Frank specialises in creating a High Performance (NB: not "Happiness") continuous improvement culture from the bottom-up. This deepens and accelerates employee engagement, removes barriers to enablement, systematically develops continuous improvement capability at all levels and rapidly overcomes resistance to change. In this process employees create and own their own High Performance culture; they are not "persuaded" to adopt a prescribed culture.
He has also developed a comprehensive system of leadership development, The Cathedral/Higher Purpose Model, to equip leaders to create and sustain such high levels of engagement.
Frank has trained senior leaders and internal change champions in organisations such as Depuy, Johnson & Johnson (Shingo Prize 2014), Rolls Royce, Coca Cola, Boston Scientific, GKN, CarnaudMetalbox, Lake Region (Shingo Bronze 2012 and 2015), Vale (Shingo Silver 2014), GE (their high potentials), Delphi and Bacardi. That is 25% of all European recipients of Shingo awards in Europe 2010-17.
As a visiting lecturer, Frank contributed to the “getting buy-in”, employee engagement, leadership and coaching aspects of the Lean Enterprise MSc at both Buckingham and Cardiff and to Warwick University’s WMG. He also provides executive coaching to a number of clients including Rolls Royce, Coca Cola, Johnson & Johnson and Bechtel.
Typical results include:
- “The best example we have seen of an organisation that truly embraces the cultural aspects of The Toyota Way to deliver sustainable results” Toyota audit
- 25% of all Shingo Awards in Europe 2010-17 used his Rapid, Mass Engagement process and/or the leadership system designed to create and sustain a high performance culture
- “Greatest transformation in employee engagement ever witnessed” Investors in People re Coca Cola
- 5 successive top ten positions in the Sunday Times’ “Best Companies to Work For” engagement benchmark despite employees working in an environment with technology usually associated with low levels of engagement.
- Shingo Gold Prize 2014 with the highest levels of engagement ever recorded
Frank founded Accelerated Improvement in 1996 after a corporate career to Director level in Shell, Unilever, Alvis, ABB, Fiat and CarnaudMetalbox.
Ian has been involved in the development of others all his working life – as a teacher then, via the cutting edge of direct sales (to Sales Director level) during the de-regulation of public utilities, into the development of leaders and teams more generally.
Ian’s belief is that development at any level only works in the broader context of a commitment to change, not only from the individual but also from the organisation. His principles as a trainer leverage sound research and his personal experience of business challenges.
As a leader, Ian’s success has come from a desire to understand organisational and individual needs, then to create a trusting environment which is conducive to honest self-examination with the maximum use of feedback to achieve desired outcomes. He welcomes and encourages challenging situations which are both demanding and rewarding for participants.
Ian focuses on Facilitation, Leadership, Team Development, Sales and Negotiation and one-to-one coaching.
Recent projects have included work with Maserati, Willis Towers Watson, Vale (as part of the Rapid, Mass Engagement Process) and Halliburton.
As well as being Marketing Director, Stephen represents Accelerated Improvement in Ireland and in professional sport.
He holds a UEFA A coaching licence. He is the performance analyst for the Kildare gaelic football team. He has also provided match analysis for Irish Premier League side Shamrock Rovers and the Republic of Ireland under-19 team. He is the assistant manager to the Republic of Ireland national futsal team.
His journalistic career included many years as a writer with national newspapers. In TV, he has directed RTE’s The Soccer Show and Monday Night Soccer.
He was acting press officer of the Football Association of Ireland in 1999 and General Manager of Kildare County FC in 2002 and is the PRO for St Mary’s GAA club.
Julian has been involved in driving improvement in manufacturing plants and supply chains for two decades and has extensive implementation and management experience of working with MRPII and Lean.
During his tenure as World Class Manufacturing Manager at Glaxo’s Barnard Castle factory the site won two of Britain’s Best Factory Awards, The Perkins National Quality Award and two Michelin Team working Awards. According to the judges of Britain’s Best Factory competition his was the UK’s best Employee Involvement programme.
Julian’s great strength is an ability to combine his practical experience in logistics and lean manufacturing with a detailed technical expertise in tools and techniques from a wide variety of improvement disciplines.
Julian provides lean and six-sigma advice and support to a variety of clients and in a range of industries. Recent assignments include:
Lean Diagnostic (multiple sites)
Advising on Lean Transformation
Administrative Cell Kaizen Events
Mapping and improvement of complex end-to-end value streams across multiple sites and organisations.
