We Create a Culture of Continuous Improvement Underpinned by Continuous Personal Development!
We help our clients develop the capabilities necessary for survival in a highly competitive macroeconomic environment.
We align our client’s business strategy with its core values to develop the capability of its people. We focus on developing the skills of the leaders, as well as the capability and the capacity of the business systems.
The behaviours of the leaders set the direction for the organisation as well as the framework for reviewing operational performance.
We are humble and we respect our client’s technical capabilities, they have the answers to their own problems.
Our approach enables the quieter voices to be heard. This is the key to our success!
We help our clients ‘See the BIG Picture’!
This is about understanding the needs of the Business; the needs of the Individual, and the needs of the Group. Success is achieved by aligning these requirements towards a single goal. We focus on the ‘why’ not just the ‘how’.
Our practical approach to transformational performance is based on over three decades of academic studies and best practices in quality and leadership.
We Deliver Results!
Our approach has delivered financial and non-financial benefits for our clients across a variety of industries, in differing cultural environments and countries. However, one theme remains common to our approach, we put people first.
Our clients tell us, after our intervention, they deliver a better-quality product or service, quicker and more efficiently to their customers.
Time Line of Projects Designed, Developed and Delivered by Winston Brown
1995
The Challenge
Poor New Product Development & Introduction
Actions Taken
1) Trained staff in Total Quality Management
2) Press vehicle preparation
3) Creation of Manufacturing Contingency System
Achieved
On time product launch at the right quality level
Benefits
Financial growth
2004
The Challenge
Poor New Product Development & Introduction due to multiple practices
Actions Taken
1) Trained staff in Lean, Six Sigma & Advanced Product Quality Planning
Achieved
Reduction in defects from 50% to 0.002%
Benefits
Increased customer satisfaction from bottom to top 10 of JD Powers Quality Survey
2008
The Challenge
7 years post merger, the company had a fragmented Late-Stage Development System
Actions Taken
1) Business process re-engineering
2) Development of globally harmonised ways of working practices
Achieved
Reduction in Time to Market process lead time by 50%
Benefits
Financial growth enabling maintenance of global top 5 market position
2009
The Challenge
A 100-year-old Family run business wanted to increase its capacity to meet the demands from a growing international market
Actions Taken
1) Conducted a strategy development workshop which identified the company core values
2) Lead the development of tactical improvement projects focused in key strategic areas Capacity increased by 50%
Achieved
Financial growth
Benefits
Company is now a well-known UK household cider brand
2010
The Challenge
Increasing cost of goods Procurement
Actions Taken
1) Implement Operational Excellence across global supply chain
2) Conduct current state assessment of practices and performance
3) Develop 27 suppliers using Lean and Six Sigma techniques
Achieved
An average of 10% reduction in cost of goods based on 27 suppliers
Benefits
Business continuity and growth
Consumer Health division divestment
2011
The Challenge
Medical device manufacturer wanted to decrease the cost of raw goods
Actions Taken
Design, develop and deliver an Operational Excellence based supplier development programme
Achieved
15% quicker new product Time To Market
Benefits
Reduction in annual procurement spend
Financial growth
Increased shareholder value
2016
The Challenge
CEO of the company wanted to introduce Operational Excellence to increase its competitiveness
Actions Taken
1) Coach the development of the executive leadership team, heads of departments heads and their teams
2) Collaboratively lead the optimisation of global business processes and practices across R&D, Production & Supply
Achieved
19% Reduction in process lead time for the regulatory approval of new and existing products
Benefits
Extension of the license to operate in existing markets whilst reducing development costs
2019
The Challenge
A mooring device and electrical equipment manufacturer wanted to increase its capacity to meet increasing demands
Actions Taken
1) Conduct value stream mapping workshops
2) Develop tactical improvement projects focussed on the order to delivery process
Achieved
Product development lead time reduced by 55%
Benefits
Capacity increased by 123%
2020
The Challenge
Inefficient operation and several failed attempts at implementing Lean
Actions Taken
1) Conduct continuous improvement training for the Plant Managers and their teams
2) Value stream map the local and national pipeline
3) Lead tactical improvement projects across the local, regional and national networks
Achieved
Increased productivity
Creation of spare capacity for free
Benefits
Financial growth
2020
The Challenge
After the death of George Floyd, May 2020, this triggered a family to feel worried about the future of their current and future generations. In addition, the Pandemic Lockdowns also negatively impacted the emotional well-being of the family.
Actions Taken
1) Conduct current state assessment using surveys
2) Interviewed individual family members to understand their concerns
3) Develop an intervention that allowed all voices to be heard 12 months after the intervention, family relationships are continuing to be improved
Achieved
12 months after the intervention, family relationships are continuing to be improved
Benefits
A united family with a stronger identity and an agreed set of shared values.
A Global Impact
