WHITE PAPER

How to Achieve
Operational
Excellence
3 METHODS TO IMPLEMENT NOW

creator of
 w

Continuous
improvement is
better than delayed
perfection.
Mark Twain,
American writer

proactioninternational.com White Paper Operational Excellence — 2

Table of contents
Establishing a Sustainable Continuous

01 Improvement Culture: Is It Possible?

Page 4

Lean Manufacturing:

02 for Waste-Free Management

Page 11

Everything You Need to Know

03 About 5S
Page 16

How to Implement and

04 Perpetuate Lean Manufacturing

Page 27

This whitepaper is presented to you

By Yves LeBrasseur
Senior Expert, Technical Processes at Proaction International.

proactioninternational.com White Paper Operational Excellence — 3

01 Chapter 1 –
Sustainable Continuous Improvement

Establishing a
Sustainable Continuous
Improvement Culture:
Is It Possible?
For the past four decades, Toyota has been recognized worldwide
for the quality of its products and for coming out as the big winner in
satisfaction surveys among car drivers. This multinational company’s
management philosophy can explain its success as it provides employees
with the tools they need to improve their work continuously.
Implementing such a system must encourage employees’ commitment
and creativity and allow for problems to be resolved as they arise.
The goal: to achieve optimal quality and operational excellence.
Let’s break down this process for implementing a sustainable
continuous improvement culture within your company.

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Chapter 1 – Sustainable Continuous Improvement

What Is Continuous
Improvement (Kaizen)?
Key success factors
The English translation of Kaizen, a Japanese term originating
from the fusion of the words kai (“change”) and zen (“ better”), To ensure this effort is successful, all stakeholders must
is the continuous improvement process that relies on small be open-minded and adopt a positive attitude toward
changes - concrete actions and initiatives that are simple and the improvement process.
inexpensive.  hallenge current practices instead of searching
C
Also considered a philosophy, the Kaizen improvement process for excuses or culprits for problems.
requires a commitment, an ongoing effort from all parties.  onsider all suggestions for improvement,
C
Regardless of their job, each employee is invited to reflect on their making sure that they are feasible.
work environment and come up with constructive suggestions
 ocus on results and don’t get hung up on
F
relating to productivity to make small, incremental improvements.
possible obstacles.
The color-coded systems used for managing paper files are
Find solutions without looking for perfection.
an excellent example of continuous improvement that is well
established in most organizations. This efficient, zero-cost filing I nvolve at least one participant from each team
method does minimize wasted time. connected to the problem.

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 w

Chapter 1 – Sustainable Continuous Improvement

Lean and 5S: Two Tried-And-True

Methods for Continuous
The idea behind 5S involves maintaining an efficient
Improvement workspace that regulates itself through procedures
Lean management, or lean manufacturing, refers to a work organization and visual instructions. The 5S implementation allows
and management system that focuses on improving performance via employees to identify unnecessary elements and
training for everyone. regular executive decision-making on continuous
improvement initiatives.
The two main objectives of the Lean method are customer satisfaction
(revenue) and the success of each employee (engagement and
commitment). In a nutshell: Lean management eliminates unnecessary LEAN & 5S :
waste such as bottlenecks and inefficiencies.
Two Tried-And-True Methods for
The 5S methodology is an excellent complement to Lean because it aims Continuous Improvement
to better structure the company’s operations to gain efficiency. Material
losses and accident risk significantly decline by reducing waste and
workplace disorganization.
By waste, we are referring to:
O
 verproduction; LEAN 5S
Waiting; Eliminating LEAN Maintaining
Waste + an Efficient
Unnecessary transport and motion; 5S
Workplace
Excessive or improper processing;
Surplus inventory;
Defects.