Scheduling and planning processes including Sales and Operations Planning
Lean and Six-Sigma Greenbelt and Blackbelt Training and Development
Amanda completed a European Business degree in France and then joined Alcan Aluminium, where she became part of the business strategy and improvement team. As an internal consultant she worked predominantly in Lean Improvement projects in rolling mills and extrusion plants where productivity, quality and teamwork improved dramatically.
She left Alcan to join the Kaizen Institute and worked with management teams across Europe delivering process improvement and culture change in industries such as car components, printing, FMCG and mobile telephones. Key projects include Value Stream Analysis, new factory design and the involvement of all employees in change programmes.
Typical outcomes of Amanda’s work:
- 50% reduction in WIP
- Changeover reduction from 4.5 hours to 34 minutes
- 80% reduction in process time
Amanda’a focus has been on the integration of Lean and engagement and in providing fluent French capability to the team.
“You can physically change a process, but it’s people’s commitment and their drive to make it even better that will sustain that change. Continuous improvement works best when it operates in a culture which ensures systematically excellent behaviours across the board.”
Glynis' "Predict and Prevent" approach helps organisations rapidly improve by demystifying the complexity of service operations.
The approach involves:
- Rapid transfer of capability to employees to create client independence from external consultants
- Ensuring rigorous diagnosis, jointly conducted with internal teams, to ensure that improvement effort is focussed on the areas that add the most value - and to avoid random improvement giving the impression of progress with no impact on the bottom line.
- Surfacing defects often invisible to senior management and to standard accounting processes
- Identifying "failure demand" (Seddon) i.e. demand created by the unnecessary processing of work caused by predictable (but usually not predicted) process failure.
- enabling employees to understand, through transactional mapping, where defects first occur, how they are unwittingly added to and passed on, and finally to understand that the impact of the defects is generally felt far from where they first occurred, and the level of rework involved to keep things on track.
Identifying and removing the rework releases capacity and makes the employees more productive and satisfied in their work whilst removing cost and increasing customer satisfaction.
Glynis' mapping methodology, initially developed as part of her Lean Operations MSc dissertation:
- creates transparency across the business removing functional barriers
- identifies the interfaces within the business which cause the process to break down
- Optimising the complex interfaces between 3 independent large organisations (DHL, Unipart and Network rail) covering the outsourced procurement of railway maintenance materials involving 3,500 SKUs and a spend of £60m.
- Ensuring new business contracts were implemented right first time using Design for Six Sigma
Andy Brophy is a Lean & Innovation Improvement Advisor. He has been working in the Lean field for the last 15 years in a diverse range of domains including manufacturing, government, services, software development, and hospitals.
Andy is a professional engineer and holds a 1st Class MSc in Lean Operations from Cardiff University and is Six Sigma Black Belt certified.
In May 2010 he published the co-authored book Innovative Lean with John Bicheno of the Lean Enterprise Research Centre in the UK. This work is primarily based on the power of harvesting and implementing an employee idea system and creating an innovative and engaged workforce. He has coached teams to implement high performing idea management systems in numerous sites throughout Ireland. One pilot organisation of 200 people has implemented over 2000 ideas in a 2 year period.
In 2011 he was selected to write The Financial Times Guide to Lean. The book is translated into Spanish, German, Dutch, and Japanese. It is currently undergoing assessment for The Shingo Prize Award in the USA.
In 2016 he co-authored a book with three USA based authors. They are API’s Improvement Advisor Cliff Norman, Yedda Trawick of Care Oregon, and Jane Norman of PKP Inc. The book is titled Lean Healthcare and The Science of Improvement. This research explores Lean Healthcare with emphasis on Deming’s System of Profound Knowledge using the internationally adopted Improvement Model within healthcare and advocated by The Institute for Healthcare Improvement (IHI). This pioneering book aims to alloy these two potent improvement philosophies to advance the accomplishments already realised through the application of Lean to healthcare.
Kate has a track record of supporting and delivering improvements for multiple organisations in a wide range of sectors. Her extensive experience both within individual companies and across supply chains, enables her to provide technical and practical support and advice. She has particular expertise in integrating lean thinking and other best practise operation management practices (TOC, MRPII, Balanced scorecard etc).
Her main achievements include the implementation of a multi-site continuous improvement process which delivered significant improvements to on-time delivery, throughput and quality; a lean-based logistics system which enabled the company to increase revenue by 10% and the development of new purchasing processes to improve material availability and reduce site inventory by £1.7M (15%).
Kate’s great strength is her ability to diagnose issues, identify improvement areas and tailor lean principles and tools to develop company specific solutions. Through means of coaching, leadership and training, she is able to engage effectively with teams to support and drive results.
