How we did it
By developing a bespoke approach to quality and working across all levels of the organisation we helped drive improvements in the on-time, on-quality delivery of ABB’s products and services.
Structured continuous improvement on a global scale
We began by translating the strategic vision for quality and business improvement into a clear set of processes, deliverables and actions aligned with the wider business goals. Deploying leading-edge methodologies and techniques based on industry best practices, in pursuit of process improvements and waste reduction, we built and deployed a process transformation infrastructure and common approach for continuous improvement.
Creating a crack team of 200 quality and operation leaders who were able to cascade the approach and tools across the global operation, ensured that people across all levels at ABB were equipped with the necessary skills and capabilities to deliver performance improvements.
Working closely with HR we developed a reward and recognition programme that acknowledges outstanding contributions in the area of continuous improvement.
The final element of our support has involved providing periodic reviews of the policies, strategy and key objectives for quality and business improvement. This has included the design and deployment of quality maturity assessments to drive prioritized improvement in the core business operations and supporting functions.