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 w

Chapter 1 – Sustainable Continuous Improvement

Why Invest in Each team member

Continuous Improvement? contributes to the
In management, encountering a problem is not considered a failure.
On the contrary! It is, instead, an opportunity to improve. business’s success
With this in mind, becoming aware of an issue and finding a solution by identifying or
becomes a learning experience that creates value for the entire company
and its bottom line. recognizing improvement
With continuous improvement, everyone’s responsibility, regardless opportunities.
of status or hierarchy, is to spot progress opportunities. At its core,
this is what makes Toyota the powerhouse it is! Each team member
contributes to the business’s success by identifying or recognizing
improvement opportunities. In some cases, employees do the problem-
solving themselves. Otherwise, they turn to their manager to implement
the solution.
Continuous improvement means getting suggestions and finding
solutions to get better results. It’s also about improving production
quality, increasing productivity, and optimizing health and safety.
Important point: The company must create a structure capable of
responding quickly to employee suggestions to avoid losing motivation and
commitment. Continuous improvement also requires a good understanding
of the issues on the part of employees so that the solutions remain realistic.

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Chapter 1 – Sustainable Continuous Improvement

How to Establish a Continuous Before committing to a suggestion program,

existing processes and workflows must be
Improvement Culture controlled and stable. For example,
Creating a culture of continuous improvement requires a well-structured an assembly plant experiencing production
corporate culture for governance and leadership. It’s also crucial to encourage shutdowns due to supply issues or customer
employees and involve them in the process through training. As a result, they return problems due to quality control
become better at recognizing opportunities for improvement within the scope of deficiencies must, first and foremost, resolve
their work. these issues to ensure operational stability.

Reinforcing this discipline is one of the managers’ priorities in a continuous

improvement culture. By communicating common and individual goals,
everyone works towards a shared objective.

Management Leadership
In Lean lingo, the first
By establishing a suggestion program within the company, employees are step is to remove
encouraged to share their ideas and suggestions for improvement. Staff members
are key players in the continuous improvement process’ success because they can
the boulders blocking
quickly identify opportunities for improvement associated with their job and the productivity, and then
related business processes.
tackle continuous
The frontline manager’s role remains vital. They have to encourage suggestions
and be proactive in implementing them. An actual follow-up of the ideas received improvement.
becomes necessary to foster employee involvement and motivation. For example,
if someone proposes a revolutionary solution costing millions of dollars, Yves LeBrasseur, Senior Expert
Technical Processes at Proaction International.
chances are it will not be retained. However, it’s still important to explain why
the proposed solution was refused and to engage in a discussion exploring less
costly options.
Priorisation des améliorations
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Chapter 1 – Sustainable Continuous Improvement

How Do You Sustain a Culture

of Continuous Improvement?
True, major, and lasting improvements will lead to a positive change in
culture. At Toyota, it’s no longer a matter of having a suggestion program.
All employees know they must contribute improvement ideas to ensure
continuous optimal productivity. In short, continuous improvement must
be a part of the business’s DNA.
This happens, notably, through constant training and using
technological tools such as UTrakk, which help to perpetuate
good practices and to manage opportunities for improvement.

Would you like to establish a culture of continuous

improvement within a department or even your
entire organization?
Contact our operational excellence specialists. They have
the tools and knowledge necessary to coach your teams to make
your business more efficient and productive daily while increasing
employee engagement.

Talk to an expert

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 w

I am not a vision
specialist, but in my
experiences consulting
with businesses,
I’ve learned that the
difficulty with the Lean
approach often has
to do with operational
farsightedness.
Yves LeBrasseur, Senior Expert,
Technical Processes at Proaction International.

proactioninternational.com White Paper Operational Excellence — 10

02 Chapter 2 –
Lean

Lean Manufacturing:
For Waste-Free Management
Identifying waste is one of the key steps of Lean Manufacturing.
It is my role to help managers develop this particular approach to increase
the efficiency, productivity, and, ultimately, the performance of their business.
The best image I have to illustrate the lean approach is a pair of glasses.
Basically, it’s about giving people - managers - the tools they need to have
a better view of the operational reality that surrounds them.
Being able to spot elements that do not add value is a good habit for the health
of the business, but it is not always easy or pleasant. Just like wearing glasses
for the first time, it’s uncomfortable at first, but you get used to it. And above all,
once it becomes a matter of habit, we cannot do without them anymore.

