The limited time available for HIC’s input on the project resulted in a tightly scheduled approach to devising and launching a solution based on accurate data tracking. Within the first few hours on site, the associate consultant had guided the management team in choosing what parameters to measure and therefore what the KPI tracker was going to show. Over the next week every operative across three shifts was briefed about what the new KPI tracker would display and how to fill in the new paperwork that comes with it. During these sessions two people on each shift were assigned to be data entry operators. They were trained to type the new performance data, type and amount of downtime, into the newly created KPI database. At the start of week two the team were ready to start collecting the downtime on the new paperwork and entering it in to the database for each shift. To ensure accuracy their first attempts were done collaboratively with the associate consultant, even the night shift had a face to face session. From there on the last four days of the project were spent getting the management team used to using the new performance displays to drive daily actions and help prove where they needed to focus their improvement efforts.