Transformation Journey

Analysing your current state in order to develop improvement roadmaps which enable organisational ambition to be achieved.

We will diagnose your current state using models such as the Enterprise Excellence (EE Model), Lean Business or Shingo Model and develop solutions which drive the desired results in a sustainable way. We can also create a Bespoke plan based on specific organisational requirements.

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

Stability Improvement

Reactive Stability

We find that around 80% of organisations are in the Reactive Stability stage which means the performance is variable and processes are not in control as they might be. So the key in this stage is to work on some of the fundamental processes in the organisation.

Velocity Improvement

Proactive Velocity

As organisations mature, its about winning more business, looking after the life cycle of the assets of the organisation and developing products in a more effective way, so different processes need to be addressed at this stage.

Agility Improvement

Excellence Agility

A small number of organisations get into the Excellence Agility area. The very best organisations are the ones that join up the 3 areas with a clear vision, and it’s very much about a strong culture of improvement which is deeply inherent in the behaviour of all in the organisation.

Below are some company case study examples highlighting the benefits gained from their CI journey:

Assessing you needs

WWF CI Journey

Musgrave CI Journey

Suez CI Journey

Enterprise Excellence Model

The Enterprise Excellence Model is one of the diagnostic tools we use to assess your organisations maturity in terms of CI, and use different sections of the model in order to implement your bespoke programme.

What does each section of the model mean?

Each section of the model is broken down into its respective section below:

centre part of Enterprise Excellence model

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

ENterprise Excellence Model
Enterprise Excellence Model
align section of the enterprise excellence model

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.

purpose section of the enterprise excellence model

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.

engage section of the enterprise excellence model

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.

Process section of the enterprise excellence model

We operate the value adding elements of the organisation at their optimum, ensuring both current and future customer demand can be satisfied

improve section of the enterprise excellence model

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.

People section of the enterprise excellence model

We develop people in order to enable them to reach their full potential whilst satisfying the current and future needs of the organisation.

Lean Business Model

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.

Lean Business Model
Lean Iceberg Model
Staying Lean Thriving Not Just Surviving book cover

What does each section of the Lean Business Model do?

LMB Strategy Deployment

The vision goals and strategy are clearly communicated throughout the organisation with key measurement targets and activities appropriately deployed

Improvement is managed through processes and value streams to deliver outstanding customer value with minimum bureaucracy and waste.

Accountabilities are clear at all levels and leaders develop their team in an environment where they can realise people potential.

LBM Tools and Techniques

The organisation has a daily habit of CI that uses simple visual tools & techniques that have been chosen and adapted for effective use

LBM Extended Enterprises

The organisation develops integrated strategies and trusting relationships with the best external partners to deliver customer value & eliminate waste across the boundaries between organisations.

Prof. Peter Hines talks you through the Lean Business Model approach to CI

S A Partners are licensed affiliates of the Shingo Institute. Organisations who adopt the Shingo approach derive many benefits in doing so, and S A Partners can help you implement this approach successfully. As an affiliate we are accredited to deliver the 5 Shingo courses and can offer assessments and support to organisations wishing to challenge for the Shingo Prize.

Visit the Shingo Assessment page for more information on how we do this, and click on each of the round icons below to find out more about each course.

Shingo Discover Excellence principles and models

The 5 Shingo courses run by S A Partners are below:

shingo discover excellence logo
Shingo Cultural Enablers logo
shingo continuous improvement logo
Shingo Enterprise Alignment logo
Shigo Build Excellence logo

Shingo & Bridging the gap

Shingo candidates feedback

In addition to Lean Business Model, Shingo and Enterprise Excellence assessments, S A Partners can create bespoke models for our Clients.

We blend the features of our models with the specific needs of your organisations, thus creating assessments that are capable of identifying the key features required for organisational success. This approach has been adopted by many of our current and past clients such Dwr Cymru (Welsh Water), Inalfa Roof Systems, Panalpina, Wartsila, Metso and Commonwealth Bank of Australia.

In addition to this, the framework has been adopted as a supply chain improvement model within food manufacture and a benchmarking tool for local government.

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