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Chapter 2 – Lean

7 Lean Management’s
Types of Waste

OVERPRODUCTION INVENTORY WAITING UNNECESSARY

Producing earlier, faster or in Raw materials, work in progress People are waiting: lack of
MOVEMENTS
larger volumes than required. or finished products that have material, equipment failure Any unnecessary movement or
no added value. during a work cycle, etc. gesture that does not add value.

TRANSPORTATION OVERTREATMENT REWORKING

Unnecessary movement Non value-added operation. Not right the first time.
of people or parts Treatment beyond the standard Repetition or correction
between processes. required by the customer. of a process.

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Chapter 2 – Lean

Examining a Lean Initiative

The approach always stems from a great interest of the operations manager, vice president
or director, to identify opportunities for improvement. Who doesn’t want to improve?
To do this, we must first know what we are looking for, and then learn to look at it from
a distance, but especially from up close as well. STEP 1 :
Waste Theory
1 Step 1: Waste Theory
We start with a workshop with the front-line managers, i.e. team leaders
and supervisors.
STEP 2 :
During this first workshop, we take a look at the different types of waste, with
Attempting It in
examples suggested by the participants:
the Real World
T
 ransportation and travel I nventory management
M
 ovement and gestures E
 xtra-processing

W
 aiting time D
 efects and errors
STEP 3 :
O
 verproduction Focus on Long-Term
This is followed by a fun exercise where, as a team, everyone must identify waste in Correction
photos and/or videos taken in their workplace. People love this game – the competitive
spirit does its work and participation is at its peak.
Participants excel in this exercise, and the glasses work.

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Chapter 2 – Lean

Examining a Lean Initiative

2 Step 2: Attempting It in the Real World
Once the theory is mastered, I go to each manager’s workplace and let them identify
the waste in “their own backyard”. This is where it often gets complicated. The manager
who had 20/20 vision in the workshop, now experiences a sudden drop in visual acuity.
He is no longer quick to recognize waste.
Classic example: an employee waiting for instructions before starting with a task.
The wait time is obvious. During the group activity, all participants easily recognized
this kind of waste, but on the site, the manager does not see it. When I question them
or point it out to them, the answer is: “yes, well, no, umm... It’s because…”

3 Step 3: Focus on a Long-Term Correction

To help managers detect this waste in their own environment, I work individually
with each of them in order to help them see with a sharper focus.
This is where the real work begins: change management.
To do this, I accompany managers in their daily routines. I let them try to see the waste
and I provide corrections in real-time. We then repeat the exercise. They have to get
used to wearing these glasses.
Their vision must be sharpened to “see” the waste.

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Chapter 2 – Lean

Transformed Vision and

Management
Seeing the waste or wearing the Lean glasses to adopt a more
proactive management style, is therefore not so easy.
This change in behavior requires professional support.
Another strong item will be a 4.0 management tool, which will
facilitate the mechanics, the opportunity identification tour
ritual, checklists, etc.
It isn’t easy getting used to wearing glasses for the first time,
I know! They might pinch your nose, they might be a little
uncomfortable. But, once we’re aware of the benefits, and feel
well supported with the right tools, we don’t just get used
to them – we can’t do without them. That is until we happen
to need laser eye surgery, which is another story altogether!

Proaction International’s experts can support you in your efforts

to achieve operational excellence, such as the implementation
of a Lean methodology.

