Action Learning Projects

ALP Briefing

• What is action learning?

• Why action learning?
• Expectations
• Successful execution
What is an ALP?

• Working on (real, important) business

problems (or opportunities) in (diverse, cross-
organisation) teams for development
purposes (to improve the business and
develop participants)

• Business-driven action approach

Why an ALP?

• Drive strategic change

• Transform the organization
• Accelerate business development
• Achieve business breakthroughs
• Develop leadership capabilities
Why an ALP?

• Opportunity to balance personal

development and organisational development
• Application of Middle-Management
Excellence Programme (MMEP) in the
workplace
 Why ALP?

• To demonstrate you can work on a specific

problem / challenge within Barloworld Equipment
• To demonstrate the ability to investigate a
specific problem or opportunity
 Why ALP?

• To identify possible alternative solutions and arrive

at a robust recommendation & action plan
• To demonstrate the ability to present a
professional management report
• To demonstrate the ability to design and conduct a
presentation to demonstrate the significance of the
project.
Expectations

• Full individual commitment

• Total team participation
• Narrow focus on topic, working broadly
across the organisation
Expectations

• Syndicate name and logo

• Team charter
• Scope out the ALP
• Research the ALP
• Literature review to support ALP
• Integrate MMEP Content
• Present ALP recommendations
Expectations:
Team Charter
· What is our purpose as a team?
· What are our specific objectives?
· What is the scope of our work?
· What is our strategy?
· How is the team organized?
· What expertise do we have/need on the team?
· What are our shared operating agreements for how we will work together?
· Who has what level of authority on the team?
· How will decisions be made?
· What is our schedule?
· What are our priorities?
· What are our success criteria and how will we monitor our progress?
· What resources do we have?
Timeline

• Team Charter: During Block 1 – March 2012

• Presentation Team Charter & ALP Scope: Block 2 – May 2012
• Final ALP Presentation: During Block 7 – May 2013
 Expectations
Syndicate expectations :
(specific times will be coordinated by Sue)

•Block 1: Assign project, set timeframes, roles and responsibilities

(Team Charter)
•ALP 1:Confirm technology, resources, roles and responsibilities
•ALP 4: Literature review of research
•ALP 7: Formulate research, review draft documentation and
presentation
•ALP 9: practice presentation
 2012 2013
Mar April May June July Aug Sept Oct Nov Dec Jan Feb Mar April May

Block 1

Block 2
CU CU CU CU

ALP 1 Block 3

ALP 2 ALP 3 Block 4

ALP 4 ALP 5 ALP 6 Block 5

ALP 7 Block 6

ALP 8 ALP 9 Block 7

Blocks Action Learning

Project Coach Update
 Expectations:
• A clear problem brief: Describe the problem in one
sentence:
• Why is solving this problem important to the the
organisation?
• How will you recognise progress on the problem?
• What difficulties do you anticipate?
• What are the benefits of solving this problem?
ALP Projects

15
 ALP projects

Parts support for EMP/MARC sites

How does the business improve the time taken for parts to get
to a EMP/MARC site? Look at a particular region, (i.e. Botswana)
and consider elements such as forecasting, transport, branch
efficiency, processing, standardisation, costings and come up
with a proposed solution.

Coach: Charni van den Heever

James Booyens: Info Tech Manager, Isando

Johan Fourie: Marine Manager, Namibia
Kasolo Bwalya :Sales Manager, Zambia
 ALP projects

Recruitment of Expats
Assess the current processes in place – recruitment, selection ,
remuneration, perks as well as what needs to be in place to
support the expatriate in effectively running the operation. Should
the processes be standardised or differ per site?

Coach: Izel Rost

Mmereki Rankapole: Assistant Sales Mgr, Construction, Isando

David Cookson : Service Manager, Cape Town
Paul Verwey: Mining Prod Mgr, Isando
Solange Lopes: Parts Operations Manager, Angola
ALP Projects

Value-chain
How can we make our machine value chain more profitable?
Consider each element of the value chain, the alternative
channels, and make recommendations accordingly. Look at time
spent on satisfying the customer, costs of servicing that
customer and total profitability. Demonstrate how to get the
right return with lower cost of coverage (without losing
business).
Coach: Andy Brough

Andre Steenkamp: Account Manager, Namibian Central Mines

Daphne Matjekane :SAP Analyst Developer, Isando
Freek Granville :Parts Manager, Kuruman
Germindo Ofice: Financial Accountant, Mozambique
Tahana Ndlovu : Senior Parts Manager, Isando
ALP Projects

The Impact of Safety

What is the impact to the business of our 8th value, ‘’Safety’’ on
productivity, cost, service, compliance and training
Coach: Helen Wilson

Orietta van Wyk: SAP Process Manager, Isando

Richard Mgoli: Sales Manager, DRC
Martin Niemand: Mining Prod Mgr, Middleburg
Dawie Nel: Financial Manager, Kuruman
ALP Projects

Great People Management

Using the current performance management model, evaluate
it’s effectiveness in the business. Consider all the elements
within the ‘’Great People Management’’ philosophy including
the effectiveness of the POP implementation.
Coach: Charni van den Heever

Christo Lotz: Account Manager, Venetia

Johan Wilke: Service Manager, Isando
Michelle Hill: Marketing, Isando
Nigel Turner: Parts Manager, Zambia
Urisha Moonilall: Financial Accountant, Boksburg
ALP Projects

Optimising EMP sites

How do we improve customer satisfaction and BWE profitability
for our EMP customers? Identify and confirm the critical
customer requirements and the critical business requirements.
Where are the gaps in achieving a win:win solution that drives a
lower cost/ton, and how do you propose a solution thereto?
Coach: Tienie Viljoen

Benoit Piret Manager, DRC

Hendrik De Wet Sales Manager, Kimberley
Mick Jeffrey Parts Manager, Middleburg
Shannon Grater Outbound Supply Chain Manager
Trevor van Wyk SAP Process Manager, Isando
ALP Projects

Optimising MARC sites

As leaders how do we manage the challenge of optimizing the
performance of a MARC site that is staffed with a relatively
inexperienced people? Being inexperienced, many team
members have limited operational insight but are expected to
be effective in an environment that requires strict adherence to
standard site processes, safety, health and environmental
standards and most importantly, the attentions of a demanding
customer. Further, the customer mind-set demands a contract
management culture, where there is strict measurement of
fleet reliability and performance at a guaranteed cost.
Coach: Andy Brough

Charles Malikongwa: Parts Manager, Botswana

Neville Govender: Service Support Manager, Isando
David Morris: Parts Operations Manager, Isando
 Evaluation Criteria
Business Opportunity 10

Business Case 25

Implementation plan 15

Integration of MMEP 25

Stakeholder 25
impression/Presentation
TOTAL 100
Successful Execution

• Clear purpose
• Clear assignment of roles and responsibilities
• Theory-practice integration
• Coach- Syndicate synergy
• Technology integration OCS
• Regular (timeous) communication with syndicate
• Regular communication with coach
• Lock step process
• Ongoing work towards final presentation