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Strategy - LEAPFROG YOUR WAY TO WORLD CLASSin multiple languages to enable front line associates to be engaged across multiplegeographies. Included in the management system is technology to allow rapid sharingof implementation techniques and tacit knowledge between functions, shifts,lines and sites. Results are tracked against projects as well as key processperformance indices. Iplementation status can be measured across sites and valuestreams, allowing progress visibility of the transformation against the maturity curve.• Learning networkThis is where the holy grail of continuous improvement starts. Efforts are made toanticipate the potential of new manufacturing and supply chain practices andtechnologies. All aspects of the internal and external supply chain are used forcompetitive advantage.These organisations are learning at multiple levels, not only about improving processes,systems and practices, but also about improving the learning process. Systems arein place to encourage and facilitate learning and collaboration across sites within theorganisation as well as up and down the external value stream.The five levels are depicted in Figure 2. Attaining each of these allows progressivelyincreased returns.SummaryThis white paper sought to do a number of things. Firstly, it distinguished three levelsat which world class companies must manage knowledge and learning. Secondly, itaddressed aspects of the holy grail – the journey towards world class. Thirdly, it describedthe evolutionary stages and details of continuous improvement and situates these inan all-encompassing framework for a successful world class transition. This paper’spremise is that the long-term nature of the transformation requires a systemic approachto managing such change. The features within the system were identified and addressedin turn. The paper also addresses the five levels of organisational learning, with level 5representing thorough and integrated transformational behavioural-based change.The paper described the ways in which these evolutionary stages and features havebeen built into an all-inclusive system called TRACC. Companies starting the journey canuse TRACC to leapfrog many years’ implementation experience to generate exponentialsavings and competitive advantage substantially sooner than companies trying to developthis in-house. My proposition is that, without all the elements of the framework, the visionexemplified by the CI journey will not be achieved.----------------------------------------------------------------------TRACC is an Integrative Improvement System that transforms organisationsthrough functional best practice improvement and people development to realisesustainable process-based excellence.----------------------------------------------------------------------WGLL Journal Volume 2 © CCI info@etracc.net www.etracc.net
Strategy“Many organisations are moving beyond a ‘tools’ approach to continuous improvementand are now either considering or actively pursuing an integrated productionmanagement system, or production system approach.”WGLL Journal Volume 2 © CCI info@etracc.net www.etracc.net14
Page 3 and 4: ForewordWhat Does Good Look Like?Pa
Page 5 and 6: What Does Good Look Like? (WGLL)To
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Page 19 and 20: StrategyCHANGING FACESupply chain a
Page 21 and 22: 03 StrategyStrategy“New thinking
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Page 25 and 26: StrategyLEAN AND GREEN —THE NEW W
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Page 30 and 31: StrategyTHE PEOPLE IMPERATIVEResear
Page 32 and 33: Strategy“We all need to find our
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Page 36 and 37: StrategyWORTH THE JOURNEYStandard W
Page 38 and 39: IMPLEMENTATIONby Bill HughesAsset C
Page 40 and 41: IMPLEMENTATIONby James Romero,senio
Page 42 and 43: IMPLEMENTATIONby John Vaughan-Jones
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Page 48 and 49: CASE STUDYWGLL Journal Volume 2 ©
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Page 53 and 54: Case StudyCULTURE REVOLUTIONWhen th
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Page 57 and 58: Case StudyAQUATIC SENSATIONWorld cl
Page 59 and 60: Case StudyOVERHAULING SUCCESSLand O
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Case StudyCREAM OF THE CROPOne of t
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Case StudyCAN DOKaizen blitz result
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Case StudyTRUE TEST IN WCM QUESTSim
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TRACC Product DevelopmentADMINISTRA
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