1 Integration of Lean in 0.5 2.0 AS Ltd business strategy is encapsulated Complete Lean Business AA Lean Business Plan – business strategy within its Quality Management Systems Plan (QMS). At this moment in time there is nothing referenced for continuous Develop overall Business JS Business Strategy improvement using lean methodology within Strategy. document the QMS, John Smith is aware that it Must be interlinked to Lean requires incorporating into the QMS. and QMS. Include SMART As AS is a small to medium sized company it targets in the business has the ability to be agile and the moderator strategy. sees no reason why the QMS and any other Roll out and brief relevant AA All employees become Business Strategy documents cannot set out parts of the plans to all fully aware of the explicitly how lean will play a part in Business plans and are delivering improved business performance. clear of the intended Clearly, the details of Lean deployment will changes to the way the be covered in Lean Strategy and Lean AS’s business operates Deployment Plan. Review QMS ensure Lean BB A bespoke QMS fit for – The moderator is seeking to see here that a methodology and the intended growth of company has a continuous improvement continuous improvement are the business culture. Note this does not mean an incorporated and innovation culture which is slightly different, implemented. Set but a culture where every employee comes continuous improvement in to work just to make things that little bit targets and monitor better every day. progress against these. Carry out introspective JS / AA An honest reflection of bottom-up review of the way where the businesses the business operates strengths and weaknesses lie. Develop an open and honest culture where employees can share success and learn from underperformance 2 Lean Leadership and 0.5 2.0 Some members of AS senior management SMT undertake Lean JS SMT understand the – Engagement team (SMT) have had exposure to Lean, but Training. principles of Lean and the moderator believes that a fresh unified Once SMT are trained then how they can implement approach should be taken and the SMT begin to roll out training to it into their daily should all undertake the same lean training other employees. Target activities to cement a lean deployment bond. training 25% of the However, the moderator advises that clear employees per annum. objectives must be given to members of the SMT to also self-study – SMT once they have been trained and what by Womack “Lean Thinking” they will be expected to deliver within their and Jones is recommended.
1 – Integration of Lean in business strategy 0.5 2.0 AS Ltd business strategy is encapsulated within its Quality Management Systems (QMS). At this moment in time there is nothing referenced for continuous improvement using lean methodology within the QMS, John Smith is aware that it requires incorporating into the QMS. As AS is a small to medium sized company it has the ability to be agile and the moderator sees no reason why the QMS and any other Business Strategy documents cannot set out explicitly how lean will play a part in delivering improved business performance. Clearly, the details of Lean deployment will be covered in AS’s Lean Strategy and Lean Deployment Plan. The moderator is seeking to see here that a company has a continuous improvement culture. Note this does not mean an innovation culture which is slightly different, but a culture where every employee comes in to work just to make things that little bit better every day. Complete Lean Business Plan AA Lean Business Plan Develop overall Business Strategy. Must be interlinked to Lean and QMS. Include SMART targets in the business strategy. JS Business Strategy document Roll out and brief relevant parts of the plans to all AA All employees become fully aware of the Business plans and are clear of the intended changes to the way the business operates Review QMS – ensure Lean methodology and continuous improvement are incorporated and implemented. Set continuous improvement targets and monitor progress against these. BB A bespoke QMS fit for the intended growth of the business Carry out introspective bottom-up review of the way the business operates JS / AA An honest reflection of where the businesses strengths and weaknesses lie. Develop an open and honest culture where employees can share success and learn from underperformance 2 – Lean Leadership and Engagement 0.5 2.0 Some members of AS senior management team (SMT) have had exposure to Lean, but the moderator believes that a fresh unified approach should be taken and the SMT should all undertake the same lean training to cement a lean deployment bond. However, the moderator advises that clear objectives must be given to members of the SMT once they have been trained and what they will be expected to deliver within their SMT undertake Lean Training. Once SMT are trained then begin to roll out training to other employees. Target training 25% of the employees per annum. SMT to also self-study – “Lean Thinking” by Womack and Jones is recommended. JS SMT understand the principles of Lean and how they can implement it into their daily activities
HELMA_Example_Improvement_Action_Plan__2_.docx