Bourton Group worked with the senior team to ensure all the relevant stakeholders were agreed on the approach to be adopted.
We developed a deeper understanding of Lean and its principles and developed an understanding of the importance of their role as leaders via our FSDO™ Lean Leadership Model. In addition, we developed an approach to identifying key process ‘hot spots’ or issues so that the business could agree which Lean improvement approach to adopt to suit particular process issues.
At this stage, potential Continuous Improvement Practitioners (Lean Champions) were identified for future development.
At a company wide launch event, the Group CEO and the UK
Managing Director set out a clear picture for the future for E+H and in particular, the role that Lean would play in their future operations. Setting out a vision for a ‘Lean Culture’ the employees were engaged in a collaborative visioning session before being introduced to the programme Bourton was supporting.
Making it happen
A selected group of Lean Champions was trained in Continuous Improvement methods over a three-day programme focusing on developing a broad understanding of Lean and how to use simple tools to drive change and engage colleagues.
These Champions will now be heavily involved in the delivery of initial improvement activities to increase the speed of development of competence and confidence and enable faster ‘handover’ of facilitation of future process improvement workshops.
Bourton also created a toolkit for change for this core team to use in improvement projects and subsequent events thereby reducing the need to have continued of external support