Following the completion of the bespoke Authentic Leader Level 5 (ILM) training at Diodes Incorporated, we caught up with Katie Wainwright and a couple of participants from the organisation for their unique insights into how they found this leadership development programme.
Following the completion of the latest lean six sigma green belt cohort at New England Seafood International, we caught up with Jack Pesterfield, Group Asset Care & PPM Manager, who took part in our lean six sigma green belt training. Along with his project, the group together created a £100k+ saving for their organisation.
Following the completion of the latest continuous improvement apprenticeships cohort at AB Agri, we caught up with Adam Grimwood, Head of Performance Improvement, and the learners graduating the Improvement Practitioner and Improvement Technician programmes.
In this case study we explore how working closely together with Oxfordshire County Council on Lean Apprenticeships makes a huge difference to its people and operations. We delve into why it is so important for organisations to invest in apprenticeships and support their learners throughout, working in partnership with the right training provider.
Himanshu provides an overview of how his Improving Operational Performance level 2 apprenticeship has gone including his project that is saving £50,000 a year!
Kirsty discusses how she found her Improvement Practitioner Level 4 Apprenticeship (Green Belt), including her brilliant project on her way to distinction
Thomas provides an overview of how Tate & Lyle have found the process of working with CQM on continuous improvement through their latest cohort to complete the Improving Operational Performance level 2 apprenticeship.
Celebrating the latest Robinsons Brewery group’s success, we reveal how working together to create the right business solution can create fantastic results.
Chelsea is working towards the Improvement Practitioner Level 4 (Lean Six Sigma Green Belt) Apprenticeship – Read her story for far…
Bakkavor Pizza Harrow have a long standing workforce, whose diversity meant that English was predominantly a second language to most. Up-skilling the team was a key to driver to improve performance and motivate an increase in the ownership of processes