Client Results

Profit up 27% in 6 months
Barker’s Fruit Processors


Profit up 27% in 6 months

  • 27% lift in profit after 6 months
  • 40% lift in capacity
  • Significant improvement in all KPI’s (Yield, DIFOT, Safety, Quality, Cost)
  • High levels of staff engagement
  • Top level vision into strategy deployment
  • Change management strategy build and deployment
  • Organisation structure design
  • Tiered KPI introduction and alignment
  • Agile principles
  • Short interval management

“In my view, most organisations embark on lean journeys by adopting various tools. We certainly did that… and we got some wins too, quite big ones in fact. But I was worried that our journey was taking too long and that it relied on outside consultants to keep helping. I realised that to create lasting change that would drive our competitive advantage, we needed to internalise powerful concepts within our business and to establish a foundation for something broader than just Lean tools.

Establishing an all of the business approach we are now embarking on a very different journey with LMAC. One that is not just skin deep… one that is not just focused on tools, but rather on a transformation process that goes to the heart of our business, making lasting changes to the way we measure, the way we communicate, the way we reward teams, the way we think and the way we behave.”

Justin Riley Former CEO

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Complete the questions below to test your data maturity.

Over the next two years, which three of the 14 key performance indicators do you most want to improve on as a business?

Make a note of these before you carry on reading.

The key 14 performance indicator categories:


  • Asset & equipment efficiency
  • Inventory efficiency
  • Materials efficiency
  • Utilities efficiency
  • Workforce efficiency


  • Planning & scheduling effectiveness
  • Production flexibility
  • Workforce flexibility


  • Time to market
  • Time to delivery


  • Product quality
  • Process quality
  • Safety
  • Security

Now ask yourself – what is your current performance against these three KPIs? Can you tell me how you performed in the last hour, yesterday or last week?

If you can’t answer this question for all three because you aren’t measuring the data, then the next step is clear. Figure out what data you need to enable you to measure it, and decide how you are going to collect that data.

If you can answer it historically; last week or last month – ask yourself, is this retrospective view sufficient for me to really make improvements?

If you can answer it for all three up to the minute, then it is quite possible that shopfloor intelligence isn’t a number one priority for you. Look out for parts 2 and 3 of this blog series for some more insights into how you can make the data work for you.