Talk to an expert

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03 Chapter 3 –
5S

Everything You Need to

Know About 5S
It’s a known fact of life: no one can ever thrive in a disorganized, messy,
and otherwise jumbled space. It’s just not possible. The same applies
to the modern workplace.
Enter Lean manufacturing and the “5S methodology”.
Originally from Japan, the 5S methodology enables businesses to create
safer, more organized, and ultimately more productive workplaces through
the implementation of five key steps—hence the name “5S”.
Commonly used in the manufacturing industry, the 5S methodology
applies to many other sectors and services.
Just think about administrative processes: how much time can you waste
every week looking for information or files in a cluttered structure?
Let’s cut through the noise. Here’s an overview of everything you need
to know about 5S.

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Chapter 3 – 5S

Lean manufacturing involves the use

The Origin of the 5S Methodology of many tools, including:
5S began as part of the Toyota Production System—a “Just-In-Time”
manufacturing system focused on achieving the complete elimination
5S
to organize the work
of all waste in the pursuit of the most efficient methods. At its core, this environment
type of manufacturing intends to only produce the amount of product
needed, when it is needed.
Initially, theToyota Production System (TPS) was a closely-guarded secret, KAIZEN
but the massive economic boom experienced in the 1980s drew massive to create a continuous
interest from foreign corporations, wondering how Toyota, the leading improvement culture
manufacturer in Japan, was able to produce so many products, so quickly,
and at such a high level.
KANBAN
However, it was not until a few years later that the five pillars of the visual to manage work flow
workplace were devised by one Hiroyuki Hirano, a concept that would
gradually transform into the 5S methodology we know today.
Saying that the 5S system has gained massive traction over the years HEIJUNKA
would be an understatement. Today, 5S is widely considered one of the
to eliminate
production variations
foundational elements of lean manufacturing and has inevitably found
its way to the modern workplace.

POKA-YOKE
to prevent errors

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Chapter 3 – 5S
SORT
Eliminating all unnecessary items

What is 5S, Exactly?

Simply put, 5S is a systematic approach to
workplace organization. SET IN ORDER
Existing under the Lean Manufacturing Organizing the items
umbrella, 5S is designed to improve
workplace efficiency, eliminate waste,
and maximize productivity through visual
management, which is also known as
visual control.
SHINE
As you must have guessed, there are five Tidying up the workplace
major steps in the 5S system. Each “s”
stands for a Japanese word, which has been
translated into English to make it easier
to understand.

STANDARDIZE
Making rules and standards

SUSTAIN
Sustaining new practices

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Chapter 3 – 5S

SORT | Seiri
The process of sorting what is needed and not needed in the workplace.
If something is not important to your operating procedures, don’t let it take space
or create confusion.

SET IN ORDER | Seiton

The process of organizing whatever remains by neatly arranging and identifying
parts and tools for ease of use. Here’s a sentence that summarizes this step: a place
for everything and everything in its place.

SHINE | Seiso

5S This process involves tidying up the workplace. Seiso means cleaning and inspecting
the work environment regularly, including all the tools, products, and machinery.

STANDARDIZE | Seiketsu
This section standardizes the processes above (sort, set in order, and shine).
In essence, this is where you take the first three S’s and make rules for how
and when these tasks will be performed.

SUSTAIN | Shitsuke
This involves sustaining new practices and conducting audits to maintain discipline
throughout the cycle. The aim here is to improve continuously, so form a habit
of always following the first four S’s.

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Chapter 3 – 5S

It’s quite clear that these steps feed into each other, so the sequence must be
followed to the letter.
Is There a 6th “S” in
Eliminating all unnecessary items in Step 1 (Sort) will provide the space needed
the 5S Methodology?
to organize the items in Step 2 (Set in Order). Then, once the workplace is visually In recent years, there’s been some
organized, grime, dirt, and other stains can be removed in Step 3 (Shine). debate on whether or not a 6th “s” should
be introduced—safety.
These changes to employees’ job duties and workstations should be adequately
documented and standardized through Step 4 (Standardization). This ensures Some argue that safety is an integral part
everyone is reading from the same script. of the lean 5S. Others are skeptical about it
and suggest that it warrants a much more
Lastly, those changes will not amount to much unless discipline is installed
concise focus.
and progress is tracked consistently—as dictated by Step 5 (Sustain).
And with discipline, a sense of purpose, and a clear mindmap of the entire work OUR TAKE ON THE MATTER:
environment, employees will continue to apply all the steps, returning to step 1. Regardless of whether you implement the
Note: Structured follow-up through Active Supervision Tours is an effective 5S or the 6S, safety remains one of the main
way to create the conditions for a successful continuous improvement process. performance axes of today’s businesses and
should be part of every operational excellence
program, lean or not.

