Supporting Alliances and Partnerships

The best alliances assemble a unique combination of skills and expertise to meet a particular challenge that is beyond the scope of a single company. However, preconceptions about work practices, projections about the nature of new bedfellows and cultural differences make this difficult. Clear contractual arrangements are only part of the solution - successful partnerships are equally dependent upon strong, mutually respectful relationships at all levels. SyCon-The Sporting Bodymind Group has worked throughout industry to ensure a creative blend of different work practices and a clear appreciation of abilities, making significant contributions to the effective working of some key business alliances and partnerships.

Supporting Alliance and Partnership Case Studies:

(a) Contract 102, Jubilee Line Extension (Civil Engineering) We designed and delivered two-day Partnering workshops, bringing together client and contractors to develop inter-personal skills, establish sound relationships and begin joint process improvement activities. A total of around 400 staff participated, ranging from the foremen to Directors.

We developed a two-day programme for groups of 12 to 18 participants to (i) ensure an understanding of an existing partnership agreement, (ii) develop team-work and (iii) provide the required skills and opportunities for staff to make substantive improvements to their working processes. Communication exercises in pairs and threes, small group discussions and whole group meetings were designed that allowed the participants to make contact with each other on a personal basis and develop a deeper understanding of the similarities and differences between them. As a result there emerged a sense of mutual dependence which developed into increased openness and co-operation between those involved. This provided the underpinning for small, mixed background teams to meet at regular intervals through the two day programme. They were provided with simple yet effective skills to manage their own meetings and identify and plan process improvements.

Outcomes:
Over sixty specific process improvement plans were developed and supported by interviews and meetings on-site. Their implementation led to a range of time and cost benefits as well as better quality and more timely information -"I get the information I need on time now" said one senior engineer. One authorisation process was reduced from seven to two days, engineers reduced by 60% the time they spent on administration, paperwork duplication between offices was reduced and planning improved by including the right people at the right time. Just as significantly, confrontational correspondence and telephone conversations were reduced leading to a better working atmosphere. The Project Director summed up "We would have been far worse off without the partnership programme"

(b) DART (Project Design and Civil Engineering) We were invited to join the DART support programme to work with a wide range of staff from seven companies, jointly involved in the refurbishment of the Devonport Dockyard in Plymouth. Our activities include facilitation of the central Alliance steering team, provision of alliance and team development workshops with project teams and coaching of senior managers. Of the three companies originally involved in the support programme, we alone have been retained to provide on-going support to the project.

(c) Terra Nova (Petro Chemicals) When relations between a key supplier and the rest of the partnership soured after an acrimonious financial dispute, we were asked to help re-establish open communication and trust. Senior players from each of three organisations participated in a facilitated workshop, the conclusion of which saw the project back on track. The results exceeded the expectations of all participants.

(d) COMET Copenhagen Metro (Construction and Civil Engineering) We have carried out a series of discrete programmes within the overall design and construction project. These began by helping the multi-national contractor team to reach an understanding of their different organisation's needs and agreement on shared values. We then worked with the contractor, the client, the client's consulting engineers and the architect to help resolve bottlenecks in the design approval process, caused by misunderstandings and lack of appreciation of other's abilities. This was supplemented by a programme with the contractor's design team. Most recently we designed and delivered a short workshop to help the entire project, client and contractors together, manage the transition brought about by a change of Project Director.

(e) Lucas Wiring Systems (Installation of new computer process controls) The implementation of a new computerised process control system required members of four business units from a range of locations to combine with supplier representatives to form a new joint implementation team. This team is tasked with developing and piloting the new system before dispersing to key business units in order to embed the new processes on the shop floor. We developed a two day programme to establish and build effective working relationships within the joint team and its sub-teams, provide common team-working skills and practices and allow teams to function optimally while members are based at different locations.

(f) Jaguar Paintshop (Manufacturing Engineering) The construction of a new £70 million paintshop was a critical step in preparing for the construction of Jaguar's new S Type saloon. Because of our previous work with the S type design team, we were asked to lead a programme that brought together key personnel from Jaguar, Ford and Durr, the suppliers of the paintshop. This workshop was credited with breaking down perceived barriers that threatened the successful completion of the project.

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