Eliminating wasted time and effort; adopting an empowered approach; identifying quick wins.

Everything that we do is potentially very complex: involving the interaction between people, processes and the environment that we work in.  This complexity requires constant study, learning and improvement.

In fact we could regard every problem that we find as a “treasure” that will help us to reduce the future need for fire fighting and associated stress.  Every problem that we find and solve will enable us to improve the quality of what we deliver to our customers, and reduce the demands on cost and time.  Each of these treasures has the potential to improve our productivity, and to help us feel happier in our work!

Our training courses and workshops use process improvement approaches such as Lean and Six Sigma, that will enable you and your team to find those treasures, understand what your resource and time are being spent on, and find ways to deliver greater value to your customers as well as simplifying and streamlining what you do.

"Thank you for the opportunity to attend such a practical and informative course. I feel better equipped now to integrate the learning into problem solving in my role."

"I believe these will be lifelong skills. We have already used many of the materials in work to great effect. I would certainly recommend the course to most colleagues and friends."

Feedback from delegates at our on-site course with CILIP "Making the Most of your Time and Resources"

“very good introduction from an excellent trainer”, “lots of information but not overload.  Good that we were able to use specific examples relevant to what we do.”

Contact us to find out more about how we can help your team work more efficiently and so achieve greater productivity and improved staff morale.

See the full range of our training courses - all of which can be customised to meet your requirements

The following Ten Top Tips for Lean and Six Sigma are adapted from a 2011 RiverRhee newsletter with a similar title.

1. Effective Lean and Six Sigma implementation is about behaviour as much as the tools......so that people are willing to relentlessly address problems as they arise, rather than simply work around them.  

2. Integrate Lean and Six Sigma into organisational strategy and core methodologies. Without that, it will just be another initiative. Integrating Lean and Six Sigma into an organisation's strategy and core methodologies will increase its chances of success.

3. Make sure all leaders and managers are engaged with, supporting and reinforcing Lean and Six Sigma. Our experience is that engaging middle and senior managers will facilitate the implementation of ideas and improvements.  Their role modeling will cause an exponential adoption of similar behaviours by others.

4. Start with some Lean and Six Sigma champions to lead the way and show how it will workThe best champions are those who are eager to explore new ideas and ways of working.  Even a handful of such people will help to lead the way and raise curiousty amongst their peers so that the word can start to spread.

5. Start with some high profile and quick win Lean and Six Sigma projects. Pick early projects that support the organisation’s strategies, are endorsed by middle and senior management, are led by champions, address something that people care passionately about and will bring some early tangible results.

6. Recognise that people will have different styles and preferences in their adoption of Lean and Six Sigma.  Some will enjoy the structured step-by-step DMAIC (Define, Measure, Analyse, Improve, Control) approach, others will want to make more use of their intuition or of their creativity.

7. Recognise that organisations will have cultural differences in their adoption of Lean and Six Sigma.  Cultures will differ between countries and between different kinds of organisations. Put aside assumptions about how Lean and Six Sigma will be adopted and avoid using ‘jargon’: integrate with the language that the organisation uses.

8. Encourage your organisation to keep records and measures of impact and benefits of Lean and Six Sigma projects, and to prioritise them accordingly.  Work with middle and senior managers to assess the potential strategic benefits and to prioritise your projects.  Define measures to monitor the impact of improvements, and keep a central record to support wider communication to the organisation.

9. Ensure that there is ongoing communication to engage the wider organisational community in Lean and Six Sigma.  There can never be enough communication, and in as many different forms as possible to ensure that people receive and absorb the communication.  Small group, face-to-face communication is more effective than mass e-mail communications.

10. Create Communities of Practice and other knowledge sharing approaches to help sustain Lean and Six Sigma in your organisation.  Knowledge Management techniques have a lot to offer Lean and Six Sigma practitioners to learn from each other’s experience, continuously improve their skills and generally sustain the application of Lean and Six Sigma in organisations.

We have a wide selection of training, coaching and workshops that we can tailor to your specific requirements

  • The Coaches' Forum (Friday meeting)

  • The Coaches' Forum (Thursday meeting)


RiverRhee At A Glance