For a culture of performance
Capital humain
Performance
operationnelle
Maintenance
Flow stratégique
ou PAC
Progamme de
gestion de la
perfomance (PGP)
Chantier/Kaizen
Hygiène et salubrité
Soins et services
Operational Excellence

Our Main Lines

Our Strategies

Our partners


Operational Excellence

Today, in order for a business to be profitable and competitive, it must:

 

  • obtain the tools to be in control of its operations,
  • draw out all of its team's strength to facilitate the achievement of its objectives, and
  • encourage the progress of its sector by instilling a culture of ongoing improvement.

 

This will allow it to obtain a quality product at all times, within expected timeframes, and at a competitive price.

 

Being #1

Great, you've achieved Operational Excellence! Now you have to work to maintain it.

Benchmarking

Once we've achieved a few improvement projects, it will be important to compare ourselves to the "best" in our field to identify the gap between us and the #1. Identifying the gap will allow us to prioritize the actions and projects to be undertaken to bridge that gap and either become #1 or stay #1.

Once we've identified the gap, we’ll make the necessary improvements, we'll compare ourselves, we'll make improvements... That's what we call "ongoing improvement"!

Improvement

Once we have high-performance management tools to obtain good control of our operations and have brought out the full strength of our team through effective leadership, we can hope to achieve our improvement projects, which will be investments, not expenditures. The final step of the Toyota model; it is here that we learn to solve our problems in a way that lasts, i.e. taking the time to decide, by consensus; by carefully reviewing all of the options and then quickly implementing the solutions.

Strength of the Team and its Partners

A business becomes #1 when it has the leadership that allows it to draw out all of its team's strength to facilitate the achievement of its corporate objectives. The involvement and accountability of staff are two essential factors in remaining or hoping to become #1. With the Toyota model, this step translates into the respect, challenge and development of employees and business partners through training and team work so that they can live the philosophy.

Control

Any business that wants to achieve operational excellence must first be in control of its operations. A business cannot invest in improvement projects and hope to maintain the acquired knowledge if it does not have efficient management tools that allow it to identify the gaps so as to quickly take corrective measures to ensure the company's corporate objectives are reached. If we compare it to the Toyota model, we are referring to the process section, i.e. where order and method are instilled through visual inspections, standardized tasks and quality criteria that promote manufacturing that "gets it right the first time".

Our Philosophy

The basic concepts and tools are not new. The Toyota Production System (TPS) is used in several Québec businesses, in one form or another. The problem, however, lies in the fact that businesses have adopted the lean tools, but they do not understand how they work together within a system. Generally, managers make do with choosing a few of them, and they even have trouble getting past the basic application stage for creating a technical system. They are not aware of the true strength of the TPS: the culture of ongoing improvement that is essential in supporting the principles of the Toyota model.