The Lean Tech Manifesto

Join us for this one-hour interactive Webinar where we will learn about Fabrice Bernhard’s new book “The Lean Tech Manifesto”

Whether you’re a production manager or CEO, The Lean Tech Manifesto provides what you need to dramatically improve operations and get ahead of the competition. This groundbreaking book written by the celebrated leaders of Theodo shows how to combine Lean strategy with the speed and scale of digital for optimal efficiency. You’ll learn how to:

● Create a culture of problem solving and knowledge sharing
● Scale-up – even when faced by a major increase in demand
● Deploy faster implementation
● Measure client satisfaction
● Improve teamwork between product, devs, and ops
● Recruit good developers – and keep them!

Shingo Forum – Katie Anderson Full Recording

In our monthly networking group, we talk with Shingo Publication Award-winning author Katie Anderson about her book Learning to Lead, Leading to Learn. Hosted by Dr Keivan Zokaei

From Concept to Reality: How to Build Your Own Learning Academy

Join us for our 1 hour interactive webinar focused on developing your own Learning Academy.  Drawing from our extensive 30 year experience in assisting organizations in establishing successful academies, we will delve into the intricate process of crafting a learning academy that not only imparts technical expertise but also cultivates the essential leadership and change skills vital for driving business transformation and sustainable enterprise excellence.

Our expertise lies in guiding you through the nuances of building an academy that delivers tangible results, equipping your teams with both the capability and confidence they need to thrive in today’s dynamic landscape. Join us as we explore how a well-designed Academy can not only engage and empower your teams to drive improvement, but how with the right alignment it can serve as a engine to enable strategic transformation.

Lean Management System – LEVEL 1 – Japan Study Tour

23 November – 1 December 2024

Due to new restrictions we can advise on flights but not book on your behalf, pricing has been adjusted accordingly. DO not book flights until we have confirmed the training.

Join the leading Lean Training Programme in Japan this November for an experience of a lifetime.

We are proud to offer you this unique opportunity to gain practical knowledge and experience studying with Toyota gurus for one whole week in Japan.

The Lean Management System study tour covers a comprehensive view of Lean leadership and the Lean Production System. The tour provides you with an opportunity to study in Toyota’s own training centre with direct access to Toyota trainers and Toyota  production facilities.

This is a once in a lifetime opportunity to boost your leadership and management skills by learning from the very best in the world. You will also obtain your Certificate directly from Toyota. We have created a study week that combines intense learning with both fun and cultural immersion!

Understand Why and How to use LEAN

This Study Tour will provide you with a deep understanding of how to make the best use of Lean. This is a unique opportunity to visit Japan, Toyota, and some of their suppliers to train in Lean through seminars, Gemba visits, and participating in practical training at Toyota’s own training facility. The objective is to dig deep into the WHAT, WHY and HOW of Lean Thinking. What are the elements needed to run a successful Lean system? Why is it so popular in current thinking and How can it influence your own organization and support growth.

By understanding  the whole lean management system you will get an insight into what these leading Japanese companies are doing to compete in today’s fast changing environment.

You will learn to identify the tools and elements of Lean Methodology that can be applied to your own business to support profitable growth. The week in Japan will also provide an insight into Japanese culture and values.

Study Tour Package Includes:

  • Workshops and seminars
  • Study visits
  • Hotel Accommodation for the entire duration of the study visit
  • Local transfers in Japan
  • Full board Sunday – Friday
  • Farewell dinner

Costs & To Book

  • £6,500 plus VAT, due to new restrictions we can advise on flights but not book on your behalf, pricing has been adjusted accordingly.
  • Onsite Host Companies: 10% Discount on all Bookings
  • Group Discount: 10% Discount on 4 or more places

Need Help or Advice?

To book or for more Information:

For full terms and conditions and for details of our Company Insurance Policy please do contact us.

Any questions regarding the training, the travel to or within Japan – please do give us a call on +44 (0) 23 9246 8978.

The study tour is being delivered by SA Partners LLP and Onsite Insights in partnership with C2U Group.

The training week will provide an invaluable insight into lean thinking. You will see it in action at Toyota and other leading-edge companies, where it originated and has matured over the last 100 years.

Learn the original thinking directly from former senior executives at Gifu Autobody, a Toyota-owned minivan manufacturer.  The Japanese sensei’s

(guru’s) will only teach based on real experience.

Time will be divided between the classroom, Gemba and practical workshops. The tour starts in the Nagoya region and ends in Tokyo, going from countryside to one of the largest cities in the world.

Day 1
Departure Europe

We depart from Europe and fly to Nagoya, Japan.

Day 2
Arrival and Tour Opening

Pick up/arrival in Nagoya and since it is a Sunday, we will take the opportunity to recover from jet lag and relax after the long flight by visiting the Toyota Commemorative Museum of Industry and Technology where we also will have lunch. In the museum we can follow the Japanese industrial history from looms to robotics. After the visit we take the bus to travel to the destination of
the day, Kakamigahara, where we will stay until Friday. The day ends
with a common dinner and introduction of the week.

Day 3
Classroom Training

The first day of training introduces the Production System by our host for the week. A Japanese senior manager will lead us through Toyota Production System from a manager perspective. From values, mindset to specific tools and methods. This session will prepare the group in what we can expect from the study visits, from the practice and from the following sessions. Your overall
picture of the production system will be confirmed or completed. In the afternoon we go for a first study visit, guided by our sensei. Q&A.
Group dinner will follow.

Day 4
Plant Tour and more Training

Next day, we continue to dig deeper into aspects of the production system and the Toyota way of managing and leading. How are all the puzzle pieces connected? How is Kaizen work organized and performed? Etc. After lunch, we go for another study visit and if time allows, we will also end with a visit to a traditional knife maker. Group dinner will follow.

Day 5
Training

The fifth day we spend in the Training Center where Toyota train their own people. We will increase our knowledge of Kanban when the group take part in a Kanban Role Play and we will train in how to perform a productivity improvement task following the Toyota methods. Group dinner will follow.

Day 6
Study Visit and further Training

The sixth day will start with a study visit before spending the rest of the day with a final Q&A and concluding the learnings for the week. Presentation by all participants. Followed by our group dinner.

Day 7
Conclusion

The last day ends with a study visit. We do final reflections before we board the bullet train that will take us to Tokyo. Free evening in Tokyo.

Day 8
Sightseeing Day in Tokyo

You will end the tour with a Free day in Tokyo where we will support you with travel advice and sightseeing recommendations. This will be followed up by a team farewell dinner.

Day 9
Departure from Tokyo

We have an extensive network of world class companies and for more than 10 years have been bringing managers to Japan. Our host sites embody World Class Manufacturing and include:

  • Toyota Motors
  • Denso
  • Calbee Foods
  • Asahi Breweries
  • Sekisui Heim
  • Gifu Autobody
  • Nissan Motors
  • Ishii Food Corp.
  • Asahi Motors
  • Mitsubishi Electric
  • Mazak
  • Pfizer
  • UD Trucks
  • Honda
  • Yamaha Marine
  • Mizawa Home
  • Suzuki
  • Isuzu Tokai

To find out more, you can email Ailsa Carson.

Lean Management System – LEVEL 1 – Japan Study Tour – Supply Chain

14 – 22 September 2024

Due to new restrictions we can advise on flights but not book on your behalf, pricing has been adjusted accordingly. Do not book flights until we have confirmed the training .

Join the leading Lean Training Programme in Japan this September for an experience of a lifetime.

We are proud to offer you this unique opportunity to gain practical knowledge and experience studying with Toyota gurus for one whole week in Japan.

Companies all over the world are facing the same challenges with increased material scarcity, increased freight prices, complex demand forecasting, etc. A major topic this week will thus be Supply Chain – how is Toyota working with both internal logistics and with its supplier network, staging bases and distribution centers to optimize their supply chains?

The Lean Management System study tour covers a comprehensive view of Lean leadership and the Lean Production System. The tour provides you with an opportunity to study in Toyota’s own training centre with direct access to Toyota trainers and Toyota  production facilities.

This is a once in a lifetime opportunity to boost your leadership and management skills by learning from the very best in the world. You will also obtain your Certificate directly from Toyota. We have created a study week that combines intense learning with both fun and cultural immersion!

Understand Why and How to use LEAN

This Study Tour will provide you with a deep understanding of how to make the best use of Lean. This is a unique opportunity to visit Japan, Toyota, and some of their suppliers to train in Lean through seminars, Gemba visits, and participating in practical training at Toyota’s own training facility. The objective is to dig deep into the WHAT, WHY and HOW of Lean Thinking. What are the elements needed to run a successful Lean system? Why is it so popular in current thinking and How can it influence your own organization and support growth.

By understanding  the whole lean management system you will get an insight into what these leading Japanese companies are doing to compete in today’s fast changing environment.

You will learn to identify the tools and elements of Lean Methodology that can be applied to your own business to support profitable growth. The week in Japan will also provide an insight into Japanese culture and values.

Study Tour Package Includes:

  • Workshops and seminars
  • Study visits
  • Hotel Accommodation for the entire duration of the study visit
  • Local transfers in Japan
  • Full board Sunday – Friday
  • Farewell dinner

Costs & To Book

  • £6,500 plus VAT, due to new restrictions we can advise on flights but not book on your behalf, pricing has been adjusted accordingly.
  • Onsite Host Companies: 10% Discount on all Bookings
  • Group Discount: 10% Discount on 4 or more places

Need Help or Advice?

To book or for more Information:

For full terms and conditions and for details of our Company Insurance Policy please do contact us.

Any questions regarding the training, the travel to or within Japan – please do give us a call on +44 (0) 23 9246 8978.

The study tour is being delivered by SA Partners LLP and Onsite Insights in partnership with C2U Group.

The training week will provide an invaluable insight into lean thinking. You will see it in action at Toyota and other leading-edge companies, where it originated and has matured over the last 100 years.

Learn the original thinking directly from former senior executives at Gifu Autobody, a Toyota-owned minivan manufacturer.  The Japanese sensei’s

(guru’s) will only teach based on real experience.

Time will be divided between the classroom, Gemba and practical workshops. The tour starts in the Nagoya region and ends in Tokyo, going from countryside to one of the largest cities in the world.

Day 1
Departure Europe

We depart from Europe and fly to Nagoya, Japan.

Day 2
Arrival and Tour Opening

Pick up/arrival in Nagoya and since it is a Sunday, we will take the opportunity to recover from jet lag and relax after the long flight by visiting the Toyota Commemorative Museum of Industry and Technology where we also will have lunch. In the museum we can follow the Japanese industrial history from looms to robotics. After the visit we take the bus to travel to the destination of
the day, Kakamigahara, where we will stay until Friday. The day ends
with a common dinner and introduction of the week.

Day 3
Classroom Training

The first day of training introduces the Production System by our host for the week. A Japanese senior manager will lead us through Toyota Production System from a manager perspective. From values, mindset to specific tools and methods. This session will prepare the group in what we can expect from the study visits, from the practice and from the following sessions. Your overall
picture of the production system will be confirmed or completed. In the afternoon we go for a first study visit, guided by our sensei. Q&A.
Group dinner will follow.

Day 4
Plant Tour and more Training

Next day, we continue to dig deeper into aspects of the production system and the Toyota way of managing and leading. How are all the puzzle pieces connected? How is Kaizen work organized and performed? Etc. After lunch, we go for another study visit and if time allows, we will also end with a visit to a traditional knife maker. Group dinner will follow.

Day 5
Training

The fifth day we spend in the Training Center where Toyota train their own people. We will increase our knowledge of Kanban when the group take part in a Kanban Role Play and we will train in how to perform a productivity improvement task following the Toyota methods. Group dinner will follow.

Day 6
Study Visit and further Training

The sixth day will start with a study visit before spending the rest of the day with a final Q&A and concluding the learnings for the week. Presentation by all participants. Followed by our group dinner.

