PRODUCTIVITY IMPROVEMENT – THROUGH A LEARNING CULTURE

In recent years, the Alumina industry has grasped the importance of ‘leading for productivity’. Leading for productivity is the realisation that technical changes and technical innovation are delivered by technical staff and teams only when they are motivated for contribution, motivated by leaders and motivated with recognition. Alumina industry leaders can take the process of productivity leadership to the next level by creating an environment that inspires teams to challenge each other, to trust each other and to support each other. Without an engaged team, and engaged team members, productivity improvements are difficult, and reliant on luck, rather than people power.

The technical, and safety elements, of the Bayer process requires a level of strategic thinking that is unlike most other industries and it requires a workforce that understands the business objectives and is engaged in contributing to their achievement. And, more than other industries, alumina is one where continual personal and professional growth is paramount to success, and one where leadership and learning are intrinsically linked. Learning leadership allows employees and teams to be engaged in the personal growth, and business productivity cycle.

Furthermore, learning leadership builds the courage to contribute. That courage ensures that teams develop the confidence to become competent at delivering real productivity improvements for the business. The objective of this submission is to unpack the psychology of learning leadership and the front line elements of leading technical teams.