Welcome to Episode 2 of the Enterprise Excellence Podcast. In this episode we continue the conversation with Professor Peter Hines, exploring his recent book "The Essence of Excellence". We share his insights on the topic of sustaining excellence journeys for the long term, and his techniques to avoid the frustration and impact of failed improvement efforts within organisations. This episode delves deeply into the BESCILLED model develop by Peter and his co-author Chris Butterworth. The interview explores the key elements of this model and how it’s use can help create a sustainable excellence journey.

Peter talks about his new focus on the Enterprise Excellence Network. This network gathers together the world best organisations, many of whom are Shingo Prize winners. Peter discusses how the network provides members an opportunity to visit the best of the best and learn what to focus on next. It is a forum by which high performing sites can learn from each other to keep progressing their excellence journey. 

Quotes

03:04;29  I remember asking the Toyota guys, why is it that you're so good? And the answer was 'the rigorous and disciplined application of the Toyota Production System'. And really, what I got to learn from that, eventually, and it took some time, was 'the rigorous and disciplined application of' was probably more important than the Toyota Production System. 

15:21;08 And if you ask even senior executive, what are your values, they can usually reel off two or three quickly, but the other two or three, probably they can't even remember what they are. So, in other words, they're not making an impact.

16:13;01 So, the sum of behaviours is the culture in the organisation. So, hence the starting point is not just strategy formation and deployment which obviously, we have to do Hoshin, planning etc, which gives us in best case the 'what do we need to do', hopefully also the 'why' which is sometimes missing. But it doesn't give us the 'how' in terms of culture. So, the starting point for most organisations is only the 'what', it’s not the culture. So, actually adding the behavioural and strategy deployment means that we start with values and principles, we turn them into behaviour, we deploy them down into the organization.

19:38;13 The key role of the manager is actually checking whether or not we're running the organisation to standard, and we're actually achieving the gains and we're achieving what we need to do in terms of strategy. We're actually checking whether the right behaviour is in place. And if it's not, we're then spending time developing coaching, either through formal courses, or actually mostly from on the job and ongoing coaching and development, which takes us into the last segment, which is the learning and development.

24:27;09  And certainly, when I've been out, and I've taken these senior people, and we've shown them some of these organisations, you know, the lights just come on. And they come back so passionate, and so fired up and so wanting to do this sort of approach, it's unbelievable. But it's actually quite difficult to prise them away from, you know, we don't have time for this, you know, or we don't think we need it and so forth.

 32:47;22 I think my advice is go see someone better than you... And you know, they may not be perfect, but if they're better than you, there's something to learn. And, you know, any firm on any office complex or any industrial estate, there must be someone there better than you. So, you know, go and knock on your neighbour’s and have a look around. You know, even if you just start at that

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