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Manufacturing Improvement / Aspire Programmes

Front Line Management Training

Coaching & Mentoring
Our modular approach takes participants on a path of discovery. They first establish their own leadership style through self evaluation and compare this to the qualities of good leaders. This sets the scene for individual development which is built upon with the introduction of tools to become a good leader. Modules are split into 6 categories:

  • Understanding Good Leadership
  • Motivation & Feedback
  • Effective Communication
  • Team Communication
  • Visible Leadership & Time Management
  • Managing & Empowering Teams

Specific areas that challenge front line managers are covered in detail. For example, how to deal with conflict when it arises and how to generate, manage and empower effective teams.

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Meeting Coaching

Resolving issues through Action & Accountability
Effective meetings are the driving force behind business performance but unfortunately good meeting practice is far too rare. Our team has significant expertise in coaching managers of all levels into good meeting practice, and to ensure that an effective meeting structure is in place that supports improvement. Meetings are there to decide on actions to issues raised, and ensure that someone is accountable for the completion of that action. Issues should be raised based on facts, and accountabilities agreed, recorded, and followed up.

Where necessary, we can also recommend and implement simple systems that support decision making based on facts. For more automated information systems, we can help specify the exact information and reporting that is necessary to help drive improvement, and work with suppliers that can add value to your business.

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Results

Producing Excellence
Improved employee engagement, improved delivery of tasks and improved individual motivation are just a few of the changes seen as a result of Aspire programmes. Employees new to managing people have found the step less daunting; first line managers have gone on to successfully manage factories; whilst Directors, through the mentoring programme have developed key business strategies and relationships within their current roles and their personal development path at board level.

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Testimonials

Firstly, Reckitt Benckiser and Lauras pulled together to improve efficiency levels and there was a focus on both external and internal resources. Before Lauras arrived efficiency was not good. Secondly, there was good methodology and training using operators to support its implementation. Thirdly, there was daily and hourly focusing on performance. Since Lauras left, improvements have been sustained.

Bart Derde, Supply Projects Director (Europe), Reckitt Benckiser

We have known about that problem for ages, why did we wait until now to sort it out?

Operative