Day 7
Conclusion

The last day ends with a study visit. We do final reflections before we board the bullet train that will take us to Tokyo. Free evening in Tokyo.

Day 8
Sightseeing Day in Tokyo

You will end the tour with a Free day in Tokyo where we will support you with travel advice and sightseeing recommendations. This will be followed up by a team farewell dinner.

Day 9
Departure from Tokyo

We have an extensive network of world class companies and for more than 10 years have been bringing managers to Japan. Our host sites embody World Class Manufacturing and include:

  • Toyota Motors
  • Denso
  • Calbee Foods
  • Asahi Breweries
  • Sekisui Heim
  • Gifu Autobody
  • Nissan Motors
  • Ishii Food Corp.
  • Asahi Motors
  • Mitsubishi Electric
  • Mazak
  • Pfizer
  • UD Trucks
  • Honda
  • Yamaha Marine
  • Mizawa Home
  • Suzuki
  • Isuzu Tokai

To find out more, you can email Ailsa Carson.

Developing Leadership Agility

by Dr. Bryan Cutliff FACHE
Leaders today engage in many diverse and complex activities and face a new set of challenges requiring agility.

These could span from accepting new roles and responsibilities to taking organizations to new heights, to navigating tremendous internal and external pressures to adopt new ways of thinking around diversity, equity, and inclusion, or directing the efforts of an organization to divest parts of itself to
make space for a new venture.
In each of these circumstances, leaders might find themselves in situations where the problem’s solution is not easily obtained and is often elusive. Solving them will require the leader’s dedication, perseverance, grit, and personal purpose to motivate themselves and others to engage in the work ahead.

In 2009, Ronald Heifetz, Alexandar Grashow, and Marty Linksy (leading authors in the space of Adaptive Leadership) suggested that the challenges the world faces today, “are not amenable to authoritative expertise, although people might hope that if the right subject matter expert could only be found, these problems would be solved. These are what we call adaptive challenges, gaps generated by bold aspirations amid challenging realities. For these, the world needs to build new ways of being, and responding, beyond the current repertories of available know-how. What is needed from a leadership perspective are new forms of improvisational expertise, a kind of process expertise that knows prudently how to experiment with never-been-tried-before relationships, means of communication, and ways of interacting that will help people develop solutions that build upon and surpass the wisdom of today’s experts.

The answers cannot come only from on high. The world needs distributed leadership because the solutions to our collective challenges must come from many places, with people developing micro-adaptations to all the different micro-environments of families, neighborhoods, and organizations around the globe.”

To develop leadership agility and truly empower those who trust us to care for the strategy of the organization, we must:
  1. Find your personal leadership story
  2. Develop a desire to learn and adapt,
  3. Create personal space for reflection
  4. Build personal resilience; and
  5. Become more empathetic to the world around us.

These may seem like monumental tasks for some, but any transformation, small or large, starts with only a few critical steps.

First, carve out a time to ask yourself the following questions in the coming week:
  1. What patterns in my earlier life were most significant in shaping my current leadership philosophy?
  2. What experiences have I had that helped to develop my current passions?
  3. As I think about a recent failure, what were some of the learning opportunities that failure provided that could help me achieve my
    current goals?
  4. What behavior could I adopt tomorrow to help me answer the above questions?
By participating in this reflective activity, you create your personal leadership story and an adaptive framework where you make it a habit to
look at past performance for clues and opportunities to improve your future performance. One key deliverable from creating personal time to reflect is that you have just started building the first four steps to creating an agile leadership presence. Some of the most inspirational leaders I have met had a strong sense of who they were and what propelled them to lead others. This story and reflection can then be used to create a realistic and personal plan to accelerate our ability to influence others for good.

The last step comes from showing empathy to yourself through this process and then subsequently to others. When we fail, we often assume that we are incapable or trusted to perform at the expected level. This mental conclusion is frequently based on an erroneous assumption, leading to poorer performance. This thinking is also often applied to others (known as the ladder of inference). In that, we assume that a person’s action today is due to some negative attribute we have labeled them with or experienced in the path. This thinking does not consider that each day brings new challenges and external forces that may cause a person to act positively or negatively in any given circumstance.

To interrupt this automatic thought process, we must 1) recognize that this happens in all of us, 2) adopt a mutual learning mindset in that we state what we are experiencing or feeling so that others know the reason for our comments, and 3) adopt an inquiring mind in which we ask the person to clarify the reason for their comments, behaviors, or results. In doing this, we become more empathetic to the situations we often put ourselves in or as we work with others on transformation efforts.
In summary, as we create personal reflection opportunities, we will learn to look at our past successes or failures as an opportunity to learn. With this learning, we will be better positioned to create an individual plan that breaks our larger goals into smaller ones, thus making it more manageable to start the change process. Lastly, we will become more empathetic with ourselves and others. As we reflect, we will start to see things that we didn’t notice now, which will help us to be less directed by negative emotions and become more hopeful about the possibilities in front of us, thus increasing our confidence, capability, and motivation to engage in the challenging work of leading others.
If your Leadership Team would benefit from coaching or mentoring please do contact me:

Factory of the Future or Factory for the Planet?

by John Quirke

The “Factory for the Planet” concept represents a visionary approach to industrial operations that prioritizes environmental sustainability, social responsibility, and long-term business viability. As a business model it aligns with global efforts to address climate change, resource depletion, and evolving consumer expectations for ethical and eco-friendly products and services.

I have seen, heard, and read a lot about the factory of the future. It describes the interconnection of things. The availability of real-time data to allow for accurate and rapid decision-making and process control. It speaks to the seamless way humans will interact with robots or cobots to eliminate repetitive mundane tasks and how data will flow between customers, manufacturers, and suppliers.

Whilst in many businesses elements of this future state have become a reality, in many others it has become yet another source of complexity and waste.  Information technology infrastructure has not been adequately integrated. Processes that were inefficient and overly complex have become more complex and more inefficient. Technical knowledge and skills have not kept pace with the introduction of new equipment and technology. Previous poor practices in maintenance and process optimisation continue and are now exaggerated by the critical reliance on innovative technologies.  Poor validation practices and complex quality management creates a complex web into which the process regularly stumbles.

So, it may be time to pause and rethink the notion of the Factory of the Future and consider what we need from our factories in the future. It is also time to consider what products the factories of the future will make and where these factories will be. Maybe we should be considering not just Factories of the Future but Factories for the Planet.

As the impacts and limits of our current levels of ‘stuff’ making become clear organisations are beginning to respond to market and legislative pressures.  However, while companies are tinkering with the concepts of net zero, biodiversity and social responsibility, the challenges to business will reach a whole new level over the next ten years.

Humans by our nature will always need stuff. Food, cloths, tools, medicines, homes, furnishing, gadgets, and playthings. But what this stuff is, how it is made, and what it is made from will be determined by pending legislative reform to ensure better use of scarce resources and the necessary drive to reduce global warming.

There are many discussions around what the future will look like for business. Imagine your business is given a carbon budget with limits set for the yearly maximum amount of carbon emissions arising from your business activities, all of them. Many products will be banned from the marketplace if they cannot support the right to repair, be recycled effectively or ensure no long-term impacts on the environment. Some business will simply no longer exist.

It all sounds gloomy, and it actually is! The speed at which the necessary changes are being made is far too slow. Vested interests and ignorance are slowing and, in some cases, actively preventing the requisite changes.

If you want to change the future, you must change what you’re doing in the present.

– Mark Twain

It all seems so crazy. 

Imagine you are living in a Martian space station.  The walls and seals of the space station are deteriorating causing precious oxygen to leak out into the lifeless Martian atmosphere.  You have a solution to control the issue, a paste than can be spread over the cracks and seals that will reduce the loss of oxygen, a loss that is accelerating as the system continues to deteriorate.  But the people who fly the ships to resupply oxygen have concerns. What if the paste is toxic to the inhabitants of the space station? What if its colour affects the ambiance of the interior and residents get depressed and start killing each other just like in the movies? The oxygen shipment lobbies their networks and insist on detailed studies on the effectiveness of the paste as a solution.

The paste inquiry and review process take years. But meanwhile, business is good.  The more oxygen that leaks the more deliveries are needed and the more jobs are created flying and building oxygen cargo ships.  Each time the paste control measure is raised the science around its efficacy as a solution is thrown into doubt. Anyway, we need to keep the supply chains going! If we solved the oxygen leak issue, there would be fewer cargo ships and the cost of transport to the colony would increase making the whole project unsustainable. What a tragedy that would be!

The real problem is that there just will not be enough oxygen to continually resupply the Martian colony in which you live.  The oxygen freight companies know this, the government who fund them know this, but business is good, tax is up, and people have jobs and sure are not we funding some genetic research stuff that will help people survive with less oxygen maybe even convert to nitrogen to sustain life, and sure we’ve tonnes of that! All will be good.

But unfortunately, it will not.

It is easy to despair.

But we all have a circle of influence. Now is the time to put it to good use!

Whilst the challenge is immense so are the opportunities.  Humans will always need stuff. The opportunity today is to really consider the ideal factory for the planet and start building foundations now. As a continuous improvement professional or business leader you know all this.

Inefficient and wasteful industries will be rooted out either by their competitors, legislators, or the market. Products that are shipped for thousands of miles by air and sea will need to be sourced locally, creating opportunities to re-introduce or renovate old industries. The circular economy will grow. The demand for repair, refurbishment and upcycling of products will increase creating more opportunity for new businesses and new factories. Supply chains will become more fragile through resource shortage and political instability. Onshoring of both manufacturing of subcomponents and raw material will be a reality. Upcoming legislation will ban some product for public health, resource scarcity or inadequate design. Whilst these issues create significant challenges, they also provide opportunities – but only if companies plan now and begin considering what their factories might look like.

So, what would the ideal Factory for the Planet look like?

It will need to be agile. The future will change, and products will change. A factory for the planet is a system that enables successful manufacturing within prescribed boundaries. We can see situations arising in the market which through legislative controls, will impact an organisation’s ability to bring a product to market. Permission to do so will be dependent on both the need the product is serving, and the extent to which the products manufacture, use and the disposal impacts on a defined set planetary boundaries and associated human and ecological health.

Some key elements of the design and operation of a Factory for the Planet are outlined below:

Energy:

All energy needs are provided through renewable energy sources.  Energy-efficient technologies are used to minimize the efficient and effective use of this energy.  Any surplus energy is distributed to local community power grids with local employees seeing major savings in energy costs.

Supply chains:

Wherever possible raw material and consumable items are sourced locally.  Circular economic practices are present throughout the business, reducing waste and maximizing the use of recycled materials. Factories are co located to take advantages of product repair and recycling requirements. Waste in any form is a resource for another process. Low-grade energy and heat are recovered for alternative use such as onsite horticulture. Factories actively collaborate with suppliers to source recycled and sustainable materials for manufacturing processes and facility construction.

Social Impacts:

The factory is to the forefront of social improvement in its locality. Fair labour practices, employee well-being, and opportunities for professional development are well established.  Outreach programmes within local schools and universities support skill development and learning needed in the area. The voice of the employee is actively sought. Employee involvement in decision-making processes is a defined process which leads to increased job satisfaction and a sense of ownership among employees.

Job creation will include a range of part-time and job-sharing options and will cover sponsored activity with community development initiatives. A strong outreach programme is in place to bring in local students as part of their education programme. Diversity and inclusion will be a cornerstone of the workforce and supply chain. Physical and neural diversity are catered for through sheltered work and occupational development schemes run within the workplace.  These are supported by employees who have volunteered to received specialised training to support these programmes.

As the number and severity of extreme weather events increases, the factory for the planet will have contingency support plans in place for their local community.

During the tragedy that was hurricane Maria in Puerto Rico, many factories were the only source of emergency power and clean water and outside communication for their local communities.

Process Improvement and Innovation:

Innovation and efficiency are embraced with a passion. Efficiency will always be balanced with effectiveness. There is no tolerance for efficiently doing the wrong thing! Processes are optimised and simplified not only to create space for alternative products but to allow for greater team development time or paid time for employees in social and community activity.

