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Impact Workshops

A Typical Impact Workshop


A typical Impact Workshop comprises:

  • A group of 8 personnel – mix of operators, engineers, and technical personnel, and maybe a manger or two willing to leave their stripes at the door and work as one team.
  • Two days of finely crafted, practical hands on training in the Rapid Lean improvement tools, that go to lengths to explain the “why”, not just the “what”.

Over the following weeks, expect to be amazed at how much improvement activity can take place, and how much improvement can achieved in such a short time.

Workshops can be run over a timeframe to suit the needs of the site, and the time of year. However, for those who have sufficient opportunity, the ideal is to run an 8 week programme, consisting of a 5 week impact workshop, immediately followed by 3 weeks of sustainability activity.


Typical Results:

Results from this vary dramatically depending on the size of the available opportunity, but increasing output by 10-20%, and reducing waste by 30%-50% is the norm.   Read our case studies to get a better feel of what can be achieved – but most people who haven’t seen a workshop before are amazed at what can be achieved.

Of course, it’s not as simple as locking 8 people in a room and hoping. There is a very rigorous workshop process to follow to achieve these results, as well as ensuring the right tools have been pre-identified. Nonetheless, it should take no more than 3 iterations to train one of your own personnel to run the process, and to be able to go on and repeat the process without further external help. And there-in lies the true way to ensure a sustained and on-going improved rate of improvement.

Check out our Testimonials, or read reviews on Facebook to find out what shopfloor operators have to say about the Impact Workshop experience.


To find out, without obligation, how a programme of Impact Workshops could help you achieve your objectives, get in touch.



I believe that the project has been the catalyst for some big changes in the way we operate and think. Your presence, support, enthusiasm and ability to engage the personnel involved has been integral to this.

Keith Bassett, Plant Manager, KR Castlemaine

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