Increasing chemical production output is hard enough. But you also have to do this without compromising employee safety. And the change has to be sustainable. It is difficult. And yet we do it for our clients every day. And the results last.
Do you need to reduce your outage downtimes?
Do you need to improve maintenance effectiveness in a challenging environment?
Do you need to improve formulation and supply?
Do you need to improve your throughput, while maintaining and reporting on health and safety?
Do you need to engage your highly skilled workforce to manage your advanced equipment efficiently?
This is what we do.
And we do it by focusing on your people. Ensuring everyone understands the systems, processes and control and why they exist. As we work together with the people doing the work we uncover processes that are not required or can be fixed to save lost time. Simple fixes costing a few dollars can save minutes here and there saving thousands of dollars over the year. Fixing the frustrations of the people means more engagement from the team and a better work culture.
We design, implement and accelerate operational and digital transformation through people. We partner with organizations to solve strategically important problems that impede top-line growth or bottom-line results.
This allows us to create new capabilities and harness the power of your people to build an engaged culture, turbocharge leadership behaviors, and implement improved operating models.
Through collaboration with your front-line supervision, your middle management, and your senior executives, we fully implement solutions that transform your operations - the way you and your people do business.
The Proudfoot team delivered 180 sessions underground for the overseers, foremen, shift and production managers to clarify procedures, boost essential skills and performance improved as a result.
We expected Proudfoot to mesh well with our culture, just not this fast.
One other critical tool provided by Proudfoot was sales team coaching. We have had sales training for years yet were never assured that the techniques were translated into behavior in the field. Proudfoot worked diligently with our managers to train them as coaches and these lessons are now a routine part of our culture.
Reducing Absenteeism: A global company that produces industrial chemicals used in fertilizers had ambitious growth plans. With the market buoyant and demand strong, the CEO sought to deliver the volume uplift from the UK operations through a five-year plan targeted to double output within three years.
Organizing Sales Teams: Bayer Crop Science in Brazil was the result of a merger. Previous efforts to install a strategic plan nationwide were unsatisfactory. They also needed to meet mandatory cost reductions while uncertain economic trends in Europe and North America were impacting growth in Brazil.
Fertilizer Turnaround: This North American fertilizer manufacturer struggled with inconsistent shutdown practices across four different job sites. To remedy this problem, the CEO was determined to roll out a cross-functional and scalable life cycle format to avoid lengthy turnaround times that were draining the company’s bottom line.