Detailed and effective process monitoring has resulted in the elimination of waste and rejected products. Any waste that generated which cannot be reused in house enters the circular economy. Process innovation and improvement ideas are driven by work teams who are energetically supported and inspired by skilled and committed leadership teams.

Customer Value:

The level of connection with customer is at a whole new level. Customers in general will be educated on a form of product selection criteria that is based on an environmental impact scale.  This scale not only covers the use of the product during its lifetime but also the impact of its manufacture and its disposal.  To reduce risks of redundancy and failed new product introductions, customer feedback is constantly sought in relation to product design and functionality.

Customers are encouraged to visit the factory and local community.  They are made aware of the environmental and community initiatives and are engaged with these initiatives.  Customers within a specified radius of the factory receive generous discounts on products though the factory outlet which also functions as a product repair and recycling depot.  Customers returning a used product receive significant discount on replacement.

Building Design:

The look and design of a Factory for the Planet will be different.  The orientation and design of buildings will maximise energy efficiency.  The fabric of the building will include sustainable construction materials, green roofs, and other features that contribute to energy and water conservation. Access to the factory will prioritise public transport cycling and walking.  Electric car charging will be available with energy provided free of charge to employee and visitors.

The factory design and construction will include features that make it resilient to extreme weather events and adaptable to changing environmental conditions.

Internally the building fit out will consist of eco-friendly infrastructure to enhance and improve air quality and reduce reliance on air-conditioning and artificial lighting.

Natural Environment:

External spaces will incorporate significant green spaces, preserving natural habitats and promoting biodiversity. This will include green belts, wildlife corridors, and specific areas for native plant species.  Where appropriate there will be clearly defined buffer zones to preserve natural habitats on the property.

Aggressive sustainable water management and conservation measures are in place including rainwater capture, secondary reuse, and onsite irrigation.  Permeable surfaces will be used for parking lots and walkways to allow rainwater to penetrate the ground, reducing runoff and supporting groundwater recharge.

Sustainable agriculture practices take place on the factory’s land. Including community and employee gardens, intense vertical farming activity and other initiatives that promote local food security and local sustainability. Where possible low-grade heat from water and air are captured to heat green houses to extend growing seasons in winter periods or reduce running cost for high intensity horticulture activity.

What can be considered right now to move towards a Factory for the Planet?

  1. Take a detailed look at your supply chain to assess risks over the next five and ten years.
  2. Take steps to reduce reliance on extended air freight and shipping.
  3. Find local suppliers where possible. Higher local cost may be offset by lower inventory holding.
  4. Review each product value stream in detail. Map your material and energy flows in detail. Begin a rootless process to eliminate waste and inefficiency within both the individual process steps, the links between process steps and the surrounding support functions. This process should extend beyond the walls of the factory and deep into the supply chain.
  5. Simplify your product portfolio – With a clear view of product value streams and their associated demand identify and eliminate the ‘dogs and cats’ in your product portfolio. Focus on 80:20. The twenty percent of your products that give eight percent of revenue and profit. A focus on the efficient delivery of the twenty percent will more than cover any revenue losses from the eighty. The focus on the twenty percent will align the business to true customer value which will generate more revenue opportunities for your business.
  6. Technology – Where possible adopt technology but carefully. Consider whether the proposed technology provides the flexibility needed in a volatile landscape. Will existing business systems integrate with information flows and the quality management requirements arising from this new technology? If digital and technology is a route for your business, build the necessary skills for operation maintenance and support internally within your team and get these teams involved as early as possible in the design and selection of the solution. Engage with local schools and colleges to develop necessary skills for the future.
  7. Adopt the latest thinking and innovation during the construction of any new build project and incorporate as many aspects of the design of a Factory for the Planet as discussed in this article.
  8. Focus on Process Efficiency and Effectiveness – Stop making product for which there is no current demand. Instead use the time to develop your teams’ skills and improve your processes. Eliminate complexity and focus on process robustness, simplicity and elegance in work design and work and work instruction.
  9. Identify all opportunities to reduce energy consumption inhouse resulting from manufacturing and data storage. Extend this activity offsite within supplier interactions and communications. Move all remaining energy needs to sustainable sources. Use every opportunity onsite to generate green energy through wind, solar, and heat recovery.
  10. Locally source raw materials and consumable supplies wherever possible. All physical waste from process activity should be eliminated but what remains may provide raw material for other businesses. Seek out these opportunities.
  11. Look at your green areas and consider opportunities for rewilding and forestry. Encourage employees to develop horticulture projects and nature conservation. Bee keeping seems to be a growing trend on facilities across Europe!
  12. Look for opportunities to support your local community in meaningful ways. Education and real opportunities for work experience for youth and individuals with disabilities is a good place to start. Support investment in local recreational and cultural facilities and activities.  All these provide immensely powerful messages to your workforce and your community.

But first. Engage your workforce in this struggle.

There is a considerable amount of misinformation and a degree of fear around the subject of climate change. Individuals feel helpless, unable to do anything to impact this immense problem. Bring your team on the journey.  It is and will be a struggle.  Seek out opportunities, educate and support them and their communities.  Lay out a future with purpose not despair. It is in their interests to help build a factory for the planet in their community. Their future, the future of their community and that of their children will depend on it.

Our future is as certain or uncertain as we make it.

Be bold.

 

John Quirke

S A Partners Dec 2023.

Digital Requirements

For those who have worked with me in the past, something that I’ve harped on about is the importance of ensuring that technology follows process, not the other way around 

I’ve said this from years of experience seeing organisations taking the approach of ‘our existing tools won’t change and we’re not going to get any new ones, so how can we shape our processes around them?’.  The artificial limitations that this approach produces means that you are almost certainly imposing inefficiencies on yourself, deviating away from the path that would result in the best customer results, and you are setting yourself up for failure looking for work arounds (and hence making standardisation impossible).  

The approach that I’ve always championed has been to start by designing your optimised process and then looking for the tools that allow you to perform your process.  

Recently though, I’ve been questioning myself on this. Whilst I think building your processes around the constraints of legacy systems is still the wrong approach, what about when you’re looking for new technology? Does it always make sense by designing your process and then going to market – or might a technology first approach be more reasonable?  

Fundamentally, what tech vendors are doing is selling us processes. Salesforce have a process for us to create and convert leads, Monday have a process for us to manage processes, Slack has a process for us to communicate. Equally Microsoft Dynamics offers a different sales process, Asana has a different project management process, and Microsoft Teams has a different take on how we should communicate.  

The question then becomes, where do we start? Under the old paradigm that I encouraged, I would have suggested that you design your ideal sales process, and then have a look at which of the solutions in the market allows you to most closely execute your process. I no longer think that’s the right approach.  

 

Let’s start by defining a process as the steps needed to convert a set of inputs into a set of desired outputs.  

With this definition in mind, I think what we need to be doing is deciding on what the inputs to our business system are, what outputs the business systems need to produce, any key milestones, and finally the performance targets that we measure the business system against.  

For example, we might decide that our sales business system needs to take contacts (the input) and convert them into new customers (the output) at a rate of 30% within 120 days (the performance target). Along the way, we need to manage the conversion of a contact to a lead, a lead to an opportunity, and an opportunity to a proposal (the milestones).  

From here you should then take these business system requirements, present them to your target vendors, and leave it to them to propose a process for converting your inputs to outputs. You then need to assess and compare the proposed processes and decide which will allow you to most consistently and efficiently achieve your performance targets while balancing any other relevant considerations (such as price and support).  

Would you like to assess the maturity of your ability to identify Digital Requirements? 

The ability to define the requirements of any Digital use case is one of the six elements of Digital Excellence. You can complete a free self-assessment on all six elements, including Digital Requirements here The assessment should take 15 minutes to complete after which you’ll receive an email with your results.  

Please do reach out if you would like to discuss this in any way. 

Ishan Sellahewa 

ishan.sellahewa@sapartners.com 

 

Organic v. Planned Expansion

Process Management initiatives often start in a certain part of an organisation to solve a specific business problem. For example, we may find that our Customer Satisfaction Score is below target, so we prioritise our process management efforts to focus on our customer services processes. This may be the entire scope of our process management initiative, or it may be the number one priority on our way to rolling out to the rest of the organisation.  

Processes don’t sit in isolation; they have dependencies on other processes which produce their inputs or use their outputs which sit outside of the original scope. In our example, if we collected and retained better customer data during the sales process the customer service process would be more effective. So, whilst process management, when limited to a certain part of an organisation, can drive significant value, the real benefit comes where the scope of the initiative is expanded to capture upstream and downstream processes. As a result, eventually the question is inevitability asked, how do we expand?  

Broadly speaking there are two options: organic or strategic.  

Organic expansion involves relying on word of mouth, where people outside of the original scope see process management in action and ask how they can get involved and bring it to their business unit.  

Strategic expansion involves centrally deciding the order in which new parts of the organisation will be brought on, and then proactively approaching those areas to engage when the time comes.  

 

So, which is better?  

The key to expanding is that, to be successful, you need to have the desire of the business to engage. Most people’s day jobs take up 110% of their time, on top of which we all have a backlog of side projects, so unless the people in the business unit see the value in process management this will just get added to the list of projects that are never looked at.  

The organic option then immediately addresses this requirement. If the operations team are chomping at the bit to get involved and get their processes mapped because they’ve seen how it helped the finance team, given some support and guidance they are likely to be your low hanging fruit.  

The strategic option however requires much more effort. Going in, you need to assume that the people within the business unit don’t see the value in process management and therefore won’t want to direct their precious resources to the initiative. Depending on where you sit in the organisation, you may not be the right person to make the ask. Initially this needs to be raised by a strong executive sponsor at as high a level as is possible. This sponsor needs to align process management with the organisations purpose and ensure that priorities and resources are aligned to make sure that the incentives of the business unit are aligned with their participation in the process management initiative (e.g. making sure that the business unit leaders have process related KPIs, ensuring that either something is taken off their plate to free up resources to engage in process management or additional resources are provided).  

With all of this in mind, it may seem like the organic approach is the sensible option. The challenge is that it is very reactive. First and foremost, it relies on the business putting up their hand to get involved which doesn’t always happen without a prod. Beyond that, it also means that you have no say in the order in which you expand. Going back to the idea of the benefits of mapping up and downstream, if you start by mapping your sales process and then move onto your IT Helpdesk processes, while yes you are expanding, you’re not going to see the synergistic benefits that you would if you went from sales to account management.  

If I were to make a recommendation then, it would be to be strategic. From the outset you should produce a game plan for how you would like to roll out process management to your organisation and ensure that you have the support of your executive team including a strong executive sponsor. From there, approach any organic expansion opportunities with care – on the one hand we need to pick the low hanging fruit when it presents itself, but also consider the overheard to support their rollout; the worst case scenario is that you spread yourself too thin by trying to do everything and the group that you’ve identified as high priority loses momentum as you focus elsewhere, and the groups that want to engage lose their excitement when they don’t get the support they need.   

 

Please do reach out if you would like to discuss this in any way. 

Ishan Sellahewa 

ishan.sellahewa@sapartners.com 

 

Are you struggling to automate? Try standardization instead.

Many of the clients with whom I work have identified that process Digitization and Automation are critical to their ability to survive, let alone grow. And as such they invest. They hire teams of automation experts. They train their teams to be citizen developers. They buy automation tools. And nothing happens.  

The problem here is that this approach gives the organization everything they need to use technology to solve process problems but fails to help the organization identify the process problems in the first instance.  

