Manufacturing | 22 January 2019

Client: Endress+Hauser

Assignment: Continuous improvement development

Building capability in continuous improvement to drive operational efficiency

The Problem

Whilst Group had embarked upon an ambitious adoption of Lean principles and the establishment of a framework for deployment across the entire business; each location was empowered to define how they would develop Lean within their own operation.

After a selection process, we were appointed to partner E+H in their journey towards the wider adoption of Lean.

The team needed support to improve the efficiency and effectiveness of their operations in addition to creating a team of individuals with a deep understanding of continuous improvement methodologies capable of delivering change from within.

The Solution

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

The Benefits

  1. 12 Leaders educated in Lean Leadership
  2. Multiple improvement project areas identified, prioritised and scoped
  3. 12 Lean Champions trained in Lean tools and methods enabling them to carry out process improvements and deliver benefits
  4. Company wide engagement programme launched, and aspirational Lean vision established.

What Endress+Hauser said about us


“I really enjoyed the course and I’d recomend it” – Farah Ajaz

“The course was excellently put together and I really enjoyed it” – George Burrell