Then what?

What healthy organisations achieve.

The biggest challenge after success is shutting up about it.

– Criss Jami

The Three Hurdles

Although the CDI Way has a proven track record in almost any industry, many leaders still struggle to embrace the power of organisational health, because they quietly believe they are too sophisticated, too busy, or too unique to bother with it.  Before leaders can tap into the power of organisational health, they must overcome the three hurdles that prevent them from embracing it:

1

It Is Too Easy

Organisational health is so simple and accessible that many leaders have a hard time seeing it as a real opportunity for meaningful advantage. After all, it doesn’t require great intelligence or sophistication, just uncommon levels of discipline, courage, persistence, and common sense. In an age where we have come to believe that differentiation and dramatic improvement can be found only in complexity, it’s challenging for well-educated executives to embrace something so simple and straightforward.
2

It Takes Too Long

Becoming a healthy organisation takes time. Unfortunately, many of today’s leaders suffer from a chronic case of adrenaline addiction, seemingly hooked on the daily rush of activity and firefighting within their organisations. It’s almost as though they’re afraid to slow down and deal with issues that are critical, but don’t seem particularly urgent at the moment.
3

It Cannot Be Measured

The benefits of becoming a healthy organisation, as powerful as they are, are difficult to accurately quantify. Organisational health permeates so many aspects of a business that isolating any one variable and measuring its impact is almost impossible to do in a precise way. How much is it worth to an organisation when:

  • All people are fully aligned behind the most important priorities of the organisation (safety, quality, speed, cost and talent)?
  • All people are engaged (committed, competent and confident) and always striving to do the right thing for the customer?
  • All people take full accountability for their actions and results?
  • Problems are immediately identified, shared and permanently resolved?
  • People treat their fellow employees as brothers and sisters – challenging each other, but always having each other’s back?
  • People come to work with a sense of purpose and leave work with a sense of achievement?
  • People love their job?

Testimonials

Well, let’s try to quantify the impact.  Most of our clients have been on this journey for more than a decade and the following results have been shared at our annual CDI Summit that has hosted more than 5000 delegates over the past 20 years:

CDI is the reason Dynamic Automotive Systems still exists today. All other companies were closing down around us.

Mr Joseph FihlaManufacturing Manager from Dynamic Automotive Systems, SA

It is important to realize that it is not just one thing, but a combination of all these aspects of the CDI Way that brings success and sustainability.

Mr Brandon MillerManufacturing Director, Fair Cape Dairies, SA

We have developed, through the CDI Way, a passion for what we are doing at Sugarbird. We do not talk of problems but opportunities and look at how to turn things around to get better results. We now thrive on turning problems into opportunities.

Rynhard van der MerweSugarbird Confectionaries, SA

We have achieved remarkable results and the list of implemented process improvements seems endless. What is most remarkable though is that the majority of these improvements are implemented by the teams themselves. The level of ownership is exceptional.

Wallies UysDistell Primary Production, Worcester, SA

Despite good gains in terms of tangible savings, the key improvement we have seen is the engagement of our staff with the business. We use the programme to allow staff to reach their full potential in the business. Engagement is key to our business success and we have seen staff lift their performance and contribution to the business hugely. The CDI Way has been immensely useful in providing a clear structure into which business objectives and company values can be driven and individual performance can be measured, in a way not possible without CDI.

Glen RyanGroup Operations Director, BrewGroup, AU

The MBU process (CDI Way) provides us the tools for a better tomorrow.

Dr Magdi BatatoExecutive Vice President, Nestlé S.A, Head of Operations

The CDI Way is now completely embedded and part of our operating culture. The continuous improvement focus it has brought to Safety, Quality, Speed and Cost has made a significant improvement to our financial results and to the skill and engagement level of our people. CDI’s strong mentoring approach means that the team now own the process, but we can always rely on CDI to challenge us to set new higher standards. They have taken us well down the path towards world class.

Brian DewarCEO, EasiYo, NZ

How we have helped our clients

Financial Services
Total Processing Errors
Reduced from 600 to 250 per month
Non-alcoholic beverage plant
Quality rating
Improved by 14%
Pharmaceutical Manufacturer
Material yield
Increased by 25%
Packaging material manufacturer
Waste
Reduced by 42%
Automotive components manufacturer
Rework & scrap
Reduced by 30%
Brewery
Consumer complaints
Reduced by 87%
Ceramic manufacturer
Quality rating
Improved by 35%
Global food and beverage company
Consumer rating
Increased from 87% to 95%
Global engineering group
Rework & scrap
Reduced by 13.5%
Financial Services
Processing lead time
Reduced from 96 to 24 hours
Non-alcoholic beverage plant
OEE
Improved by 9%
Pharmaceutical Manufacturer
Schedule attainment
Increased from 92.8% to 99%
Packaging material manufacturer
Delivery lead times
Reduced by 60%
Automotive components manufacturer
OEE
Improved by 41%
Brewery
OEE
Improved by 17%
Ceramic manufacturer
Plant productivity
Increased by 25%
Global food and beverage company
Sales revenue
Increased by 22%
Global engineering group
OEE
Improved by 15%
Financial Services
Processing cost per transaction
Reduced by 20%
Non-alcoholic beverage plant
Cases per man-hour
Increased by 10%
Pharmaceutical Manufacturer
Labour productivity
Increased from 50% to 82%
Packaging material manufacturer
Inventory Cost
Reduced by 37%
Automotive components manufacturer
Sales revenue
Increased by 60%
Brewery
Labour productivity
Increased by 105%
Ceramic manufacturer
Sales revenue
Increased by 35%
Global food and beverage company
EBIT
Increased by US$ 10 mil
Global engineering group
Plant productivity
Increased by 25%
Financial Services
Innovations per person per month
Increased from 0.2 to 1.1
Non-alcoholic beverage plant
Number of near-misses addressed
Increased by more than 200%
Pharmaceutical Manufacturer
Improvement ideas
Increased by 92%
Packaging material manufacturer
Innovations
Increased from 15 to 692 per year
Automotive components manufacturer
Attendance
Increased by 3%
Brewery
Improvement ideas
Increased by 105%
Ceramic manufacturer
Attendance
Increased by 2.55%
Global food and beverage company
Employee engagement scores
Improved by 25%
Global engineering group
Adherence to training plan
Increased from 30% to >90%