When we talk about problem solving, we talk about a four-step approach:  

 

 

The approach of providing people with the tools and training needed to automate is essentially jumping straight to stage 3, developing and implementing a solution. Jumping straight to phase 3 will result in one of three outcomes:  

  1. Nothing. The business doesn’t identify process problems, so they have no use for the automation tools and techniques that are provided to them.  
  2. The production of Automated Waste. The business automates a process because they identify an ability to automate a process. Without performing a root cause analysis or optimising the process first, they end up simply automating the production of waste.  
  3. Success! Without going through the motions, the business may stumble on the right solution to the right problem. It is unlikely and unpredictable, but it can happen.

So, what can you do to increase the impact of your automation efforts? My recommendation is to accept that you can’t jump straight to automation, rather you need to start with process management. First up is to document your as-is process, stabilize it by eliminating variation, and then standardise.  

In performing this act of understanding how work is done today, your team will be guaranteed to identify problems which will lead to producing ways to incorporate technology into their processes. While this approach will take your team longer to get to the stage of automation, they are almost guaranteed to identify more use cases for automation and, importantly, will end up creating solutions that deliver results.  

For more information on how to achieve standardisation see my earlier blog Process Standardisation and Stabilisation.  

Please do reach out if you would like to discuss this in any way. 

Ishan Sellahewa 

ishan.sellahewa@sapartners.com 

TPM as a system to support your long-term sustainability and cultural transformation goals

By John Quirke, Partner

If you consider TPM (Total Productive Manufacturing) only as a tool in your continuous improvement toolbox you are missing a major opportunity.  TPM provides a core system and philosophy to transform the culture of your manufacturing operation and bring life to your aspirations of greater sustainable environmentally business performance.

What is TPM?

TPM is an aligned philosophy of “critical” asset optimization by engaging people and systems to deliver on business objectives, whilst constantly improving overall results.

TPM is an integrated core system that acts as an enabler to support the optimization of your teams and the assets they use in delivering customer value.

 

What does TPM bring to your sustainability goals?

There are ten key areas where TPM aligns directly with the enhancement of your ability to develop a deeper level of environmental awareness in your business.  These overlaps also create opportunities for deeper learning, engagement, and social accountability within your frontline teams.   Creating greater awareness with teams of overall processes effectiveness, it’s use of energy, raw materials and time is a start.  However, giving teams the skills, tools, time and levels of trust to make a difference brings engagement levels to a completely different level.

TPM also provides a framework to align sometimes disparate areas of focus such as EHS, CI, quality and engineering under a common objective of excellent effective consistent and sustainable manufacturing.

Below we have a gathered the ten areas where we see overlap between philosophy behind TPM and environmental sustainability.  However, there is an important caveat here.  You may be manufacturing in the most effective and efficient way possible but are you manufacturing a product soon to be relegated to the manufacturing dustbin of history.

Many products we see today may struggle for space in markets focused on sustainability, health, and resource conservation.  Everybody needs to consider the hard reality of pending legislative changes, resources constraints and consumer trends and their impact on the services and products they provide.

Your product of today maybe the six-inch floppy disc (remember them?) or the single use plastic bag of tomorrow.

  1. Efficiency and Waste Reduction: TPM focuses on maximizing operational efficiency and effectiveness by eliminating waste in manufacturing processes. This aligns with the sustainability goal of minimizing resource consumption and reducing waste generation, contributing to environmental conservation.
  2. Asset Optimization: TPM emphasizes the proactive maintenance and optimization of machinery and equipment to ensure maximum productivity. TPM also seeks to reduce and improve the maintenance process itself.  Increase parts life through improved design and reducing un-necessary oil and consumable usage. Sustainable businesses seek to optimize resource utilization, including machinery and equipment, to minimize environmental impact and promote longevity.
  3. Employee Involvement and Empowerment: TPM encourages employee involvement and empowerment through frontline operator asset care practices and single point lessons. TPM also creates an environment of equipment consciousness and learning.  Operators themselves identify and largely implement opportunities for improvement.  Engaged employees are more likely to contribute positively to sustainable business practices, including suggesting energy-saving measures, waste reduction strategies, and innovative solutions for environmental sustainability.
  4. Time: TPM focuses on the effective and efficient use of assets within organisations. With this laser focus, TPM identifies and delivers additional capacity within operations.  But what to do with the extra capacity?  Does the organisations produce more stuff? Maybe so.  But this treasure trove of capacity and time also provides opportunities for employee development, community support, R&D or more improvement activity?  Finding additional capacity gives a business choice in how time and resources can be used for the greatest positive impact.
  5. Continuous Improvement: TPM fosters a culture of continuous improvement, where teams strive for incremental enhancements in process performance, productivity, and quality. Sustainable businesses similarly embrace continuous improvement to enhance their environmental performance, such as reducing greenhouse gas emissions, conserving water and energy, eliminating waste, and adopting sustainable materials and practices.
  6. Quality Management: TPM emphasizes the importance of quality management to ensure products meet or exceed customer expectations. The focus is on delivering only what is needed when it’s needed by optimising flow and reducing inventory levels. Sustainable businesses often prioritize product quality to enhance customer satisfaction and promote long-term relationships, aligning with TPM’s focus on quality improvement.
  7. Overall Equipment Effectiveness (OEE): TPM utilizes metrics like Overall Equipment Effectiveness (OEE) to measure and improve equipment performance. By maximizing OEE, manufacturers reduce resource consumption, improve productivity, and minimize environmental impact, aligning with sustainable business objectives.
  8. Long-Term Perspective: Both TPM and sustainable business practices emphasize long-term sustainability over short-term gains. TPM’s focus on preventive maintenance, employee engagement, and continuous improvement aligns with sustainable business strategies aimed at fostering resilience, reducing risks, and ensuring long-term viability. What a potentially powerful message could be presented where instead of reducing headcount due to greater levels of capacity and efficiency, an organisation uses this time to train and develop their employees and actively support the surrounding communities in which they operate.
  9. Life Cycle Thinking: As part of early equipment design and introduction good TPM programs consider the entire life cycle of equipment and products for optimal performance and maintenance.  A sustainable business adopts life cycle thinking to assess and minimize the environmental and social impacts of products and services now and in the future.
  10. Cost Savings: TPM initiatives often lead to cost savings through improved efficiency, reduced downtime, and optimized resource utilization. Sustainable businesses similarly seek to minimize costs through resource efficiency, waste reduction, and sustainable practices, aligning TPM’s objectives with financial sustainability.

Overall, the alignment between TPM and the aspiration of a sustainable business is strong.  Both philosophies share common goals of maximizing efficiency, reducing waste, empowering employees, fostering continuous improvement, and ensuring long-term viability while minimizing environmental impact.  By truly integrating TPM principles and philosophies into their operations, asset reliant businesses will contribute to their sustainability goals while improving overall performance.  It will also uncover the gifts of time, capacity, and innovation.

If you’d like to have a discussion on how we at S A Partners can support you with your TPM or sustainability programs please do contact me John.Quirke@sapartners.com

 

Intro to SHINGO Workshop

People are the only organisational asset with and infinite ability to increase in value’ The Shingo Institute.

Join us for this virtual workshop to discover why so many of the world’s leading organisations are embracing Shingo and the Shingo Model for Enterprise Excellence.

The Shingo Model is a proven philosophy and framework to move organisations towards sustainable ideal results.

In this half workshop we will introduce the origin and core philosophy behind the Shingo Model. We will review the process of challenging for a Shingo Prize and review what Shingo examiners look for.

We will hear from companies who have been successful in achieving Shingo recognition, but more importantly have achieved significantly improved business performance and improved their sites standing with their corporate stakeholders.

The workshop will provide ample opportunities for Q&A and the sharing of experience.

Learning Objectives

  • Understand why successful companies are using Shingo.
  • What it can do for your organisation and how it can support growth.
  • Understanding of the Shingo Model and Behaviours.

Who is this for?

Senior Managers, Operational Directors

Why Attend?

It will help you:

  • Understand the benefits to your organsiation of Shingo, and how it can support and drive organisational transformation.
  • Understand how Shingo provides a more sustainable model than traditional TPS & WCM as it focuses on Behaviours

Organisations who have adopted the Shingo principles, have seen an increased level of success in areas such as Costs (increased revenue, reduced inventory, reduced lead times etc), Safety & Quality ( zero lost time for accidents, reduction in scrap, defects and non-conformance), On Time in Full & New Product Introduction (increases in OTIF by as much as 95%  & NPI up to 100%).

More benefits of implementing Shingo can be found in our Shingo section.

graph showing 100% accomplished and 33% outstanding for the SHingo Discover Enterprise Excellence workshopcourse delvery

What have attendee’s thought of the Shingo Discover Excellence Workshop?

Attendee’s of our Shingo workshops have rated them very highly, with 98% having no hesitation in recommending them to colleagues.

  • 100% of all attendees rate our delivery as ‘Accomplished’.
  • 33% rate our delivery as Outstanding
  • 98% would recommend this course to a colleague

“Very good, enjoyed the course, looking forward to working on this in the future.”

“Very beneficial, thank you! Filled a gap in my understanding.”

“Challenging and excellent workshop, food for thought.”

A sample of companies who have attended the workshops:

 

Some of our Shingo Discover Excellence clients

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

Intro to SHINGO Workshop

People are the only organisational asset with and infinite ability to increase in value’ The Shingo Institute.

Join us for this virtual workshop to discover why so many of the world’s leading organisations are embracing Shingo and the Shingo Model for Enterprise Excellence.

The Shingo Model is a proven philosophy and framework to move organisations towards sustainable ideal results.

In this half workshop we will introduce the origin and core philosophy behind the Shingo Model. We will review the process of challenging for a Shingo Prize and review what Shingo examiners look for.

We will hear from companies who have been successful in achieving Shingo recognition, but more importantly have achieved significantly improved business performance and improved their sites standing with their corporate stakeholders.

The workshop will provide ample opportunities for Q&A and the sharing of experience.

Learning Objectives

  • Understand why successful companies are using Shingo.
  • What it can do for your organisation and how it can support growth.
  • Understanding of the Shingo Model and Behaviours.

Who is this for?

Senior Managers, Operational Directors

Why Attend?

It will help you:

  • Understand the benefits to your organsiation of Shingo, and how it can support and drive organisational transformation.
  • Understand how Shingo provides a more sustainable model than traditional TPS & WCM as it focuses on Behaviours

Organisations who have adopted the Shingo principles, have seen an increased level of success in areas such as Costs (increased revenue, reduced inventory, reduced lead times etc), Safety & Quality ( zero lost time for accidents, reduction in scrap, defects and non-conformance), On Time in Full & New Product Introduction (increases in OTIF by as much as 95%  & NPI up to 100%).

More benefits of implementing Shingo can be found in our Shingo section.

graph showing 100% accomplished and 33% outstanding for the SHingo Discover Enterprise Excellence workshopcourse delvery

What have attendee’s thought of the Shingo Discover Excellence Workshop?

Attendee’s of our Shingo workshops have rated them very highly, with 98% having no hesitation in recommending them to colleagues.

  • 100% of all attendees rate our delivery as ‘Accomplished’.
  • 33% rate our delivery as Outstanding
  • 98% would recommend this course to a colleague

“Very good, enjoyed the course, looking forward to working on this in the future.”

“Very beneficial, thank you! Filled a gap in my understanding.”

“Challenging and excellent workshop, food for thought.”

A sample of companies who have attended the workshops:

 

Some of our Shingo Discover Excellence clients

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

Shingo Week @ Ipsen (Wrexham) Cultural Enablers & Enterprise Alignment

*Workshops can be booked individually or book the full week for a £200 discount*
Join S A Partners and Ipsen (Wrexham) for these two world-recognized SHINGO Workshops.

We are offering you the opportunity to attend Cultural Enablers followed by Enterprise Alignment over four days facilitated by our Shingo expert John Quirke, hosted onsite by Ipsen, Wrexham, UK.

About this Event

Cultural Enablers

   As a participant, you will:
  • Respect Every Individual
  • Lead with Humility

Enterprise Alignment

 As a participant, you will:
  • Think Systemically
  • Create Constancy of Purpose
  • Create Value for the Customer

*DISCOVER EXCELLENCE and SYSTEMS DESIGN are a prerequisite to this workshop.

