Continuous Improvement Programme

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Our Continuous Improvement Programme (C.I.P) is an adapted process derived from Kaizen principles.  


Kaizen is the Japanese term for “improvement” or “change for the better” and is globally used when approaching processes across manufacturing, production, engineering, management and the support of other business functions.


Kaizen was initially adopted by Toyota in the 1980’s and both names now go together when it comes to talking about the best examples of the method’s implementation.


We at Lead Coach Manage have taken the principles and simplified them into a programme that can be used in its entirety or in parts, the beauty of it is that you decide!


It is so adaptable that it can be applied to almost any type of industry including banking, government, healthcare, retail, and transportation, the benefits of this amazing methodology can be  transformational, used in the right way.


It has also been used successfully by people trying to make improvements in their personal lives and to achieve development through life coaching and mentoring programs. 


Using a bottom up approach we engage the people that matter to enable you to delve behind perceived barriers that are getting in the way.  We will then facilitate you through a series of simplified, adaptable processes that allow you to uncover the root cause of the issues to allow you to work through them, together, and design a bespoke solution to overcome them.


Continuous Improvement Programmes are a way of improving inefficiencies and can equate to both hard and soft measurement.




By utilising a C.I.P process Sarah manages to save 30 minutes in her day. 

Some organisations would feel happy that this improvement was made, time saved and possibly employee or customer satisfaction increased.  If thats your organisation, great!   Other organisations want to tie that time to a financial impact, which is equally great.


Based on Sarah’s salary, each 30 minutes saves £6 per day.  If Sarah shares the improvement in her time saving with 9 of her peers, the impact on the company then becomes £60 per day. 

Assuming the team all work 250 days per year that becomes a total savings of £15,000 per year.  Not bad for a 30 minute improvement?  


Many would say Sarah’s annual impact is a ‘soft saving’ because the money ‘saved’ isn’t as direct as a ‘hard saving’.


For example, if you have a C.I.P process that reduces material waste and the spend goes down, that is a direct saving and measurable against the bottom line.  Sarah and the team’s freed up time isn’t a direct saving, so you still have the salaries to pay out so you aren’t actually saving money.  On the other hand she has freed up 5 daily staff hours that can now be spent elsewhere, which is where the hard savings come in.


Sarah’s idea could still be considered a ‘hard saving’.  For example, if it helped reduce overtime or the use of a contractor, it would be considered a ‘hard saving’.  If her idea allowed a 20% improvement anywhere using the same resource, the extra revenue would be seen as a ‘hard benefit’.


The interpretation of any saving, be it time and or money is individual, depending on your business.