The document discusses creating a culture of continuous improvement through engaging employees. It emphasizes that implementing lean tools alone is not sufficient for sustainable change and that building a supportive culture is essential. A key part of developing this culture involves using a "learn by doing" approach to give employees hands-on experience and education in problem solving. The document also provides a framework for assessing organizational progress towards a culture of continuous improvement, including a 10x6 matrix to evaluate behaviors within different categories.

1. Welcome
Performance through Engagement

2. “You can do anything if you put your mind to it!”

3. What’s the difference
between ordinary change and a Successful one
Most people will have used some very important lean
tools to create a change in their business.
They will have no doubt also found a lack of success
with trying to sustain this improvement.
The truth is any lean tools need a support structure to
achieve the success they can bring.
This support structure lies in the belief and ability
of your people.

4. How
Can I improve their ability and belief
Getting someone to become confident! This will only be
through a Learn by Doing approach.
This is where they will gain an experience, an
education! They will get the chance to learn for
themselves, and discover their own pitfalls.
And then together you can clarify and identify the right
way and better way for that individual.
A common failure with a continuous improvement
approach will be one that is inflexible to change.
But what do they gain an education in – Cultural
Change!

5. Why
Should you listen?
Because we’ve learnt the hard way…
We have spent many years researching and applying
different ways of working to identify how it can work for
everyone who isn’t the likes of Toyota.
Your approach to Continuous Improvement can be
just as good, if not better; if we build it together!

6. Foreword
Continuous Improvement
Continuous Improvement has been based on many things A reoccurring issue in plants is the “why doesn’t it work for
over history and of course common sense. us when it does for Toyota?”
There are elements that data back to the 1500s, when King
What you will find in this presentation is a result of studying
Henry III of France watches the Venice Arsenal build
for many years the “how do you make work if your not
complete galley ships in less than an hour using continuous
flow processes. Toyota etc”
And of course lean manufacturing, which we commonly One of the fundamental items you will discover is that you
know as being brought to the forefront by Toyota. have to have a bespoke system, that is designed around you
We are certainly not to forget the likes of the Ford and not copied from someone else, a simply conclusion you
Production System also, that made strides with mass may say? Based on data of failures obviously not.
production.
Herein you will find the brief identification of what you
But what do we take from this. Many people will have tried to will need to make Continuous Improvement successful
copy any of those who have done well. The likes of Honda in your business.
and Toyota were and still are copied heavily.

7. Culture
Essential
The most fundamental reason for failure is because people If you want to take it seriously you need to from the start,
and businesses have wanted Continuous improvement or aim to change your culture, that is more important than
Lean, and that’s it. continuous improvement alone. You could change your
culture and that only, and it be one that just focusses on one
This often means as a result you have people and teams
objective, as an example say that of a greeting culture, and
and businesses implementing lean tools and techniques.
all people do is greet everyone, hello etc.
Which of course they have success with, and create change.
But they soon find them short-lived, they are never The change you will get will become a more sustainable one
sustainable. And as a result find themselves creating many than if you were to just implement lean tools.
different ways of checking and enforcing what has already
But of course for maximum benefits, ultimate customer
been implemented.
focus and operational excellence you must aim to
Which often in itself drives people to being told what to do. achieve a Culture of Continuous Improvement.
Which in turn diminishes cultural growth.

8. Continuous Improvement
Culture
Once your vision, your aim and objectives are aligned to These two areas combined will provide a change in culture
achieving a Culture of Continuous Improvement (CIC), to one that is continuously improving for great results.
the equation for achieving this is quite simple, it is the We of course all have a culture in our business now, and we
summation of these two areas, Lean Fundamentals (LF) and want to mould that into one that aligns itself with your vision
Cultural Enablers (CE). for continuous improvement.
To identify whether you are achieving your vision the 6 Lean
LF + CE = CIC
Fundamentals and the 6 People Power elements have been
You will in other material find the breakdown of Lean amalgamated into a matrix to identify how peoples
Fundamentals; the most beneficial lean tools and behaviour's have changed. The model is a 10 x 6 analysis of
techniques, and the Cultural Enablers which have been the employees within your business.
designed to be a result from using People Power; an 10 categories and 6 Behavioural Competencies.
education programme to dramatically change the leaders,
Find more herein.
the people within your organisation, so they can provide a
cultural state for continuous improvement sustainment.