Senior leaders and Continuous Improvement professionals from enterprises, big or small, from any sector, wanting to understand the essential ingredients needed to create a sustainable business Improvement culture.

Attendees of the Shingo Discover Excellence Workshop give their thoughts on the learning outcomes.

Shingo Enterprise Alignment @ Ipsen (Wrexham)

This two day virtual workshop integrates classroom and on-site experiences at a host facility to build upon the knowledge and experience gained in the DISCOVER EXCELLENCE* workshop. It takes you deeper into the Shingo Model™ by focusing on the principles identified in the Enterprise Alignment dimension:

• Think Systemically

• Create Constancy of Purpose

• Create Value for the Customer

To succeed, organizations must develop management systems that align work and behaviors with principles and direction in ways that are simple, comprehensive, actionable, and standardized. Organizations must get results, and creating value for customers is ultimately accomplished through the effective alignment of every value stream in an organization. The ENTERPRISE ALIGNMENT workshop continues the discussion around defining ideal behaviors and the systems that drive them.

*DISCOVER EXCELLENCE and SYSTEMS DESIGN are a prerequisite to this workshop.

For further information about this course please email: events@sapartners.com

SHINGO Cultural Enablers @ Ipsen (Wrexham)

This 2 x 8 hour training workshop is SHINGO certified and will provide you with insights into the Cultural Enablers dimension.

About this Event

This interactive virtual workshop builds upon the knowledge and experience gained in the DISCOVER EXCELLENCE* workshop.

It takes you deeper into the Shingo Model™ by focusing on the principles identified in the Cultural Enablers dimension:

• Respect Every Individual

• Lead with Humility

Cultural Enablers principles make it possible for people in an organization to engage in the transformation journey, progress in their understanding, and build a culture of organizational excellence. Organizational excellence cannot be achieved through top-down directives or piecemeal implementation of tools. It requires a widespread organizational commitment. The CULTURAL ENABLERS workshop will help you define ideal behaviors and the systems that drive those behaviors using behavioral benchmarks.

‘DISCOVER EXCELLENCE and SYSTEMS DESIGN are a pre-requisite to this workshop’

For more information please do email: Events@sapartners.com

As a CULTURAL ENABLER participant, you will achieve the following objectives:

  • Understand the benefits of focusing on the Shingo principles and recognise where you could make improvements in your own organisation to improve systems and drive ideal behaviours.
  • Learn how to benchmark your performance against the best in the world by carrying out your own self-assessment based on the Shingo Model™ .
  • Learn from other organisations experiences as you take part in a range of hands on activities and group discussions.

The Shingo Model

You can find out more about the Shingo Model and download a copy of the Guide to the Shingo Model from our Shingo page.

shingo model

Senior leaders and Continuous Improvement professionals from enterprises, big or small, from any sector, wanting to understand the essential ingredients needed to create a sustainable business Improvement culture.

SHINGO Discover Excellence @ Ipsen (Wrexham)

This two day SHINGO DISCOVER EXCELLENCE workshop will be delivered onsite at Ipsen (Wrexham, UK) between 2 & 3 July in 8 hr sessions between 08:00 & 17:00pm each day.

About the course

The workshop will be led by experienced Shingo facilitator Garry Corbet and you will hear first hand, how Shingo principles drive behaviour throughout the entire organisation to deliver world class results.

DISCOVER EXCELLENCE is the foundational workshop that introduces the SHINGO MODEL, the Shingo Guiding Principles and the Three Insights to Organisational Excellence. With active discussions this workshop will provide a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you discover how to release the latent potential in your organisation to enable you to achieve organizational excellence. It provides the basic understanding needed in all Shingo Workshops, therefore is a pre-requisite to them.

What makes the Shingo Workshops powerful is that each workshop includes a reflection on an organization (the Host Site). This allows participants to reflect on the theory and apply their learning by interviewing various people in the organisation. In workshops held onsite this usually takes the form of a Gemba walk where team members are interviewed at their workplace.

As a participant, you will:

LEARN and understand the Shingo Model.

DISCOVER the Three Insights of Organizational Excellence.

EXPLORE how the Shingo Guiding Principles inform ideal behaviours that ultimately lead to sustainable results.

UNDERSTAND the behavioural assessment process through an interactive case study and on-site learning.

How this is delivered:

The interactive online training consists of:

2x 8 hour sessions (08:00 – 17:00pm).
Over 2 days

Why attend?

Organisations who have adopted the Shingo principles, have seen an increased level of success in areas such as Costs (increased revenue, reduced inventory, reduced lead times etc), Safety & Quality ( zero lost time for accidents, reduction in scrap, defects and non-conformance), On Time in Full & New Product Introduction (increases in OTIF by as much as 95%  & NPI up to 100%).

More benefits of implementing Shingo can be found in our Shingo section.

graph showing 100% accomplished and 33% outstanding for the SHingo Discover Enterprise Excellence workshopcourse delvery

What have attendee’s thought of the Shingo Discover Excellence Workshop?

Attendee’s of our Shingo workshops have rated them very highly, with 98% having no hesitation in recommending them to colleagues.

  • 100% of all attendees rate our delivery as ‘Accomplished’.
  • 33% rate our delivery as Outstanding
  • 98% would recommend this course to a colleague

“Very good, enjoyed the course, looking forward to working on this in the future.”

“Very beneficial, thank you! Filled a gap in my understanding.”

“Challenging and excellent workshop, food for thought.”

A sample of companies who have attended the workshops:

 

Some of our Shingo Discover Excellence clients

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

TPM Masterclass @ Princes Edible Oils

Join us for this 2 day Masterclass hosted by Princes Edible Oils which focuses on the Total Productive Maintenance model developed by S A Partners.
This workshop will explore both what and how to deploy an effective, systematic approach to TPM. We will not only look at the use of the appropriate Lean thinking tools and systems, we will also look at the leadership and engagement systems that will support sustainable change. This masterclass will include:
  • An introduction to TPM – theory & practice
  • A day in the life of an operator
  • Undertaking a TPM audit
  • Condition Appraisals
  • Refurbishment planning
  • Asset management
  • Problem solving
  • Gemba walks to test theory
  • Training & development for TPM
  • Leadership & behaviours
At the end of the course you will have the opportunity to develop your own high-level TPM action plan with the support of the course leader. This course will also include a gemba.
How it is delivered:
Onsite Training
The training is delivered onsite over two days in 2 x 7 hour sessions. We will use case studies and activities to ensure the training is enjoyable, meaningful and relevant.
Coaching
Every candidate will receive 1:1 coaching support from one of our experienced trainers.
Experiential learning
You will practice what you have learnt by undertaking a real-life ‘Kaizen’ activity. You will then present this back as part of your accreditation.

Why attend?

You will understand how to develop and support TPM within your own organisation; how to use the 11 step model to make systematic and effective change. We will use both case studies and gemba walks to bring the theory into practice.

Shingo Build Excellence @ Ipsen (Wrexham)

About the Workshop

This capstone workshop integrates classroom and on-site experiences to solidify the knowledge and experience gained from the previous five Shingo workshops.

The BUILD EXCELLENCE*workshop demonstrates the integrated execution of systems that drive behavior toward the ideal as informed by the principles in the Shingo Model™. The workshop helps to develop a structured approach to execute a cultural transformation.

It builds upon a foundation of principles, using tools that already exist within many organizations. You will learn how to build systems that drive behavior that will consistently deliver desired results.

In this final Shingo workshop, you will:

  • DESIGN or create a system, guided by the Shingo Model, that changes behaviors to close gaps and drives results closer to organizational goals and purpose.
  • ANSWER the question: “How do I get everyone on board?”
  • UNDERSTAND the relationship between behaviors, systems, and principles, and how they drive results.
  • LEARN how KBIs drive KPIs, and how this leads to excellent results.

How this is delivered:

The interactive face to face training consists of:

  • 2x 8 hour sessions (8:00 – 17:00 GMT).
  • Over 2 days
  • 1 hour Coaching Follow Up – post workshop with your regional Shingo Facilitator

Bryan Cutliff earns top Healthcare Management Credential

Brighton, MI – 3 January 2024

Bryan Cutliff, PsyD, FACHE, Partner at S A Partners Inc. – strategy deployment consultants based in Michigan, recently became a Fellow of the American College of Healthcare Executives, the nation’s leading professional society for healthcare leaders.

“The healthcare management field plays a vital role in providing high-quality care to the people in our communities, which makes having a standard of excellence promoted by a professional organization critically important,” says Deborah J. Bowen, FACHE, CAE, president and CEO of ACHE. “By becoming an ACHE Fellow and earning the distinction of board certification from ACHE, healthcare leaders demonstrate a commitment to excellence in serving their patients and the community.”

Fellow status represents the achievement of the highest standard of professional development. Only 8,866 healthcare executives hold this distinction. To obtain Fellow status, candidates must fulfill multiple requirements, including meeting academic and experiential criteria, earning continuing education hours, demonstrating professional/community involvement, and passing a comprehensive examination. Fellows are also committed to ongoing professional development and undergo recertification every three years.

Dr. Cutliff of S A Partners, Michigan, is privileged to bear the FACHE® credential, which signifies board certification in healthcare management as an ACHE Fellow.

For more information regarding the FACHE credential, please contact the ACHE Department of Member Services by calling (312) 424-9400, emailing contact@ache.org, or visiting ache.org/FACHE.

 

ABOUT the American College of Healthcare Executives

The American College of Healthcare Executives is an international professional society of more than 48,000 healthcare executives who lead hospitals, healthcare systems, and other healthcare organizations. ACHE’s mission is to advance our members and healthcare management excellence. ACHE offers its prestigious FACHE® credential, signifying board certification in healthcare management. ACHE’s established network of 77 chapters provides access to networking, education, and career development at the local level. In addition, ACHE is known for its magazine, Healthcare Executive, and its career development and public policy programs. Through such efforts, ACHE works toward its vision of being the preeminent professional society for leaders dedicated to improving health. The Foundation of the American College of Healthcare Executives was established to further advance healthcare management excellence through education and research. The Foundation of ACHE is known for its educational programs— including the annual Congress on Healthcare Leadership, which draws more than 4,000 participants—and groundbreaking research. Its publishing division, Health Administration Press, is one of the largest publishers of books and journals on health services management, including textbooks for college and university courses. For more information, visit www.ache.org.

 

ABOUT S A PARTNERS

S A Partners are global strategy deployment specialists working with organizations to support them in achieving Enterprise Excellence. We do this through a combination of accredited training, coaching, and consultancy services.  Working together, we support our customers in aligning, engaging, and improving both their capabilities and business systems to ensure they achieve sustainable business improvement and ideal results.

Established in 1993, we have trained and certified over 30,000 people.  We have published numerous award-winning books, including The Essence of Excellence, TPM: A Foundation of Operational Excellence, and our latest Deep Excellence: Seeing and Hearing a Culture of Deep Excellence.  We are official partners and affiliates of the SHINGO Institute, Nintex, Blanchard Corporation, and Soundwave and continue to challenge thinking within Strategy deployment, Leadership, and Continuous Improvement circles.

We have offices in the UK, Ireland, Germany, USA, and Australia and support various multinational companies across 18 countries. Find out more: https://sapartners.com

 

FOR MORE INFORMATION CONTACT: 

Ailsa Carson
Partner; Marketing & Communications
S A Partners

Ailsa.Carson@sapartners.com

Changemakers 2024

Get ready to be inspired at Changemakers 2024, where thought-leaders, visionaries and like-minded people will come together to share ideas and insights:

Creating a catalyst for Change
Setting the scene for an inspirational day, Garry Corbet will be sharing how we can each become a catalyst for change.

Creating Deep Excellence
The authors of DEEP EXCELLENCE John Quirke and Juliette Packham will share insights on how to create and build a culture of deep excellence within your organization.