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Chapter 3 – 5S
What Are the Benefits of 5S?
Over time, the 5S methodology leads to a string of benefits, including:
I mproved quality performance
F
 ewer accidents/heightened safety

I mproved morale and staff involvement

B
 etter waste management

I ncreased productivity
H
 igher efficiency and fewer machine downturns

Improved Quality Performance

With the implementation of 5S, there is a designated place for everything that is needed
in the workplace. All the items fit in their own space and are clearly identified.
This minimizes errors in the use and handling of materials, as well as wastage due to waiting,
unnecessary movements and transportation according to the Lean “muda” principle.
With the right material easy to find, the quality of work is improved.

Fewer Accidents/Heightened Safety

With the alleviation of clutter, it is obvious that any and all kinds of dangerous and
hazardous conditions will become visible.
In the end, what you get is an ergonomic layout that prevents stressful and “dangerous”
movements that often lead to slip and fall accidents, improving safety and healthcare
in the workplace.

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Chapter 3 – 5S

Improved Morale and Staff Involvement

Making it a routine to implement proper procedures and discipline in the workplace to avoid backsliding
is one of the main goals of the lean 5S.
This practice improves the chances of avoiding dark, dirty, and disorganized workspaces,
all of which can lead to low morale and decreased participation among employees.

Better Waste Management

A clear and organized workplace with proper labeling provides workers with the flexibility to replace
damaged items in the designated places.
This goes a long way in minimizing the total number of lost tools, products, and equipment.
NOTE: The appropriate management of equipment also minimizes damages that are likely to occur
to various parts of the products during the production process.

Increased Productivity
As we mentioned, 5S helps in eliminating waste in terms of tools, items, machinery, and equipment;
and, in turn, processes, systems, time, and efforts.
All of this subsequently leads to improved productivity, increased uptime,
and enhanced overall profitability.

Higher Efficiency and Fewer Machine Downturns

Thanks to the effective organization of the workplace, employees and managers have
a clear view of what equipment they use, when, and how often.
Therefore, they can seamlessly store most-used items closer to the floor, order missing equipment
in advance and integrate predictive maintenance to prevent machine breakdown.

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Chapter 3 – 5S

Implementing 5S: What to Do 1 Seiri — Sort

and What Not to In the seiri stage, you’re going to use the red tags
campaign—a tried-and-tested strategy used
In this section, we’re going to dig through the exact steps to identify potentially unnecessary items
needed to implement lean 5S. We’ll base them around the 5S’s, in the workplace, evaluate their viability,
so they are easy to grasp and remember. and treat them appropriately.
For starters, ask yourself these three questions
about any item in the work area:
I s this item really necessary?
I f necessary, do you need this amount?
I f necessary, must it be located here?

Once you’ve gotten solid answers to these

questions, take action by:
K
 eeping them in a red tags area for a particular

timeframe to see if they’re necessary

T
 hrowing away or discarding them

C
 hanging their location

L
 eaving them in the same place

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Chapter 3 – 5S

2 Seiton — Set in Order 4 Seiketsu — Standardize

Here, you have to go out of your way to ensure everything To establish clear visual standards when implementing
is in its place and readily available to any user. the “ Standardize” step:
“Set in order” is about finding the best place for each item I dentify the exact locations for each item, using floor markings,
you keep in the workplace, considering frequency of use shadow boards, and labels.
and space requirements.
I dentify all items and their needed quantity.
For example: for a small item that you will use very frequently,
you want to have it within easy reach. 5 Shitsuke — Sustain
You already know what this step entails: making a habit of
3 Seiso — Shine maintaining the correct work, safety, and health procedures.

