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As well as coming across a bit like a drive-by shooting (where a central team assesses a team, gives them a rating, and then blasts them with *yet more* actions to do)
They ultimately focus teams throughout the business to work on the wrong actions at the wrong time, delivering few savings.
To my dismay, teams would get a better score – but did not work on the right problems at the right time, so didn't improve performance.
A VP of Business Excellence for a large multinational with over 30,000 employees recently confirmed that they recognised that:
Another organisation (with 32 facilities with world-class awards and over 120,000 employees) had to restart its improvement approach – at great expense – as it recognised that:
And during an Industry Week keynote presentation, another executive of a global industrial leader admitted that:
"...the organisation had spent *decades* applying random Kaizen improvement activities – before learning of a better approach."
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"We have improved our output across all areas of our manufacturing plant by over 50% and we are developing a culture of solving recurring problems at the right level - from senior management to operator."
Ewan Reed
Operations Director, Technip FMC
"Darren helped us modify our lean behaviour, resulting in performance figures of >20% OEE improvement, >99% delivery performance on time and in full (while maintaining zero defects) and, more importantly, the recognition of the customer."
Matt Appleton
UK Operations & Improvement Manager, MANN+HUMMEL LTD
"Applying these tools delivered step change on Waste elimination. The site reached +10% pts efficiency improvement, and Associate Engagement increased, resulting in operational excellence."
Gabor Szabo
Site Director, MARS Petcare
When I started in the business improvement space, I was overwhelmed and frustrated by all the improvement tools, jargon, different approaches and making change stick.
After spending years on every course and benchmarking visit that I could get my hands on, and hiring some of the best improvement experts from around the world, I realised that instead of consistently crushing performance goals, too many organisations and their teams were actually going backwards!
The more they tried to do, the less they got done.
I created this system to help leaders and managers in multi-site organisations like you create highly effective improvement cultures and skyrocket business performance.
Darren Walsh
Director & Coach of
Making Lean Work Ltd
Darren has been featured and quoted in industry-leading publications including The Independent, Lean Post, The Manufacturer, Planet Lean and at the Lean Enterprise Summit.
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