Change by Degrees
Join Dr Tara Shine to hear how organisations can build the essential skills, knowledge, and motivation they need to deliver a thriving, purpose-driven, and sustainable future.

Rapid Mass Engagement with Frank Devine
Frank Devine, Author of the popular book Rapid Mass Engagement will share his insights into how to create an employee-owned continuous improvement culture.

Building capability for the Future
Nuala O’Hagan of Rabobank, Miriam Keogh of Dawn Farms and Sarah O’Neill from Carbery will share their thoughts on what skills and capabilities will be required in their organizations to meet the challenges of the future.

The changing dynamics of leading Operational Excellence
Carlos Francisco
of Boeing and Miriam Byrne of Carne Group will be joining Garry Corbet to look at the changing dynamics of leading operational excellence.

Embracing Creativity to unlock change with Peter Robbins & Conor Dawson
Gain fresh perspectives from world-class thought leaders and change catalysts, empowering you with the knowledge to drive meaningful transformation.

Building your 100 Day Plan
As part of the day we will be creating your personal 100 day plan, which will inspire you to make immediate change within your organization.

All profits will be donated to Cerebal Palsy Ireland

Unleashing Innovation: The Crucial Role of Creativity in Modern Business

By Conor Dawson, Head of Ireland Region

In today’s fast-paced and ever-evolving business landscape, the ability to innovate has become a cornerstone of success. As organisations strive to stay ahead of the competition, adapt to technological advancements, meet looming legal ESG imperatives, and meet the changing needs of consumers, creativity emerges as a driving force behind meaningful innovation. This blog explores the symbiotic relationship between creativity and innovation, highlighting the ways in which fostering a creative culture can unlock unprecedented business potential.

The Foundation of Innovation

Innovation is the lifeblood of business growth and sustainability. It goes beyond simply introducing new products or services; true innovation involves transformative thinking that revolutionises the way a company operates. At the heart of this transformative thinking lies creativity—the capacity to generate novel ideas, approaches, and solutions. In essence, creativity provides the foundation upon which innovation is built.

Creativity is not confined to the realm of artistic expression; rather, it is a dynamic and multifaceted cognitive process that can be harnessed across all business functions. From marketing and product development to problem-solving and customer service, a creative mindset allows individuals and teams to approach challenges with fresh perspectives, leading to innovative breakthroughs.

Adaptive Advantage

In today’s business environment, marked by constant change and disruption, the ability to adapt is a key determinant of success. Creativity equips individuals and organisations with the agility to navigate uncertainty and embrace change as an opportunity rather than a threat. Creative thinking encourages a willingness to experiment, take calculated risks, and learn from failures, fostering a culture of resilience and adaptability.

Consider a tech startup that continuously explores novel ways to address emerging market needs. By encouraging creative thinking, this company remains agile in the face of technological advancements and changing consumer preferences. The ability to adapt becomes a competitive advantage, positioning the organisation at the forefront of innovation within its industry.

Problem Solving and Decision-Making

Creativity is an indispensable tool in the arsenal of problem-solving and decision-making. In a business context, challenges and complexities are inevitable. A creative mindset empowers individuals to approach problems with curiosity and open-mindedness, enabling them to devise inventive solutions.

When faced with a business dilemma, a team that values creativity is more likely to generate a diverse range of potential solutions. By exploring unconventional ideas and perspectives, these teams are better equipped to address complex issues creatively. Moreover, creative problem-solving often involves collaboration, as diverse minds contribute unique insights, leading to more comprehensive and effective solutions. Instead of saying ‘we can’t’ we should be saying ‘what’s possible?’

Fostering a Creative Culture

Building a creative culture within an organisation requires a strategic and intentional approach. Leaders play a pivotal role in shaping the work environment, setting the tone for creativity to flourish. Here are some key elements to foster a culture that nurtures creativity:

  1. Encourage Open Communication: Create an environment where team members feel comfortable expressing their ideas without fear of criticism. Open communication channels facilitate the free flow of ideas, sparking creative discussions that can lead to innovative solutions.
  2. Embrace Diversity: Diverse teams bring a wealth of perspectives and experiences to the table. By fostering diversity and inclusion, organisations tap into a rich pool of creativity. Different backgrounds, cultures, and ways of thinking contribute to a more dynamic and innovative workplace.
  3. Provide Time for Exploration: Innovation often requires time for exploration and experimentation. Encourage employees to allocate time for creative pursuits, allowing them to explore ideas outside their usual scope of work. Google’s famous “20% time” is a prime example of this approach, where employees are encouraged to spend a portion of their work hours on personal projects.
  4. Celebrate and Learn from Failure: In a creative culture, failure is viewed as a stepping stone to success. Instead of punishing failure, organizations can celebrate it as a natural part of the creative process. Analysing failures provides valuable insights that contribute to continuous improvement and future innovation. In some companies, a ‘mess-up of the week’ is celebrated and then examined for learning potential.
  5. Invest in Learning and Development: Provide opportunities for skill development and continuous learning. Creative thinking can be honed and refined through training programs, workshops, and exposure to diverse learning experiences. Design thinking is one such module of learning which can lead to user-defined solutions when thinking about NPD/NPI

The Creative Spark in Marketing

In the realm of marketing, creativity is not just a tool; it’s a driving force that fuels brand differentiation and consumer engagement. Innovative marketing campaigns capture attention, evoke emotions, and leave a lasting impact on audiences. Take, for example, the “Share a Coke” campaign by Coca-Cola, where personalised labels transformed a ubiquitous product into a highly shareable and memorable experience. This creative approach not only boosted sales but also generated widespread social media engagement.

Creativity in marketing extends beyond advertising to product positioning, storytelling, and customer experience. Brands that infuse creativity into their marketing strategies stand out in a crowded marketplace, creating meaningful connections with consumers.

The Tech Frontier: Creativity in Technology

In the rapidly evolving landscape of technology, creativity is a catalyst for groundbreaking advancements. The most successful tech companies recognise the importance of fostering a creative mindset among their teams. Silicon Valley giants like Apple and Google are renowned for their innovative products, and at the core of their success is a commitment to creativity.

Consider the development of the iPhone—a product that revolutionised the way we communicate, work, and live. Steve Jobs, the visionary co-founder of Apple, was known for his emphasis on design and user experience. The iPhone’s success was not solely based on technological prowess but on the creative integration of technology into a seamless and intuitive user interface.

Moreover, in the realm of artificial intelligence and machine learning, creativity plays a pivotal role in developing algorithms and systems that can think, learn, and adapt. Creative problem-solving is essential in addressing the ethical considerations and potential biases inherent in AI technologies, ensuring responsible and inclusive innovation.

Unlocking Employee Engagement

A creative work environment is not only conducive to innovation but also contributes to higher levels of employee engagement. When individuals feel empowered to express their creativity, they experience a sense of ownership and fulfilment in their work. This intrinsic motivation translates into increased productivity, job satisfaction, and overall well-being.

In contrast, workplaces that stifle creativity risk disengagement and a decline in employee morale. Monotonous tasks and rigid structures can lead to burnout and limit employees’ enthusiasm to contribute their best ideas. Fostering a creative culture, on the other hand, encourages employees to bring their whole selves to work, fostering a sense of purpose and camaraderie.

Conclusion

In conclusion, the symbiotic relationship between creativity and innovation is a driving force behind success in the modern business landscape. Organisations that prioritise and nurture creativity within their culture are better positioned to adapt to change, solve complex problems, and unlock unprecedented business potential. From marketing strategies that captivate audiences to technological advancements that disrupt how we live, creativity is the spark that ignites the flame of innovation. As we navigate the challenges and opportunities of the future, embracing and cultivating creativity will be the key to staying ahead of the curve and thriving in the dynamic world of business.

Please do contact me if you would like support building Creativity in your organisation.

Conor Dawson

Conor.Dawson@sapartners.com

To find out more about this topic please consider the upcoming Changemakers Conference in Barberstown Castle, Straffan, Co. Kildare, Ireland, on March 7th 2024 https://eur.cvent.me/QAoY1

Onsite Insights visit to RS Group

Across the industrial design, manufacturing and maintenance worlds, RS Group are the digital destination for product and service solutions to help their customers with the maintenance, repair and operation of their businesses.

RS provide global access to an unrivalled range of over 750,000 stocked industrial products. Each day their team of experts deliver solutions to resolve our customer’s challenges across design, procurement, inventory and maintenance. They consistently strive to deliver the best possible service to all of their customers and challenge themselves to provide a seamless procurement experience.

RS Group have been on a CI journey for at least 15 years, starting by doing improvement projects (6-sigma) and over the last 3 years starting to move more into the Lean Thinking approach. They are in the process of getting the Executive Committee to sign off a new strategy which introduces the Shingo Approach as the way they want to work across the organisation.

Visit in 60 seconds / Awards

Lean…Continuous Improvement…Employee Engagement …Applying Lean  …Global Shared Business Services..Back Office

Visit agenda

09:45: Arrival & Welcome

10.00:  RS Group – Our First Choice Strategy

10.30:  Lean & Continuous Improvement

11.15:   Refreshment Break

11.30:   Site Tour – Warehouse

11.30:   Site Tour – Global Shared Business

12.45:   Feedback on Site Tours

13.00:   Lunch

13.30:   Employee Engagement

14.00:   Round Table Discussion

14.45:   Feedback

15.00:   Close

Onsite Insights visit to RS Group

Across the industrial design, manufacturing and maintenance worlds, RS Group are the digital destination for product and service solutions to help their customers with the maintenance, repair and operation of their businesses.

RS provide global access to an unrivalled range of over 750,000 stocked industrial products. Each day their team of experts deliver solutions to resolve our customer’s challenges across design, procurement, inventory and maintenance. They consistently strive to deliver the best possible service to all of their customers and challenge themselves to provide a seamless procurement experience.

RS Group have been on a CI journey for at least 15 years, starting by doing improvement projects (6-sigma) and over the last 3 years starting to move more into the Lean Thinking approach. They are in the process of getting the Executive Committee to sign off a new strategy which introduces the Shingo Approach as the way they want to work across the organisation.

Visit in 60 seconds / Awards

Lean…Continuous Improvement…Employee Engagement …Applying Lean  …Global Shared Business Services..Back Office

Visit agenda

09:45: Arrival & Welcome

10.00:  RS Group – Our First Choice Strategy

10.30:  Lean & Continuous Improvement

11.15:   Refreshment Break

11.30:   Site Tour – Warehouse

11.30:   Site Tour – Global Shared Business

12.45:   Feedback on Site Tours

13.00:   Lunch

13.30:   Employee Engagement

14.00:   Round Table Discussion

14.45:   Feedback

15.00:   Close

Onsite Insights visit to RS Group

Across the industrial design, manufacturing and maintenance worlds, RS Group are the digital destination for product and service solutions to help their customers with the maintenance, repair and operation of their businesses.

RS provide global access to an unrivalled range of over 750,000 stocked industrial products. Each day their team of experts deliver solutions to resolve our customer’s challenges across design, procurement, inventory and maintenance. They consistently strive to deliver the best possible service to all of their customers and challenge themselves to provide a seamless procurement experience.

RS Group have been on a CI journey for at least 15 years, starting by doing improvement projects (6-sigma) and over the last 3 years starting to move more into the Lean Thinking approach. They are in the process of getting the Executive Committee to sign off a new strategy which introduces the Shingo Approach as the way they want to work across the organisation.

Visit in 60 seconds / Awards

Lean…Continuous Improvement…Employee Engagement …Applying Lean  …Global Shared Business Services..Back Office

Visit agenda

09:45: Arrival & Welcome

10.00:  RS Group – Our First Choice Strategy

10.30:  Lean & Continuous Improvement

11.15:   Refreshment Break

11.30:   Site Tour – Warehouse

11.30:   Site Tour – Global Shared Business

12.45:   Feedback on Site Tours

13.00:   Lunch

13.30:   Employee Engagement

14.00:   Round Table Discussion

14.45:   Feedback

15.00:   Close

Shingo Discover Excellence @ Viatris

This two day SHINGO DISCOVER EXCELLENCE workshop will be delivered onsite at Viatris (Dublin, Ireland) between 10 & 11 April in 8 hr sessions between 09:00 & 17:00pm each day.