The third S means keeping the workplace safe and devoid To do this, you must:
of health issues (think: spilled chemicals, dust, etc.). A
 ssign a specific person to maintain the needed conditions to keep

Here’s how you can implement this step: the initial 3S’s at a constant.

F
 igure out what you’re going to clean up. I ntegrate a daily maintenance schedule to avoid obvious setbacks.

D
 esignate your work area into “cleaning areas,” and then assign M
 ake it a routine to check the level of maintenance happening

people to be in charge of those specific cleaning segments. at the premise.

D
 rill down on the cleaning methods: who, where, when, how, Feel free to use 5S slogans, newsletters, posters, or visual panels.
and what. Even better, consider going on a benchmarking exercise to other
companies (or departments).
P
 roperly store the cleaning tools, keeping them in areas where

they are easy to access, use, and return. This allows you to know what you’re doing right, where you’re
going wrong, and what can be done to make 5S implementation
T
 he final step is incorporating a concise, repeatable,
a lasting success.
and well-thought-out cleaning inspection.

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Chapter 3 – 5S

The Key Takeaways

Final Tips for a Sustainable 5S Program in the Workplace:

Commitment to Operational Excellence

Every effort must be made to sustain the initial improvements and to avoid slipping
of standards. The team leaders and first-line managers have a role to play Measuring the performance of Lean
to institutionalize 5S so that it becomes an accepted new way of life. manufacturing tools such as 5S is not
exactly a cakewalk, but it can be done using
They can achieve this through frequent active supervision rounds,
checklists, active supervision tours,
supported by a good daily management system (DMS) like UTrakk.
and score sheets.

Top Management Support Once you have the audit results, post
them up in public areas to create an
Commitment will remain an illusion if the top management fails to support the program
atmosphere of self-belief and confidence
in its entirety. As such, senior management needs to have a clear understanding of the
amongst workers.
benefits of 5S and align them to the underlying business strategy.
What you get in the end is a team that’s
That’s the only way to achieve consistent success with the 5S lean manufacturing tool.
ready and willing to improve continuously,
all while eclipsing the set S5 standards
Performance Measurement and Recognition and procedures.
The third and final tip is to independently measure 5S performance in each work area.
Ideally, this should entail setting up an honest and fair system to reward teams that nail
down a successful 5S strategy.

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Chapter 3 – 5S

Ready to Implement the 5S

Concept in Your Organization?
Who said 5S implementation has to be a time-consuming,
strenuous, and energy-sapping endeavor? At Proaction
International, we think otherwise, and we’re willing to help you
craft a 5S strategy firmly geared toward operational excellence.
Our lean manufacturing experts are cut out for this—and nothing
makes us happier than seeing you soar above the competition
with a clear action plan backed by highly-efficient tools,
cutting-edge management processes, robust communication
procedures, and continuous improvement culture.
Helping business leaders to build a 5S implementation plan
that helps them attain a sustainable performance improvement
is our forte.

Ready to become an industry leader through

operational excellence?

