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A PERIODIC BULLETIN FROM LEGITIMATE LEADERSHIP

SPECIAL EDITION: THE AEL PROJECT

July 2015

AEL’s new plant achieves its promise through transformed leadership

When groundbreaking, world-first technology was applied in the first automated explosives detonator manufacturing plant in the South African mining industry, management learnt a trenchant lesson: that good leadership of the people who operated the new plant was as important or more important than the new technology.

The application of the Care and Growth framework helped to set the plant on the road to achieving its full potential through significantly improving the leadership of the people who worked in it.

In the early 2000s, South Africa’s largest manufacturer of explosives, African Explosives Limited (AEL), embarked on a project to replace its plus-100-year-old, labour-intensive detonator manufacturing plant with a completely new, automated plant, called ISAP (Initiating Systems Automated Plant), pictured below.

The new plant held the promise of large cost, productivity and quality gains. But for over five successive years after its commissioning, the gains had proved impossible to reach. Then, new senior leadership, with the help of consultants who could provide support in improving the leadership on the plant, became involved.

The project began in 2012 and Legitimate Leadership continues to work at the manufacturing facility. The project has been a foremost success for Legitimate Leadership, and a testimony to the value of the Care and Growth framework.

READ THE FULL CASE STUDY BY CLICKING HERE

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