________________________________________________________________________________________________________________________
“ We drive the business using a threepillar Kaizen approach and have recently won an award for Operational Excellence from the Kaizen Institute in recognition of this. The primary tier focuses on our strategy and how we deploy this throughout the business, via a series of strategic key initiatives with challenging stretch targets. This ensures that the whole business is pulling in the same direction, focusing on the action plans to deliver the improvement targets. We have a monthly review where we hold ourselves, and each other accountable for the actions we have set. The secondary tier is formed from the series of targeted Kaizen initiatives that are structured to deliver a step change in performance across the specific functions. These are executed in three-monthly cycles. Supporting all of this is the iterative daily process that reinforces communication across the teams and feeds into the targeted Kaizen events to deliver sustainable change.
“ The strategic deployment process( SDP) has been a critical addition to our business as it really fosters and develops that stretch mentality,” Danny explains.“ We trained the entire leadership and wider management team in the process, and we now live and breathe this methodology. It ensures that we focus on what is important and what will make the difference. It goes much wider than lean manufacturing and it covers the entire business, with key initiatives spread across operational, digital and commercial responsibilities. The process starts by creating a problem to solve, this forces us to think wider than simply hitting a set of KPIs. It is also important to have robust financial metrics in place to measure success and ensure we stay on track. The targeted Kaizen events also cover processes in the admin, office and digital functions and are not constrained to operational areas.”
212