Every company has a current level of standards and way of improving safety, quality, delivery, cost and people. Together we align on the targets and your needs for change. We challenge and help close the gaps together. We move people, processes and results from A to B, and beyond. We do it with empathy, involvement, facts, go-look-see, programming where helpful, and a persistent drive to enable people to sustain problem solving, set and reach targets, and enjoy the journey.
Most organisations already have rich data, from supplier performance and material issues to safety, quality, productivity, machine performance, costs, skill levels, planning and customer feedback. Some data is typically used well today. Often there is room to do more, by applying tried and tested graphs or by creating new ways to analyse and visualise, customised to your situation.
We build healthy automation. Daily data should analyse and visualise itself, with clear colour coded graphics that tell the story instantly. We ask three questions: “What do we need to see?”, ”What would be amazing to see?” and “What data do we need?” Then we make it happen with minimum daily effort and maximum insight.
The implementation of analyses and graphs follows the roll-out from team to team. An initial set-up may take 4-8 weeks, while deeper analysis tools may be improved for optimal performance support over several months in the spirit of continuous improvement.
Less time preparing reports, faster decisions, earlier problem detection, clear overview of trends, more insight from patterns in your data, stronger fact-based decision-making and a shared picture of the truth at every level.
A strategy on paper is one thing, involvement and alignment in the process are what make it real. Lean and Strategy offers two strategy tracks: long horizon scenarios and a practical annual strategy process. Both are translated to target setting and linked to project management of actions in the organisation.
See the future from a different angle, set direction and clarify actions. We use appreciative enquiry to gather input, structured brainstorming on key challenges, and scenario methods inspired by work from the Netherlands, the UK, the USA and Japan. Teams explore how the future could unfold, choose a route, and set triggers for when to switch. The output translates into consequences for the organisation, actions to take, innovation directions to pursue, markets to explore, investments to make, skills to develop, what to monitor and how to mitigate risks.
Innovation, technology push, optimising market strategy, manoeuvring in an uncertain environment, making critical investments while reducing risks, reacting to extreme changes, monitoring changes and planning how to compete.
We support with a solid strategy process that aligns with a 1-year (or up to 3 years) plan. Here we use appropriate methods such as policy deployment or Hoshin-Kanri, A3X, defining objectives and key results and aligning to all levels and teams. We make sure there is a link to daily operations, incl. performance management, targets, Scrum and project management.
Scenarios: 3 to 6 months for a given focus, longer if deeper information gathering or brainstorming are required. Multiple scenario-streams may be explored in parallel. Annual strategy process: 8 to 12 weeks – depending on the size of the organisation. Next comes link to daily operations and follow-up.
Scenarios: Navigate with a clear, common map of the future, in a world of increasing uncertainty. Annual strategy process: A clearly cascaded process and plan with all levels aligned in the organsiation and a direct link to daily operations.
