Delivering Operational Excellence for your Business
We will work with you to build your Operational Excellence strategy from the ground up. Working with you to develop a set of Values, Behaviours and Principles through to the design and implementation of your company specific Operational Excellence road map.
We have a modular approach to suit any organisations budget and requirements. Our initial operations excellence diagnostic tool will allow us to identify where you are on your lean journey and create a custom-built road map for your organisation and highlight your development needs for the next phase of your lean journey.
Training & Workshops
We offer bespoke workshops tailored to your needs. These custom sessions are designed to address your specific challenges and drive meaningful improvements within your organisation.
The primary objective of the Level 3 Business- Improvement Techniques VRQ is to improve business performance as a whole through empowering the people that make up the organisation.
B-IT is intended to maximise your company profits and revenues by the elimination of waste and the creation of flow through the business by reducing cost and variation. It also aims to improve responsiveness by making more effective use of people and physical assets.
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In the 5S workshop, participants select a workspace for improvement and conduct a Red Tag exercise to remove unnecessary items. They take "before" photographs, perform a 5S audit to assess the area, and identify opportunities for improvement. After implementing organisational and cleaning changes, they establish new maintenance standards and capture "after" photographs. Finally, a plan is created to sustain these improvements through ongoing audits, enhancing overall organisation and efficiency
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In the Visual Management workshop, participants explore the theory of visual management, from cave paintings to infographics. They conduct a visual management audit to assess current practices, select appropriate data displays, and design a visual management board tailored to their needs. Finally, they apply these principles to a specific area enhancing clarity and efficiency within their teams.
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In the Process Flow workshop, participants learn the importance of analysing processes and explore various formats of process mapping. They conduct a Gemba Walk to observe the current workflow in action and then map out the existing process steps. Finally, they identify and eliminate non-value-added activities and unnecessary time, streamlining the overall process for improved efficiency.
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In the Health and Safety workshop, participants review basic health and safety regulations and conduct a health and safety audit. They perform a risk assessment in the project area and learn safe manual handling techniques. Finally, the group collaborates to agree on and plan health and safety improvement actions, ensuring a safer work environment.
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In the Problem Solving workshop, participants conduct a root cause analysis of a current issue and create Ishikawa diagrams to visualise potential causes. They engage in consensus decision-making and apply the 3 x 5 Why thinking technique to delve deeper into problems. Additionally, they utilise data analysis techniques and follow a structured approach for selecting effective solutions, enhancing their problem-solving skills.
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In the SOP workshop, participants learn the benefits of standard operations and standard operating procedures. They apply the continuous improvement process to enhance SOPs and complete a new SOP that includes photographs for clarity. Finally, they publish and distribute the new standard, ensuring consistent practices across the organisation.
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In the "Contributing to Effective Teamwork" workshop, participants explore the characteristics of successful teams and engage in group exercises to foster collaboration. They complete the Belbin and Adair questionnaires to understand team roles and dynamics. The workshop also includes an analysis of project team performance and discussions on team development opportunities, equipping participants with strategies to enhance teamwork.
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In the Line Balancing workshop, participants learn the importance of analysing processes and conduct a flow process analysis. They explore cycle time measurement and engage in a process study exercise to gather data. The workshop includes a paper Kaizen exercise to identify improvements, followed by the creation of a line balance chart to optimise workflow and enhance efficiency.
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In the Training Within Industry (TWI) workshop, participants will learn how to engage workers in the learning process effectively. The course focuses on breaking down jobs into the “one best way,” covering the what, how, and why of each task. Attendees will practice presenting and demonstrating this optimal process, as well as teaching it through hands-on methods that empower workers to “learn by doing.” The workshop also emphasises checking progress, coaching workers, and encouraging questions to foster a supportive learning environment.
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In the FMEA Workshop, participants will explore the applications of Failure Mode and Effects Analysis (FMEA) and Design FMEA (DFMEA), as well as the key differences between PFMEA and DFMEA. They will learn the essential components of both analyses and how to calculate the Risk Priority Number (RPN). Finally, delegates will select a relevant design or process to conduct a DFMEA or PFMEA, equipping them with practical skills to identify and mitigate risks effectively.