9. Behavioural Competencies
Lead from the Inspire Worldwide
Vision Communication
Front Solutions
Operational Appraisal and Customer
Empowerement Best Practice
Performance Autonomy Focus

10. Categories
Lean Fundamentals
and People Powers
The 10 categories shown to the right are a
combination of the sub headed. Lead from the
Vision Communication Inspire Worldwide
Front Solutions
They are the educational areas on changing Long term
Leading and
Engagement and Stimulated
thinking Awareness Change Problem Solving
people and changing processes. Managing people
The directional improvement in people and
all processes biased towards continuous Operational Appraisal and Customer
Performance Best Practice
Empowerment Autonomy Focus
improvement methodology develops your Equipment and Results drive and
Team working People Operational
workplace momentum
culture. effectiveness
Development Excellence

11. Behavioural
Behavioural Change Competencies
Steps
Your people are then aiming to focus on these behavioural
competencies for each of the categories.
Each behavioural step upwards develops your business, and
advances towards achieving a culture change of continuous
improvement, this change is driven through the 6 factors
competencies.
The desired culture of continuous improvement is obviously
one where your chosen approach in all categories is one
that is Habitual.

12. Assessment
How well are you achieving your vision?
There is scoring criteria for each Category within each
Behavioural Competency, from Embryonic up to Habitual. In
total a scoring system comprised of 60 elements.
It can be identified how behaviour is changing and thus
how your culture change is developing.

13. Assessment
How well are you achieving your vision?
Each category and behaviour has scoring criteria for
observation, assessment and direction.
You will see below the example developed so far for Lead
from the Front.
1 - Embryonic 2 - Infancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - Habitual
Lead from the Front Team member, who may Monitoring performance Acts as role model to team. Shapes team for optimum Leads a coaching and mentoring Focuses organisation to support the
(PP) have supervisory against objectives cultural effectiveness. Continuous Improvement Culture. Continuous Improvement Culture
responsibility strategy of Every person, every
process, everyday - improving.

14. Example of 10 x 6 matrix
CONTINUOUS IMPROVEMENT CULTURE - BEHAVIOURAL COMPETENCY MATRIX
1 - Embryonic 2 - Infancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - Habitual
Customer Focus (Output PP &
PFG)
10
X X X X X X
Best Practise (Audit PFG)
Delivering results/commitment to
ac hieve
X X X X X X
9
Appraisal + Autonomy (PP)
Developing oneself and others
8
X X X X X X
Operational Performance (OEE,
SIR PFG)
Equipment Effec tiveness and
X X X X X X
Workplac e Standard
Empowerment (PP)
Team working X X X X ng
e X X
ha
6
Worldwide Solutions (PFG)
X X X l C X X X
ra
Problem Solving
u
5
Inspire (PP)
C ontinuous improvement and leading
change.
X X X
C ult X X X
4
Communicate (PP) and (Comm
Centre PFG)
Engagement + Awareness
X X X X X X
3
Vision (VSM PFG)
Strategic thinking/depth and breadth
of thinking
X X X X X X
2
Lead from the Front (PP)
Managing people
1
X X X X X X

15. Reporting
Example Score Chart
Competency Score
Training Score (0-4) 1 - Embryonic 2 - Infancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - Habitual Total Score
Customer Focus
(Output PP & PFG) 0 6 8.5
Best Practise (Audit
PFG) 1 5 7
Delivering
Appraisal + Autonomy
(PP) 2 4 5.5
Developing oneself and
Operational
Performance (OEE, SIR 3 3 4
PFG)
Empowerment
Team working 4 1 0.5
Worldwide Solutions
(PFG) 0 1 2.5
Problem Solving
Inspire (PP)
C ontinuous improvement 1 3 5
and leading change.
Communicate (PP) and
(Comm Centre PFG) 2 4 5.5
Engagement + Awareness
Vision (VSM PFG)
Strategic thinking/depth 3 5 6
and breadth of thinking
Lead from the Front
(PP) 4 6 6.5
Managing people
Overall Score 30

16. Reporting
Progress
Each individual can be scored based on their
achievements to each of the statements.
The scoring also takes into consideration their
current training. As a consequence of a trained
person scoring lower than expected the scoring will
highlight this with an extrapolated score vs. those
who score higher with less training.
Briefly a person with less training will score higher if
they achieve the same behavioural competency as
someone who is trained more.
16

17. The choice is yours
Change, or Cultural Change

18. Join the adventure
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