About the course

The workshop will be led by experienced Shingo facilitator John Quirke, and you will hear first hand, how Shingo principles drive behaviour throughout the entire organisation to deliver world class results.

DISCOVER EXCELLENCE is the foundational workshop that introduces the SHINGO MODEL, the Shingo Guiding Principles and the Three Insights to Organisational Excellence. With active discussions this workshop will provide a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you discover how to release the latent potential in your organisation to enable you to achieve organizational excellence. It provides the basic understanding needed in all Shingo Workshops, therefore is a pre-requisite to them.

What makes the Shingo Workshops powerful is that each workshop includes a reflection on an organization (the Host Site). This allows participants to reflect on the theory and apply their learning by interviewing various people in the organisation. In workshops held onsite this usually takes the form of a Gemba walk where team members are interviewed at their workplace.

As a participant, you will:

LEARN and understand the Shingo Model.

DISCOVER the Three Insights of Organizational Excellence.

EXPLORE how the Shingo Guiding Principles inform ideal behaviours that ultimately lead to sustainable results.

UNDERSTAND the behavioural assessment process through an interactive case study and on-site learning.

How this is delivered:

The interactive online training consists of:

2x 8 hour sessions (09:00 – 17:00pm).
Over 2 days

Senior leaders and Continuous Improvement professionals from enterprises, big or small, from any sector, wanting to understand the essential ingredients needed to create a sustainable business Improvement culture.

Attendees of the Shingo Discover Excellence Workshop give their thoughts on the learning outcomes.

SHINGO Systems Design Workshop @ Worldwide Fruit

This Shingo Systems Design workshop is delivered onsite at Worldwide Fruit, Spalding, UK over two days.

Developing & designing the right Business Systems will support you deliver the organizational results you need.

About this Event

A successful organization is usually made up of complex systems that can be divided into layers of subsystems, each containing the necessary tools to enable the successful outcome of the system. An example of this would be the Continuous Improvement System which pulls together all of the tools & techniques used by an organisation or the HR System which guides human resource activity.

The Shingo Model Insights tell us that:

  • Ideal results require ideal behaviours
  • Purpose & systems drive behaviours
  • Principles inform ideal behaviours

For this reason Systems Thinking is fundamental to the success of Enterprise Excellence and this interactive workshop will provide you with the skills to recognise, define and establish the ‘right’ systems within your own organization.

This virtual training workshop builds upon the knowledge and experience gained in the DISCOVER EXCELLENCE* workshop, and focuses on the Systems and Tools diamonds in the Shingo Model™. It begins by explaining that all work in an organization is the outcome of a system.

Systems must be designed to create a specific end objective; otherwise, they evolve on their own. Systems drive the behavior of people, and variation in behavior leads to variation in results. Organizational excellence requires well designed systems to drive ideal behaviors that are required to produce sustainable results.

In this workshop, you will:

  • DISCOVER three types of essential systems.
  • EXPLORE five required communication tools for each system.
  • LEARN how to create and use system maps.
  • UNDERSTAND system standard work and how it drives improvement.

‘DISCOVER EXCELLENCE is a pre-requisite to this workshop’

For further information, please email events@sapartners.com

Senior leaders and Continuous Improvement professionals from enterprises, big or small, from any sector, wanting to understand the essential ingredients needed to create a sustainable business Improvement culture.

Onsite Insights visit to Lear Corporation

Lear is the world leader in luxury and performance seating for the automotive industry.  Supplying the majority of the world’s leading manufacturers, they have established a reputation for superior engineering, excellence in manufacturing and craftmanship. The organisation was named as one of the Fortune’s 2023 Most Admired Companies. Seating is built to order on a just in time basis and the site manages over 3000 product variations over 2 build lines.  Redditch is an assembly plant and the sole supplier of seating for one of the UK’s most prodigious car brands.

The Redditch site was purchased by Lear in 2010 and they rapidly created a centre of excellence.  On the visit you will see excellent standards of:

  • Workplace organisation (Five S)
  • Visual Management
  • Lean Tools & Techniques
  • Digital SOP’s and poke yoke
  • Takt & product flow
  • Tiered Management System
  • Obeya – Central Control room

Employee engagement is achieved through both their Kaizen initiative and also their TIC (Team Improvement Circle) program delivered in partnership with their key customer.  They have developed a training academy on site with a capability centre within the factory environment.  Learning and engagement is also encouraged through bite-sized learning; lunch & learns and line-side development.

Visit in 60 seconds / Awards

Workplace organisation…Visual Management… Lean Tools & Techniques …Digital SOP’s and poke yoke  …Takt & product flow…Tiered Management System…Obeya – Central Control room

Visit agenda

09:45: Arrival & Welcome

10.00:  Lear – Our Heritage

10.30:  Our Continuous Improvement Journey

11.15:   Refreshment Break

11.30:   Site Tour – Lean/CI/Visual Management

12.30:   Site Tour – OHNO Circles

12.45:   Feedback on OHNO Circles

13.00:   Lunch

13.30:   Employee Engagement – TIC & Kaizen

14.00:   Round Table Discussion

14.45:   Feedback

15.00:   Close

Onsite Insights visit to Lear Corporation

Lear is the world leader in luxury and performance seating for the automotive industry.  Supplying the majority of the world’s leading manufacturers, they have established a reputation for superior engineering, excellence in manufacturing and craftmanship. The organisation was named as one of the Fortune’s 2023 Most Admired Companies. Seating is built to order on a just in time basis and the site manages over 3000 product variations over 2 build lines.  Redditch is an assembly plant and the sole supplier of seating for one of the UK’s most prodigious car brands.

The Redditch site was purchased by Lear in 2010 and they rapidly created a centre of excellence.  On the visit you will see excellent standards of:

  • Workplace organisation (Five S)
  • Visual Management
  • Lean Tools & Techniques
  • Digital SOP’s and poke yoke
  • Takt & product flow
  • Tiered Management System
  • Obeya – Central Control room

Employee engagement is achieved through both their Kaizen initiative and also their TIC (Team Improvement Circle) program delivered in partnership with their key customer.  They have developed a training academy on site with a capability centre within the factory environment.  Learning and engagement is also encouraged through bite-sized learning; lunch & learns and line-side development.

Visit in 60 seconds / Awards

Workplace organisation…Visual Management… Lean Tools & Techniques …Digital SOP’s and poke yoke  …Takt & product flow…Tiered Management System…Obeya – Central Control room

Visit agenda

09:45: Arrival & Welcome

10.00:  Lear – Our Heritage

10.30:  Our Continuous Improvement Journey

11.15:   Refreshment Break

11.30:   Site Tour – Lean/CI/Visual Management

12.30:   Site Tour – OHNO Circles

12.45:   Feedback on OHNO Circles

13.00:   Lunch

13.30:   Employee Engagement – TIC & Kaizen

14.00:   Round Table Discussion

14.45:   Feedback

15.00:   Close

Onsite Insights visit to Lear Corporation

Lear is the world leader in luxury and performance seating for the automotive industry.  Supplying the majority of the world’s leading manufacturers, they have established a reputation for superior engineering, excellence in manufacturing and craftmanship. The organisation was named as one of the Fortune’s 2023 Most Admired Companies. Seating is built to order on a just in time basis and the site manages over 3000 product variations over 2 build lines.  Redditch is an assembly plant and the sole supplier of seating for one of the UK’s most prodigious car brands.

The Redditch site was purchased by Lear in 2010 and they rapidly created a centre of excellence.  On the visit you will see excellent standards of:

  • Workplace organisation (Five S)
  • Visual Management
  • Lean Tools & Techniques
  • Digital SOP’s and poke yoke
  • Takt & product flow
  • Tiered Management System
  • Obeya – Central Control room

Employee engagement is achieved through both their Kaizen initiative and also their TIC (Team Improvement Circle) program delivered in partnership with their key customer.  They have developed a training academy on site with a capability centre within the factory environment.  Learning and engagement is also encouraged through bite-sized learning; lunch & learns and line-side development.

Visit in 60 seconds / Awards

Workplace organisation…Visual Management… Lean Tools & Techniques …Digital SOP’s and poke yoke  …Takt & product flow…Tiered Management System…Obeya – Central Control room

Visit agenda

09:45: Arrival & Welcome

10.00:  Lear – Our Heritage

10.30:  Our Continuous Improvement Journey

11.15:   Refreshment Break

11.30:   Site Tour – Lean/CI/Visual Management

12.30:   Site Tour – OHNO Circles

12.45:   Feedback on OHNO Circles

13.00:   Lunch

13.30:   Employee Engagement – TIC & Kaizen

14.00:   Round Table Discussion

14.45:   Feedback

15.00:   Close

Onsite Insights visit to Cummins Power

Cummins is a world leader in the design and manufacture of engines and power generation equipment, including PowerCommand standby and prime power systems. The site also provides single-source warranty, planned maintenance, and round-the-clock emergency service 24 hours a day, seven days a week including back-up power rental through our network of distributors.

At Daventry the plant manufactures automotive engines used in heavy and medium trucks, bus and off highway vehicles. The site also manufactures light duty automotive. More recently the site has also begun manufacture of the power generation systems (Gensets) which are used in a variety of environments including rail, mining, oil and gas and commercial marine.

Manufacturing processes on site include: Machining of blocks, Assembly build, Sub-assembly, Paint, Final Test.

Visit in 60 seconds / Awards

Continuous product flow (Moving Flow Line)Visual Management Problem Solving Boards and CAPA ProcessesFive S / Shadow BoardsStandard Work / SOP’sSuggestion schemePlanned MaintenanceKanban stock controlVariable takt management

Visit agenda

10.00: Arrival & Welcome

  • This is Cummins Daventry
  • CI evolution and where we are today
  • Plant tour
  • Lunch
  • Industry 4.0 Digital Manufacturing
  • Quality 4.0
  • Q&A

15.00: Close & Depart

Onsite Insights visit to Cummins Power

Cummins is a world leader in the design and manufacture of engines and power generation equipment, including PowerCommand standby and prime power systems. The site also provides single-source warranty, planned maintenance, and round-the-clock emergency service 24 hours a day, seven days a week including back-up power rental through our network of distributors.

At Daventry the plant manufactures automotive engines used in heavy and medium trucks, bus and off highway vehicles. The site also manufactures light duty automotive. More recently the site has also begun manufacture of the power generation systems (Gensets) which are used in a variety of environments including rail, mining, oil and gas and commercial marine.

Manufacturing processes on site include: Machining of blocks, Assembly build, Sub-assembly, Paint, Final Test.

Visit in 60 seconds / Awards

Continuous product flow (Moving Flow Line)Visual Management Problem Solving Boards and CAPA ProcessesFive S / Shadow BoardsStandard Work / SOP’sSuggestion schemePlanned MaintenanceKanban stock controlVariable takt management

Visit agenda

10.00: Arrival & Welcome

  • This is Cummins Daventry
  • CI evolution and where we are today
  • Plant tour
  • Lunch
  • Industry 4.0 Digital Manufacturing
  • Quality 4.0
  • Q&A

15.00: Close & Depart

Onsite Insights visit to Vale

The Vale Clydach Refinery located near Swansea in South Wales, is one of Europe’s largest nickel refineries, producing high purity nickel pellet and powder products for specialist applications such as high nickel alloys, batteries, nickel plating and automotive components. They supply over 280 customers in over 30 countries worldwide (Europe, Asia and USA). Their Continuous Improvement (CI) approach has been based around specific tools: Standard Work, 5S, TPM, OEE, QCO and Six Sigma.

Winner of the prestigious Shingo silver medallion in 2014.