Talk to an expert

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04 Chapter 4 –
Implementation & Perpetuation

How to Implement
and Perpetuate
Lean Manufacturing
Article by Yves LeBrasseur, Senior Expert,
Technical Processes at Proaction International. There are many benefits
to the 5S methodology:
Have you ever heard comments like: “a consultant came to implement a Lean
improvement, but three months later the benefits had all but disappeared”? P
 roductivity gains through quick and

Rest assured, you are not alone. guaranteed access to tools—note that this
refers to both physical and virtual tools,
In my work as a consultant as well as in my corporate life, I have seen this scenario
e.g., computer files
over and over again. It is a major problem that needs to be addressed in order
for organizations to evolve. I mproved employee satisfaction through
an ergonomic and organized workspace,
I will discuss solutions shortly, but first I’d like to describe why history repeats itself.
with shadow boards for examples
R
 eduction of workplace accidents

The Case of Lean 5S Implementation by using visual communication such

as floor markings
Take the example of the 5S methodology. The 5S system, based on the Toyota
Although the benefits are significant
Production System, has been implemented for decades in companies around
and much appreciated, they rarely
the world. It is a Lean tool that relies on visual management to organize the
last long.
workspace in order to improve productivity and worker engagement.

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Chapter 4 – Implementation & Perpetuation

Why the Benefits of 5S Programs

Don’t Stand the Test of Time
In practice, companies often hire consultants to implement a 5S program. Their role is to:
T
 rain teams

C
 oordinate workshops to organize the space according to the 5S principles

C
 onduct on-site activities to achieve the change

The classic approach looks something like this: a pilot area is selected in the plant, and then the change process takes
place over about two weeks. It consists in reorganizing the space and determining new organizational practices.
This part of the process usually works very well.
It is only once the consultants have left the premises that the problems begin.
I’ve seen it as an in-house Lean Manufacturing specialist, I’ve seen it as a consultant; it’s always the same old story:
organizations are able to implement 5S, but not to sustain it. However, the principle of the approach is very clear
on this: Shitsuke means discipline!
Being disciplined implies that a manager is accountable for maintaining and improving the practices
and principles implemented through 5S. In reality, however, front-line managers underestimate
this responsibility and therefore neglect it.
Result – teams fall back into their old habits:
T
 he signs marking work tools are no longer used, and the tools become scattered around.

T
 he markings on the floor are no longer respected.

W
 orkers go back to experiencing the same frustrations about the state of their workspace.

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Chapter 4 – Implementation & Perpetuation

Rigor Is Everything in Lean Manufacturing

A number of factors can explain this behavioral problem,
but I have observed several trends:
M
 anagers are often interrupted by emergencies

(last-minute orders, machine breakage, or replacement).

T
 he manager’s job description focuses too much

on administrative tasks that prevent the manager

from fulfilling his duties in the field.
M
 anagers don’t always have the best management skills.

As a result, they find it difficult to effectively pilot

all the variables for which they are responsible.
E
 xecutives do not follow up with managers.

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Chapter 4 – Implementation & Perpetuation

The Solution to Achieve

Continuous Improvement
Employee discipline and maintaining best practices depend largely on on-site Try taking a different approach by
management. No project will last if the manager’s role is misunderstood, focusing on management behaviors,
especially if they value the resolution of emergencies and administrative work, and you’ll get much better results
or even manual work, at the expense of maintaining the improvement practices than in your previous attempts.
that have been implemented.
Optimize the operational performance
of your organization through coaching
Managers are the cornerstone of organizational performance and actions focused on adopting better management
can be taken to improve the situation: behavior to sustain the benefits of
approaches such as Lean Management.
C
 hoose the right managers.

Review roles and responsibilities.

Contact our experts
S
 et up regular and fixed frequency site tours, with clear objectives

that include follow-up on 5S.

E
 nsure management involvement and follow-up so that managers

and their teams are truly held accountable for the success of 5S.

proactioninternational.com White Paper Operational Excellence — 30 Back to table of contents

Achieve Operational
Excellence with UTrakk
Give your teams the means to achieve your
ambitions by providing them with the tools
they need to reach all your performance goals.

With all its tracking features, UTrakk helps you to:

B
 uild standardized active supervision rounds

T
 rack daily issues and solutions

I ncrease accountability of all team members

S
 ustain gains from continuous improvement initiatives

P
 rovide management coaching based on observable behaviors

Book your private demo

A Human Approach
TO PERFORMANCE IMPROVEMENT

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