction
Improved asset reliability
Reduced waste
Increased efficiencies
A safer work environment
…and an excellent Financial Return
4. The Performance
Culture Rationale
You must first understand the
drivers of your Company’s
performance…
Performance Causes
Performance ResultsBEHAVIORS
• Leadership
• Training & Development
• Communication
• Performance Management
PRACTICES
• Business Processes
• Work Management
Processes
• Production Processes
• Work Methods
EQUIPMENT
AVAILABILITY
• Preventive and Predictive
Maintenance
• Tools (RCM, RCA,
Statistical Analysis)
• Equipment Condition
• Focused Reliability
Improvement
PRODUCTION
RELIABILITY
• Process Control
• Loss Mapping
• Predictable Supply
Chain
“Fixing your Performance Causes (Behaviors & Practices) is
the ONLY way to sustainably improve your Performance
Results (Equipment Availably & Production Reliability)!”
5. Performance Culture Domains
Purpose, People , Predictability ,
Performance
Enabling domains (Purpose and People)
focus on leadership and organizational
development
Benefit domains (Predictability and
Performance) focus on elements which
drive the financial results of the enterprise
Performance Culture Model
The 4 Domains:
Performance, People
Predictability, Purpose
7. Keys activities to
creating a Performance
Culture
1. Baseline Evaluation
2. Design and Definition
3. Behavioral Coaching
4. Information Management
8. Baseline Evaluation
Purpose - to understand the magnitude
of the financial opportunity and the
specific gaps
Approach - data-driven evaluation
performed to focus on the current
execution of business processes,
supporting behaviors, and overall
performance
Outcomes - definition of the stable
cultural state and resulting levels of
performance
10. Design & Definition
Purpose - design detailed business
processes and define the supporting
behaviors required to sustain a new level
of performance
Approach – engage the organization to
develop ownership of the changes
Outcomes
enhanced business processes
recognition of functional
interdependencies
defined measurement and reporting
understanding of new behaviors, and
recognition that new performance levels
are achievable
12. Behavioral Coaching
The journey to sustainable behavioral
change is a function of time, discipline
and leadership
Purpose – embed the new processes and
behaviors
Approach - coaching begins with
specific and detailed training on the new
behaviors and the respective business
processes
Outcomes – new levels of sustainable
performance
14. Information Management
Organizations need comprehensive
information management systems to
understand performance variations
Purpose – install adequate information
management systems
Approach – define processes and
behaviors and configure supporting IM
accordingly
Outcomes – timely information available
to manage continuous improvement
Critical aspect of implementation -
measurement of behaviors and
sustainability gaps
15. APEX™ Performance Tracker
PERFORMANCE
CULTURE
0 6
6
0
X=PERFORMANCE METRICS
Y=BEHAVIORS
HIGH
PERFORMANCE
LOW
PERFORMANCE
UNSUSTAINABLE
SUSTAINABLE
ASSET 1
ASSET 2
Quarter 1
Quarter 2
Quarter 3
Quarter 4
A SAMI Proprietary Tool Tracks Behaviors and Key
Performance Indicators
Focuses on Desired Behaviors
Measures Functional Behaviors
Measures Key Performance Indicators
Trends Performance Levels Over Time
Measures Sustainability of Culture Change
APEX™ Tracks
Behaviors &
KPIs
16. Benefits of the
Performance
Culture
Benefits of the Performance
Culture
Systemically Improved Production and Loss
Reduction
High Equipment Availability
Reduced Waste and Expense
High Product Quality
Predictable Production Levels
Intimate Knowledge of Process and
Equipment Condition
High Levels of Ownership, Accountability and
Cooperation
Minimized Conflicts Among Competing
Interests
Safe, Satisfying and Productive Work
Environment
17. Sequence of Performance Culture Creation
Process
Conduct PC
Evaluation
Score PC
Evaluation
Determine
Gaps
Develop Gap
Closure Plans
Execute Gap
Closure Plans Coach
Performance
Improvements
Re-Evaluate
18. Why Does This Approach Work?
Fully aligned executive and operating leadership
Operating leadership designs and owns the plan—
SAMI facilitates development and execution
Business case is so strong, this becomes number
one initiative for many engagements
Other pre-existing initiatives often get combined
into project
SAP WMS
Integrated Planning
Behavior-Based Safety
Contractor Management
Maintenance Work Management
System reliability engineering
Engages everyone from Top Management to the
Shop Floor
An Approach
that Really does
Work
19. Your only path to sustainable
performance improvement is by
focusing on your behaviors and
processes, which are the causes
that drive performance!
The challenges of implementing
the Performance Culture are
many and difficult, but the
benefits are well worth the effort
Conclusion