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In the Value Stream Mapping workshop, participants will create a current state map to visualise existing processes. They will learn the principles of lean value streams and identify opportunities for improvement. Delegates will then develop a future state map to outline desired improvements and create a value stream plan to implement changes. The workshop concludes with a value stream review to assess progress and ensure alignment with lean objectives, equipping participants with tools to enhance efficiency and reduce waste.
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This list is not exhaustive so if you can't see what you are looking for please get in touch!
Operational Excellence Strategy & Consulting
Our Operational Excellence strategy is designed to deliver sustainable improvements in efficiency, productivity, and performance across your operations. We employ a three-phase approach—Foundation, Step Change, and World-Class—to ensure your processes become stable, predictable, and optimised for future growth.
Before commencing any project, we conduct a thorough Operational Excellence Diagnostic to assess your current processes, identify key improvement areas, and align our strategy with your business goals. This ensures that every step of the journey is customised to your specific needs.
Supporting Sustainability and Embedding Improvements
To ensure long-term sustainability, we create customised project templates and training materials that are specific to your organisation. These can be used for future improvement projects, helping to embed continuous improvement within your company's culture.
Our program structure also encourages sustainability by developing change agents across your business. Senior managers act as champions, ensuring they are equipped to lead future projects independently. This self-sufficiency reduces reliance on external support and promotes continuous improvement.
Cross-Functional Teams and Lean Support Departments
We actively encourage the use of cross-functional teams during improvement projects. Lean principles apply not only to manufacturing but also to office and support functions. Many recent projects have successfully optimised office processes, contributing to overall business efficiency.
Director Involvement and Sponsorship
While directors don’t need to be directly involved in the training workshops, their role as project sponsors and ambassadors is critical to the success of the initiative. Their support and endorsement motivate teams and ensure the long-term impact of improvement projects.
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The Foundation phase lays the groundwork for long-term success by stabilising and controlling your processes. Key outcomes include:
Improved Quality: Each step in the production process is optimised to reduce errors and rework, saving time and resources.
Waste Reduction: We focus on minimising waste of raw materials, improving waste segregation, increasing recyclability, and lowering energy usage.
Enhanced Workplace Organisation: With structured workplace organisation and visual management, manufacturing areas operate more efficiently and with better control.
Stable Production Environment: Creating a predictable and stable environment that minimises internal disruptions and increases departmental productivity.
Data-Driven Culture: We instil a data-driven approach to process reviews and decision-making.
Effective Training: Employees are trained faster and more effectively in Standard Operating Procedures (SOPs), becoming productive contributors in less time.
Workforce Motivation: Staff gain greater ownership of their areas, leading to higher motivation and engagement.
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In the Step Change phase, we focus on delivering targeted improvement projects using the Lean Six Sigma methodology, specifically the DMAIC framework (Define, Measure, Analyse, Improve, Control). Our team leads improvement projects that include:
Data Collection and Analysis: Gathering critical process data, applying basic statistics, and conducting root cause analysis to understand issues.
Solution Development: Identifying and quantifying the most appropriate solutions for implementation based on data-driven insights.
Step Change Phase Outcomes:
Improved Productivity and Quality: By leveraging Six Sigma techniques and executing improvement projects, businesses see measurable improvements in productivity, quality, and cost efficiency.
Reduced Lead Time and Downtime: Optimising production processes leads to reduced downtime and faster lead times, enhancing overall product or service quality.
Increased Profitability: Reduced production costs and fewer customer complaints drive profitability and customer satisfaction.
Data-Driven Problem Solving: We cultivate a culture where employees use data to solve problems and implement future improvement projects independently.
Skilled Workforce: Teams develop a broader skill set, becoming more commercially aware and proficient in identifying and implementing improvement opportunities.
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The World Class phase of the Ops Ex Model focuses on achieving operational excellence through the optimisation of internal processes, establishing a pull system, and pursuing continuous improvement. This phase equips organisations to respond swiftly to customer demands while enhancing efficiency and product quality.
Achieving World Class Status results in:
Rapid Reaction to Customer Demand: Quick responses to customer needs enhance satisfaction.
Streamlined Product Diversification: Efficient introduction of new products to adapt to market trends.
Agile Reaction to Concerns: Prompt handling of issues across production and supply chains.
Supply Chain Integration: Improved collaboration and communication reduce lead times and enhance overall efficiency.
This phase aims to drive operational excellence and elevate organisations to a world-class level in performance and customer service.
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