Productivity Deployment - Ideas Library

Manufacturing organisations rely heavily on KPIs to understand performance. The challenge is that most KPIs in the sector are lagging indicators  - they tell us what has already happened. While important, lagging indicators provide limited opportunity to influence performance in real time. To steer operations proactively, leaders also need leading indicators . These measures help predict future performance, strengthen processes and guide timely decision-making. Understanding

Many organisations rely heavily on KPIs to measure performance. While KPIs are essential, they only tell part of the story, they show the results, not the behaviours that created them.Achieving Operational Excellence requires more than tracking outcomes. It requires a cultural transformation where ideal behaviours lead to ideal results . The Shingo Model teaches us that these ideal behaviours are shaped by guiding principles such as “focus on process”, “lead with humility” an

Achieving Operational Excellence requires more than strong tools and improved processes, it demands a cultural transformation. Sustainable high performance is achieved when ideal behaviours consistently lead to ideal results. The Shingo Model teaches us that these ideal behaviours are informed by guiding principles such as “focus on process”, “lead with humility” and “create constancy of purpose”. These principles are universal, timeless and have real consequences.The questio

Many organisations focus on Lean tools to improve processes, eliminating waste, improving flow and delivering customer value on a just-in-time basis. These traditional practices remain essential, but in many cases they only address the operational layer. Without changing how leaders manage, cultural improvement is limited, gains are temporary, and performance often slips back to its previous baseline.Lean Management Systems provide the missing link. They shift the focus from

Value Stream Mapping (VSM) is one of the most effective ways to understand how work truly flows through a manufacturing organisation. It helps leaders and teams see the complete picture - the processes, delays, bottlenecks and handovers that affect performance. As part of the Productivity Partnership, VSM is a core activity during Step 3: Productivity Deployment, giving organisations absolute clarity on where productivity gains can be unlocked. Why VSM Matters for Manufacturi

Every high-performing manufacturing organisation has one thing in common: a clear, consistent production system. It brings together the principles, behaviours and tools that shape how work is done every day. When designed and used well, a production system becomes the backbone of operational excellence — guiding decisions, driving standardisation and enabling teams to deliver safe, stable and productive performance.Within the Productivity Partnership, production system develo

Strategy is often seen as something reserved for executive teams or annual planning cycles. But in manufacturing, a clear and practical strategy is one of the strongest drivers of productivity. When leaders and teams understand where the organisation is going and why, decisions become easier, priorities become clearer, and improvement activity becomes far more effective.This approach is central to Step 3 of the Productivity Deployment phase, where strategic clarity accelerate

Introduction In the drive for operational excellence, productivity improvements often focus on processes, flow and waste. But without a well-defined purpose, even the best technical improvements can lose momentum. That’s why establishing clear Vision, Mission and Values (VM&V) is a critical foundation for the improvement journey. For manufacturing organisations working with the Productivity Partnership, this underpins everything from alignment of leadership to engagement of f