1. Continuous Improvement
Worldwide
Objective
Our clients objective was to Continuously Improve around the world. Wow! This client had major aspirations
for Continuous Improvement, but did not know where to start. One thing we heavily agreed on was that they
wanted their teams to lead the journey of change as much as is physically possible. We have trained and
developed people in anything from rapid improvement events to cultural changing programmes so knew this
was the reason we got the call for help.
Summary
We knew the best approach was with the executive team to identify; key objectives, a deployment process,
and use of a team of champions to become leaders of CI, to drive and support the Worldwide roll out of
Continuous Improvement.
“We knew how skilled and passionate this team was, and their results for change preceded them, and knew
they could help us with our stretched target of rolling out lean Worldwide” Vice President.

2. Worldwide Group
Objective – introduce Continuous
Improvement around the World...
15Countries
17Factories
2000People
£900M
Turnover

3. Development
For different cultures
• We knew one of a biggest roadblocks would be standardisation, especially with so many different
cultures. So straight away we started to go and see to deeply understand these cultures, as well as
identifying and meeting the champions.
• The next stages were to educate and develop the champions in the programme we had developed. This
worked best when the champions came together to develop their skills, learn from each other, and plan
their next steps in line with the deployment plan.
• It was great to see the learning taking place on improvement events in the plants by the 20 champions.
20CI leaders - Champions

4. Creating change
Around the World
• Together with the Executive team and a team of champions we
developed an entire change programme for introducing
Continuous Improvement and its development across 15
different countries.
• Its standardisation and reporting method was crucial. The
deployment process was flexible but ensured it was easy to stay
on track, and the reporting method, we were told “really inspired
improvement between the different plants”
• From the vision to the radical improvement events, this is one of
our biggest achievements; to be able to mobilise a programme
for CI around the globe.
• Each plant has developed an awareness for CI now. It has
dramatically improved its capability to communicate and are at
differing levels of improvement activity, but our sustainment
audits we complete and monitor for them externally - are
definitely showing cultural changes – brilliant!

5. http://www.performancethroughengagement.com/
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