The Enterprise Excellence Model is a key diagnostic tool created to assess your organisational maturity. Each section of the model is assessed in order to conduct a thorough diagnostic of your current state, and create a roadmap that enables you to realise your future goals.
Below are the different levels of maturity that we use as an assessment criteria.
The vision goals and strategy are clearly communicated throughout the organisation with key measurement targets and activities appropriately deployed.
LEADERS
Cannot focus on the future as they become involved in operational issues.
MANAGERS
Line in the world of chaos, firefighting, and frustration.
ASSOCIATES
Always reworking, no consistency, poor engagement and involvement.
LEADERS
Can plan for a better future.
MANAGERS
Deliver what they are accountable for and improve what they do.
ASSOCIATES
Perform work in line with standards and become involved in what they do.
LEADERS
Continually plan for an improved culture.
MANAGERS
Innovate and develop what they do.
ASSOCIATES
Continually deliver and develop what they do.
Below are some company case study examples highlighting the benefits gained from their CI journey:
In order to deliver sustained and measurable results, our Delivery Model comprises Improvement Roadmaps, Leadership Development Programme, Systems Consulting and Improvement Coach Programme, balances the essential elements required to achieve sustainable results.
Simultaneously working with leaders, identifying improvement goals, equipping teams with problem solving skills, all within a robust programme governance, enable both organisations and individuals to maximise their potential.
The video below explains each section:
The Delivery Model: Programme Governance, Leadership, Systems & Improvement
Programme Governance provides a framework for high level resource and programme management, it ensures resources are used at their optimum, balancing the elements of ‘Together, the power to improve’. It also provides a framework for the delivery of a range of both enabling and tangible benefits, and for high level resource and programme management.
It also provides a visualisation of progress and a forum for discussion.
What does each section of the Programme Governance framework do?
It identifies the purpose of the programme, and how people will work together to deliver it.
It quantifies the benefits of the programme and how data will be gathered to monitor progress.
It creates the programme governance structure to ensure appropriate resources are available to deliver the benefits.
It is essential we balance the programme, developing system features that lead continuous improvement and coaches to deliver benefits with work teams.
To that end it’s important we have the right mix of skills throughout the organisation, if not there is an imbalance in the programme which prevents CI from being implemented successfully and sustainably.
Below is an example of some typical imbalances in organisations:
Great training but nowhere to practice the skills.
Great deployment and leadership training, but no-one knows how to improve findings.
We left the middle managers out of the process.
The chosen few do everything, the front line are not engaged.
Leaders are not engaged in the process.
The Enterprise Excellence Model is one of the diagnostic tools we use to assess your organisations maturity. Each section of the model is assessed in order to conduct a thorough diagnistic of your current state, and create a roadmap that enables you to realise your future goals.
What does each section of the model mean?
Each section of the model is broken down into its respective section below:
CUSTOMER RESULTS
We understand the current and future needs of both our internal and external customers. We consider customers in the wider context- shareholders, employees, the environment, paying customers etc
ENGAGE
We take the current and future state of the organisation and translate these into ideal behaviours so each individual is aware of how their actions contribute to success.
PURPOSE
We take the needs of the customers and translate them into organisational strategy formation, identifying how we need to manage today and work towards tomorrow.
ALIGN
We take the current and future needs of the organisation and translate these into goals so each individual is aware of how they make a contribution.
PEOPLE
We develop people in order to enable them to reach their full potential whilst satisfying the current and future needs of the organisation.
IMPROVE
We develop improvement systems throughout the organisation to enable the people to continually improve the process whilst developing capability to meet current and future needs.
PROCESS
We operate the value adding elements of the organisation at their optimum, ensuring both current and future customer demand can be satisfied
The Lean Business Model is a diagnostic framework and implementation model that helps us assess where you are, and that then enables sustained organisational success. Combined with the iceberg model it develops the core thinking of the Shingo Prize winning book, Staying Lean, Thriving not just Surviving.
Strategy Deployment
The vision goals and strategy are clearly communicated throughout the organisation with key measurement targets and activities appropriately deployed
Value Stream Management
Improvement is managed through processes and value streams to deliver outstanding customer value with minimum bureaucracy and waste.
People Enabled Processes
Accountabilities are clear at all levels and leaders develop their team in an environment where they can realise people potential.
Extended Enterprise
The organisation develops integrated strategies and trusting relationships with the best external partners to deliver customer value & eliminate waste across the boundaries between organisations.
Tools & Techniques
The organisation has a daily habit of CI that uses simple visual tools & techniques that have been chosen and adapted for effective use
