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LT Consulting featured on John Humphrey's Radio 4 Today Programme - CLICK HERE FOR INFORMATION

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LT NEWS ARTICLE

Read all about LT's work with Solihull Council.

Click here to read Solihull News' Foster Care article.

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Testimonials

"I was convinced at the time we set up the project that there would be real savings and efficiencies to be made. I am delighted to see now the results of the project which demonstrates how a lean approach can add great value to our search for better and more efficient ways of working"

Kevin Crompton, Chief Executive at Haringey Council, formerly Director of Children's Services at Solihull MBC

"Stuart Fisher and his team worked alongside our Fostering Team giving them the techniques and confidence to not only improve, but also sustain their valuable service to the community. Solihull is very proud that it can further enhance the safe and caring service to the children in our care"

Anne Plummer, Corporate Director Education & Children's Services at Solihull MBC

"It is TPG's opinion that Biomet UK, partnered with LT, has done the best job in our UK/European portfolio in their lean journey. We appreciate you working with Nils, one of our European TPG Operations leads, in sharing your successes and your journey"

Deb Conklin, Operations Adviser at Texas Pacific Group

"At Solihull when LT did the initial work the relationship they created with the fostering and adoption team was really positive, it was also very challenging to the fundamental way the service was delivered. I particularly remember at the feedback meeting, people were really keen and enthusiastic over what had been jointly produced with LT and eager to put it into practice. Reading this article,  it is so good to see the delivery of the promise of that meeting and such an improved service to our customers"

Katherine Kerswell, Group Managing Director at Kent County Council, formerly Chief Executive at Solihull MBC

"Detailed examination of the processes in place revealed that the origin of many was lost in time, and they did not support any existing requirement, either of customer or management. Removal of these processes, which did not add value, enabled the creation of a more effective and predictable environment. This was welcomed by staff and customers alike"

Senior Programme Manager, Lloyds TSB Autolease

COMMON PITFALLS

  • Senior leaders opt out, delegating the initiative to a Quality or HR Executive rather than working together as a leadership team to lead the transformation.
  • Lack of on-going senior leadership involvement, flagging enthusiasm, and failing to demonstrate a day to day interest in and commitment to improved results.
  • Underestimating the difficulty of ensuring commitment to the transformation at all levels in the organisation
  • Unclear, vague or too complicated future vision that the organisation can not identify with or understand; people need to understand where they are coming from and going to and how their work contributes.
  • Focus on training but not on education and people development through ‘learn by doing’ on real business issues
  • Mistaking success with early easy wins as having achieved transformation and claiming to have realised a culture of continuous improvement too early. Failing to see that there are always more opportunities to improve.
  • Selection of Continuous Improvement Champions without the right attitude, emotional intelligence or experience
  • Inadequate planning, budgeting or the transformation programme importance is not cascaded and recognised at all levels with implementation left to the Continuous Improvement Office.
  • Transformation process left to the Improvement Champions and is not seen as the key responsibility of every person in the organisation

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