REALISE YOUR VISION OF BETTER OPERATIONAL EXCELLENCE
Leverage our proven methodologies to take operational excellence in your organisation to the next level.
What’s Your Aspiration - Stay in the Game or Win the Game?
Whilst undoubtedly there is a small handful of iconic companies like Amazon, Toyota, Starbucks and Southwest Airlines for whom pursuit of operational excellence has enabled industry dominance, the reality on the ground for the vast majority of other organisations has been less inspiring. That despite many of those companies spending roughly equivalent time and money training employees and hiring Operational Excellence specialists.
► What the Best Do Differently – They First Create “Pull” for Improvement
When you look deeper, as we have done with hundreds of organisations, it becomes clear that the organisations that see superior results are the ones where the leaders are obsessed about customers, and as a result, value and relentlessly encourage, continuous improvement. In these organisations Operational Excellence is a force multiplier, not just a “technical staff function” attached to manufacturing.
Our “Ah Ha” is that most Lean implementations fail – or, at least, never realise anything like their full potential – not because of lack of good tools or training, but because leadership, at all levels, do not see driving continuous improvement as a part their day job. Our conclusion is simple - before you can succeed with Operational Excellence, you must first succeed in getting leaders to wake up every day believing that working “on” the business is as much part of their job as working “in” the business.
As well as the critical importance of first creating the conditions under which leaders are motivated to drive improvement, our study of the best performing companies (backed up by our own experience) has also taught us that, in terms of Operational Excellence, what really matter is getting the sequence of deployment right.
By this, we mean that there is a logical path to deploying operational excellence that significantly raises the chance of success and is more likely to generate better and more sustainable results.
In a nutshell, there are three stages to deploying operational excellence – building ownership, building stability and ultimately creating flow. It you want to understand more deeply why this sequence matters – read our executive briefing “How to Raise the Probability You’ll Succeed With Operational Excellence”.

❝We’ve had many consultants come and go over the years. Some “trained” us in Lean tools. Some set-up line-side boards. Some even focused on fancy kanban systems. Each time we got excited, but honestly, six months after they were gone, there was little to no trace that they were ever here.❞
— Prefer to Remain Anonymous, Production Manager | Global Food and Beverage Manufacturer
Mirroring the ideal sequence of deployment, our implementation approach splits Operational Excellence deployment into three distinct and robust methodologies.
The first – Value Stream Improvement – builds foundational belief in the power of lean and problem-solving “muscle” in your leaders. The second – “Daily Management” expands problem solving to “front-line” employees and is designed to bring stability and predictability to the organisation and the third – “Value Stream Management” is about implementing cross-value stream improvements that create and optimise the flow of value to the customer.
Which Methodology is Right for Me?
Think of our methodologies as a three-stage roadmap for lean success. The one that’s right for you depends on where you are today.
► Value Driven Improvement
It you are starting from a relatively low level of “lean” maturity – if, for example, just consistently getting products out of the door on time takes a degree of heroics from your management to achieve, then our recommendation is you start by first creating the foundation for success through Value Driven Improvement.
This methodology is designed to clarify accountability for operational outcomes and to link improvement to those outcomes is such a way that managers naturally, and progressively, take increasing ownership for identifying and driving improvements.
► Daily Management
If, however, there is already a strong foundation of leadership belief and capability and you are already successfully driving a level of expert led improvement projects, but you want to broaden, deepen and multiply the level of improvement activity, then our Daily Management methodology is the next step for you.
This methodology provides a proven path to standardise and stabilise day-to-day operations whilst simultaneously engaging “front-line” employees in daily improvement and problem solving.
► Value Stream Management
If you’ve reached a level of stability and predictability in your daily operations and your Daily Management System is driving high levels of front-line engagement in problem solving, then its time to take it to the next level with our Value Stream Management methodology.
This methodology focuses on achieving step changes in operational and financial performance by redesigning value streams to optimise the flow of value.
How Can We Help You Take Operational Excellence to the Next Level?
We strive to ensure our clients get the exactly support they need (and only the support they need). If you don’t see what you are looking for in the options below, request a call-back and one of our execution experts will be in touch to understand your needs.
Hear from our customers...
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"Breakthrough Partners' Breakthrough System training provided us with a clear and systematic methodology for the implementation of a strategy deployment process based on the Hoshin Kanri methodology. The trainers also brought many useful insights from their experience into the practical challenges of implementing Hoshin Kanri in larger organisations with multiple Operating Companies."
Rich Cary
Director of Dover OpeX Learning & Development | Dover Corporation -
"Breakthrough Partners have helped us improve of our strategy deployment process over a number of years, enabling us to reach a greater level of clarity and focus in terms of the selection and implementation of strategic improvement priorities. I would have no hesitation in recommending their support to any organisation looking to improve their strategy deployment process."
Patrick Conneran
Senior Manager Business Performance | AMGEN -
"What I love about Breakthrough Partners, is that they truly get that success with Hoshin is less about mastering the mechanics of the process (although they can definitely help you with this) and more about building the 'execution culture' that underpins and sustains the process. If you want to succeed with Hoshin there is no better choice."
Stefan Oßwald
Vice President Business Excellence | Flex -
“It’s easy to confuse mastering Hoshin with knowing how to fill in an X-matrix. In practice mastering Hoshin requires a deep understanding of the psychology of teamwork and how to sequence the steps through the process so that every contributor feels like their voice is heard and so that the resulting plan is robust, clearly thought through and completely owned by the people who need to execute it. This course provides facilitators with not only a detailed roadmap to follow, but the tools and skills you need to successfully guide a team through every stage of that journey”.
Marcello Carmignani
Director of Lean | Western UnionFlow Agency -
"A truly insightful course, which brought to life how to practically apply Strategy Deployment tools and techniques – delivered in an engaging and thought provoking way. In particular, the way in which it structured the method for effectively applying Hoshin through a series of workshops has given me a clear roadmap for how to successfully apply this powerful methodology. I would whole heartedly recommend this course to all who are interested in learning how to translate the theory of Hoshin to develop and execute their organisations Strategy.”
John Parsonage
UK & Ireland - Country Focused Improvement Specialist | Nestle

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