Kate provides lean and process improvement advice and support to a variety of clients and in a range of industries. Recent assignments include:
- Improving sales order take-on and scheduling processes
- Capacity planning (MRP)
- Implementing a continuous improvement programme (multi-site)
- Developing a policy deployment framework (multi-site)
- Kanban and lean logistics systems
- Establishing new warehouse and systems
- Implementing visual management and control systems
- Streamlining purchasing processes and inventory reduction
- Mapping and improvement of end-to-end value streams
Ian is a Spanish-speaking senior executive with international experience in HR/OD and general management at Director level in major companies. His focus is improving organisational effectiveness and competitiveness by pragmatic application of best practice in OD and HR in challenging organisational situations including two privatisations.
KEY TECHNICAL AREAS -
As a behavioural scientist, Ian has specialised in organisational behaviour. In designing change interventions he emphasises an inclusive approach to structure, culture, management and technology simultaneously. His organisational design work emphasises engagement, team working and leadership, openness and collaboration.
SELECTIVE EXECUTIVE EXPERIENCE AND CONSULTING EXPERTISE -
Designed what at the time was a unique culture involving semi-autonomous work groups, compatible staff specialist support structures, skill acquisition based payment systems and company wide profit sharing (Cummins).
Both at Alvis and BREL he designed new working arrangements with trade unions which transformed previously public sector cultures.
Led the site project in Mexico and the organisation and job design process for a new manufacturing plant.
With an insurance company Ian was involved in the redesign of branch workflow to provide more responsive and active customer service.
With a car tyre manufacturer Ian was involved with the complete reorganisation of the production of car radial tyres which reduced management by several layers and also gave shop operators much more responsibility.
With a major engineering company he developed a process for establishing make versus buy decisions on rational grounds.
Ian is a senior consultant with significant experience of working with leadership teams to create high performance organisations. He has worked internationally in the Transportation, Oil and Gas, Life Sciences and High Technology sectors.
Ian been the trusted advisor of many senior teams because he has high integrity and is capable of assessing corporate culture and modifying the scope and style of his facilitation accordingly, in particular he ensures cultural change is not an end in itself but an enabler of performance.
He has delivered programmes in challenging and complex environments such as mergers, acquisitions, divestments, outsourcing and corporate restructuring by:
- Developing leadership teams
- Cultural and behavioural change
- The engagement of staff
- Performance and process improvement
HEALTH AND SOCIAL CARE SYSTEMS ENGINEERING
Simon Dodds studied medicine and systems engineering before following a career in general and then vascular surgery. During his training he researched the problem of modelling blood flow in networks of diseased arteries and used computer simulations to develop more accurate non-invasive tests for arterial disease. After appointment as a consultant surgeon at Good Hope Hospital he applied his skills as a system designer and as a clinician in the redesign of the vascular surgery clinic and the leg ulcer service. The project was awarded a national innovation award for service improvement and is documented in the book called Three Wins: Service Improvement Using Value Stream Design. This experience led to the creation of SAASoft which is a global portal for the development and dissemination of the theory, techniques, tools and training of Health Care Systems Engineering (HCSE). His current NHS role is a consultant general surgeon (part time).
Kate Silvester originally trained and practised as an ophthalmologist. In 1991, she retrained as a manufacturing systems engineer and spent seven years in management consultancy transferring manufacturing principles to service industries such as banking, airlines and healthcare. In 1999, she rejoined the UK National Health Service and worked on many national programmes improving the flow of patients through the system; addressing timeliness, cost and quality. Kate's specific area of expertise is in the management of organisational systems to address the variability in demand and capacity. In Nov 2007, she joined the EU-Japan World Class Manufacturing Programme to translate the Lean Thinking approach into healthcare. She was appointed an Honorary Associate Professor, in the Health Sciences Research Institute at Warwick Medical School in Jan 2009. Between 2010 and 2012 she was sponsored by The Health Foundation to lead an Inquiry into Flow, Cost and Quality with South Warwickshire Hospitals NHS Trust and Sheffield Teaching Hospitals NHS Foundation Trust. Kate is co-founder of the Journal of Improvement Science.
Colleen was a senior HR Manager with Bacardi Martini Limited. As Employee Engagement Manager she was a member of the senior management team responsible for the implementation of Lean Manufacturing and Behavioural Standards.
She led the development of a competency matrix incorporating the Bacardi behavioural code for both recruitment and development purposes.
In addition to designing development programmes for middle and senior managers Colleen has experience in implementing Employee Engagement questionnaires and morale indicators to support the change management process.