Continuous Improvement Journey to Shingo Silver medallion win
__________________________________________________

The site has been on a CI & Operational Excellence journey since 2008 and are proud of their achievements. Employees have been trained in CI tools such as problem solving and are encouraged to apply this learning in their work team. Key to their success has been engaging their employees to contribute improvement ideas and participate in their implementation. The visit will be an opportunity for them to share these experiences and what they have learnt along the way, through to being awarded the Shingo Silver medallion for Operational Excellence in January 2014.

Corporate Social Responsibility
_____________________________

The Clydach Refinery is justly proud of their environmental record. In 2014 99.9% of all waste has been diverted from landfill, with 77% re-used or recycled. With a 100 year history, it is important to us that we maintain good Community relations. This visit will focus on the improvements we have made and what we do to contribute and engage with our Community.

Visual Management – ‘Yellow Boards’
________________________________

Throughout Clydach Refinery, Continuous Improvement “Yellow Boards” are used to:

– Cascade Refinery strategy into meaningful activities for each work team.

– Track KPI’s and action plans.

– Action important issues, escalating items where appropriate.

– Enhance communication within team, and allow employees to provide feedback.

– Cascade expectations around the behaviours needed to sustain our CI culture.

– Recognise team success.

They will share the process with you and during a tour of the Refiner you will have the opportunity to see the Yellow Boards in practice

Visit in 60 seconds / Awards

World Class Manufacturing … Lean Manufacturing … Engagement & Behaviours … Sustainability & Environment … Shingo Winner

Visit agenda

09.45: Arrival & refreshments
10.00: Welcome & introductions
10.30: Overview of the Refinery and our CI Journey
11.15: Refreshment Break
11.30: Corporate Social responsibility
12.30:Lunch
13.15: Site Tour
14.45: Questions & Answers session
15.30: Close & Depart

What makes a great Deployment Leader?

by Simon Grogan

Great deployment leaders possess a unique set of skills and qualities that enable them to lead their teams toward Enterprise Excellence. Do you have what it takes?

Ask yourself these three questions…

I know who I am, what I’m good at, how I speak, listen, and think, I know what brings me down and I know what motivates me, I am continually looking to better myself.

What best describes you against this statement?

  • I am fully self aware and always operate at my best
  • I know some things about myself and do have the occasional good day
  • I really don’t know myself and I don’t know here I’m going

I know what I have to do and I know how to do it, I understand system thinking, KPI’s, KBI’s, projects, horizons, leader standard work etc

What best describes you against this statement?

  • I understand all those things and I can implement them successfully.
  • I understand some of those things and every now and then when I implement them, they work
  • I have no idea what those things are and the thought of them scares me

 

I understand my team and what we need to do together to achieve our goals, I appreciate everyone is different and no two days or circumstances are the same.

What best describes you against this statement?

  • I am closely connected with all my team; we work as a collective to deliver our goals
  • I quite enjoy working with some of my teams and we have had some success.
  • I have no idea who my team are, I don’t like them.

Most of us go down the middle as leaders, I know bits about myself, my team and what we need to do.

What I  have observed, working with some of the world’s largest organizations is that leaders need to invest much more in themselves.  They need to learn about how they behave and react to situations, develop their ability to lead in all sorts of circumstances.  Essentially, they need to master the art of leadership communication and that starts by openly reflecting their personal traits, and be honest about what they are good and not so good at.

Great Deployment Leaders should role model what they expect from their people, show them humility, respect, vulnerability, and commitment to getting the job done. Next they need to create a system where everyone understands what needs to be done and how it needs to be done.  Go build some systems and  standards.  Your aim should be to make work harder to get wrong than right. The next step is to continuously measure and improve what you do.

Finally, once you know yourself and what you want to do, go work with your people, learn to instruct, mentor, coach and delegate, get the best out of people, make them better than you, delight in their success and not just your own.

Crazy ideas I know but if you think about it, it makes sense, know yourself, understand what you have to do and help your team do it.

I’d love to hear your thoughts on this, please reach out if you’d like to chat…

Simon

Simon.Grogan@sapartners.com

 

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Onsite Insights visit to Marshalls

Marshalls is the UK’s leading supplier of concrete and natural stone products for external landscaping. We manufacture products for both commercial and domestic markets, including paving, block paving, kerb and edgings, drainage and water management solutions, protective street furniture, lighting, concrete bricks, masonry, walling and mortar.

The Marshall’s vision is to “Create Better Spaces” and “Futures for everyone”, socially, environmentally and economically.

Marshall’s are 4 years into a Continuous Improvement Journey that has embraced Lean as well as SHINGO principles.  They have deployed and engaged their teams in the delivery or waste reduction projects and seen a significant return on investment; increased engagement and improved productivity. On the visit Marshalls will share their journey and you will get to see some of the individual projects and programmes that have changed the way that they work.

Visit in 60 seconds / Awards

OpEx … Employee Development … Maturity Assessment … Continuous Improvement … Environmental Responsibility

Visit agenda

09:30 Arrival

09:45 Welcome & Introductions

10:00 Business Overview / Who are Marshalls

11:00 The Marshalls Way (OpEx Model)

12:00 Networking Lunch

13:00 Go & See Tour

14:00 LEAD – Employee Development

14.30 Marshalls Maturity Assessment (MMA)

15:00 Feedback Session

15:30 Close

Onsite Insights visit to Marshalls

Marshalls is the UK’s leading supplier of concrete and natural stone products for external landscaping. We manufacture products for both commercial and domestic markets, including paving, block paving, kerb and edgings, drainage and water management solutions, protective street furniture, lighting, concrete bricks, masonry, walling and mortar.

The Marshall’s vision is to “Create Better Spaces” and “Futures for everyone”, socially, environmentally and economically.

Marshall’s are 4 years into a Continuous Improvement Journey that has embraced Lean as well as SHINGO principles.  They have deployed and engaged their teams in the delivery or waste reduction projects and seen a significant return on investment; increased engagement and improved productivity. On the visit Marshalls will share their journey and you will get to see some of the individual projects and programmes that have changed the way that they work.

Visit in 60 seconds / Awards

OpEx … Employee Development … Maturity Assessment … Continuous Improvement … Environmental Responsibility

Visit agenda

09:30 Arrival

09:45 Welcome & Introductions

10:00 Business Overview / Who are Marshalls

11:00 The Marshalls Way (OpEx Model)

12:00 Networking Lunch

13:00 Go & See Tour

14:00 LEAD – Employee Development

14.30 Marshalls Maturity Assessment (MMA)

15:00 Feedback Session

15:30 Close

Onsite Insights visit to BAE Systems

BAE Systems in Rochester, Kent is home to the organisations Electronic Systems Division. This site has been designing, manufacturing and supporting aerospace and avionics products for more than 70 years. Electronic Systems spans the commercial and defence electronics markets with a broad portfolio of missioncritical electronic systems, including flight and engine controls, electronic warfare and night vision systems; surveillance and reconnaissance sensors; secure networked communications equipment, and power and energy management systems. Their customers include the US and UK Defence Forces as well as an increasingly broad spectrum of commercial clients both in the UK and around the world.

Lean Manufacturing
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BAE’s lean transformation has embraced many of the lean six sigma concepts, tools and behaviours. On the visit they will share with visitors their journey which has enabled them to transform how they operate, reduce costs and waste.

Design for Manufacture (DFM) Prototyping & 3D Printing
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DFM and the use of 3D printing has allowed BAE Systems to reduce their New Product Development time down by 50%. This visit will provide an overview of the DFM process and also their approach to prototyping and 3D printing.

Culture of Change, BIT and the Shingo Journey
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Just over five years ago, the site recognise that for it to survive it needed to change its employees mindsets. This led to a focus on the culture and a commitment to innovation and best practice which has culminated in the application for the Shingo Prize — The Shingo Prize is generally accepted as the world’s leading award for Operational Excellence.

Visit in 60 seconds / Awards

Lean tools & techniques…World class manufacturing…DFM Prototyping…Supply chain management and integration…Company culture…3D Printing

Visit agenda

09.00  Arrival & Signing in

09.15   Introductions & Site Overview

09.30  Facility Tour & Simulation

11.30   DFx & Innovation

12.15    Networking Lunch

13.00   Innovation through Prototyping & Collaboration​

14.00   Digital Transformation

14.30   Empowering people for innovation and quality

15.30    Feedback

16.00   Close

Onsite Insights visit to NHS Blood and Transplant

NHS Blood & Transplant employs over 5,000 people in over 200 locations across the UK. This remarkable organisation provides a blood and transplantation service  to  the  NHS,  looking  after blood donation services in England and transplant services across the UK. This includes managing the donation, storage and transplantation of blood,  organs,  tissues, bone marrow and stem cells, and researching new treatments and processes.

Manufacturing operations have been transformed in recent years and manufacturing and testing sites have been consolidated. A new, integrated  supply  chain  approach  has  helped  balance supply and demand.

This visit  is being hosted  at the manufacturing and  processing centre in Filton, Bristol  and    it will provide an insight into how this incredible organisation has developed and applied a programme of continuous improvement  within  a  diverse  and  highly  complex  organisation.  NHS Blood & Transplant has a unique role within the wider NHS of saving and improving lives through relationships and services delivered to both volunteer donors and hospitals.

During the visit you will:

  • Understand the NHS Blood & Transplant Continuous Improvement journey that has been supported by lean principles.
  • See first-hand how processes have been improved in different settings of manufacturing, laboratory and support functions using continuous improvement principles
  • Understand how continuous improvement functions are responding to business needs and cultural challenges.
  • Understand how the organisation’s external partnerships and exchange forums contribute to the continuation and development of best practice.

Visit in 60 seconds / Awards

Lean Principles … Continuous Improvement … Cultural challenges … External partnerships

Visit agenda

10.00 Arrival and Signing In

10.15 Welcome & Introductions

10.40 NHSBT Filton – our Lean Journey

11.10 Virtual Reality – Vein to Vein

11:40 Tour of Manufacturing

12.30 Networking Lunch

13.15 Tour of Hospital Services

14:00 CI Academy

14.45 Q & A

15:15 Feedback session

Onsite Insights visit to NHS Blood and Transplant

NHS Blood & Transplant employs over 5,000 people in over 200 locations across the UK. This remarkable organisation provides a blood and transplantation service  to  the  NHS,  looking  after blood donation services in England and transplant services across the UK. This includes managing the donation, storage and transplantation of blood,  organs,  tissues, bone marrow and stem cells, and researching new treatments and processes.

Manufacturing operations have been transformed in recent years and manufacturing and testing sites have been consolidated. A new, integrated  supply  chain  approach  has  helped  balance supply and demand.

This visit  is being hosted  at the manufacturing and  processing centre in Plymouth Grove, Manchester  and    it will provide an insight into how this incredible organisation has developed and applied a programme of continuous improvement  within  a  diverse  and  highly  complex  organisation.  NHS Blood & Transplant has a unique role within the wider NHS of saving and improving lives through relationships and services delivered to both volunteer donors and hospitals.

During the visit you will:

  • Understand the NHS Blood & Transplant Continuous Improvement journey that has been supported by lean principles.
  • See first-hand how processes have been improved in different settings of manufacturing, laboratory and support functions using continuous improvement principles
  • Understand how continuous improvement functions are responding to business needs and cultural challenges.
  • Understand how the organisation’s external partnerships and exchange forums contribute to the continuation and development of best practice.

Visit in 60 seconds / Awards

Lean Principles … Continuous Improvement … Cultural challenges … External partnerships

Visit agenda

10.00 Arrival and Signing In

10.15 Welcome & Introductions

10.40 NHSBT Manchester – our Lean Journey

11.10 Virtual Reality – Vein to Vein

11:40 Tour of Donor Centre

12.30 Networking Lunch

13.15 Tour of Manufacturing

14:00 Tour of Hospital Services

14.45 Q & A

15:15 Feedback session