GSK Business Improvement – Global Change First Line Leaders
How do you lead a team of operators and achieve business improvement, when you’re only able to spend 1.5 hours on the factory floor each day?
This was exactly the challenge First Line Leaders in GSK’s Global Manufacturing and Supply business were facing.
FLL focus groups, interviews and quantitative data revealed:
- Excessive meeting attendance and admin tasks meant that FLLs spent as little as 5% of their time on the shop floor, leading teams.
- Over-sized teams: FLLs had up to 40 direct reports – over double the benchmarked recommendations.
- Inconsistent role definition and a lack of capability plans.
- Dwindling engagement and increasing attrition as FLLs felt over-worked and undervalued (reinforced by a growing number of FLL vacancies).
All the above were impacting performance. Business Improvement was needed.
It was time for Change.