Led the Employee Engagement action plan which delivered 5 Top 10 positions for Bacardi Martini within the Sunday Times’ Top 100 Companies to Work For.
Created follow up workshops, reinforcing the behavioural standards in conjunction with lean principles.
Colleen is a strong believer that behavioural standards which support the values of an organisation lead to increased discretionary effort and accountability.
Dave has been helping organisations achieve their Business objectives through improving the skills and confidence of their people for over 20 years.
Working with senior managers, Dave challenges leadership thinking and behaviour providing people with practical skills that allow organisations to get the best from their people and processes.
Dave works in a number of industry sectors from Pharmaceuticals to Software manufacture and Engineering
A project with Esterline helped to improve the way they applied Lean and Six Sigma throughout a new team structure.
A project with Whitman Laboratories is equipping the leadership team to implement SAP and live their Quality initiatives.
Dave believes that ‘nothing changes until behaviour changes’ and is realistic about the challenges involved in organisational change. A total approach to any change initiative is essential, starting with initial involvement and communication and after any implementation the ability to continue reinforcement through coaching.
Neil is a highly experienced Strategy and Transformation Consultant and qualified Lean expert, with broad experience across global platforms within the Automotive, Aerospace, Food, FMCG, Transportation, Biomedical, and Public Sectors. Instrumental in helping organisations improve their performance by collaboratively tackling complex business problems, designing and implementing solutions that demonstrate tangible benefits to the business.
Neil previously worked for GKN as the Global Business Process Excellence Director where he deployed Lean across all levels into manufacturing and business processes. Whilst at GKN he developed and deployed their business process excellence model across the world. Prior to this, he worked at Mars and Royal Mail in a variety of operational management roles deploying Lean across Europe in Supply chain, production, project management and quality.
Key Technical Areas
Business processes improvement
Lean and Green
- Providing lean and business process improvement support to a variety of clients and in a variety of industries. Recent assignments include:
Deployment of visualisation systems to drive continuous improvement
Rapid plant improvement, increasing machine output by 50%
Supply chain process improvements negating the need for an inbound warehouse saving £2m approx.
Reviewed the aerospace scrap and replacement parts process to reduce lead time from 5 days to 1 day - allowing a 25% premium to be charged for parts.
Global employee survey process, created 1 from 3 and reduced the lead time from 18 months to 1 month saving £500k.
Building on a background in sales management and customer service (BUPA), Beverley has a track record of delivering B2B and B2C results in many sectors.
Specific outcomes include:
- 46% (Orange), 42% (Medisure), 20% (Allianz) and 9% (Ecotricity) increases in customer satisfaction scores
- 72% increase in NPS (Dell)
- 29% (Apple) and 22% (Dell) increases in average order value
- 22% (Ecotricity), 17% (Apple) and 11% (Dell) increases in B2B sales
She was the lead trainer for the programme that won the prestigious (2010 Guest of Honour was the Dali Lama) Golden Peacock Award for the best national training programme in India for 2011. Factors recognised included large scale deployment (training 17k employees over 3 quarters) and an 11% increase in sales and sales/customer service alignment and leveraging.
She has created programmes and processes that drive behaviour change and has set up Performance Academies and Centres of Excellence. For the last 15 years Beverley has been working globally with clients such as: Apple, GE, Tesco, Lloyds Pharmacy, Dell, Johnson & Johnson, Tmobile, British Telecom, Allianz, Medisure and Ecotricity.
She also contributed the sales training aspect of Promed's Rapid Mass Engagement Process which led to a 50% increase in sales and a 19% increase in sales conversion rate (on it's way to 4 top 4 finishes in Best Small Company to Work For and 7th in Europe overall)
She runs BTEC certified programmes in Sales and Customer Service, Coaching and Sales Management, (via her accredited BTEC Centre) and is an NVQ assessor.
With an Industrial Engineering base and a background in automotive Continuous Improvement (Peugeot and Delphi), Pat moved to management consulting, firstly as a specialist in the Operations Practice of McKinsey & Co, Europe and subsequently as an independent consultant.
His “unique selling point” was to deliver projects with guaranteed success in a variety of contexts from grass roots to boardroom level. Patrick has served clients throughout Europe as well as USA and Asia in sectors as diverse as Aerospace and Finance, Healthcare and Construction, Public Sector, Film & TV.
Patrick was previously Managing Director of the EMEA region for Kepner Tregoe, a niche consultancy that specialises in problem solving and introducing a mindset of rational thinking to organisations in a variety of sectors.
Past clients include Airbus, Mercedes, Technicolor, Cartier, PwC as well as numerous clients in Pharmaceutical and Financial Services sectors.