A client urgently sought technical assistance due to the sickness of their Technical Manager.

• Prepared for the imminent BRC audit and reinstated GMP standards in the factory through coaching and mentoring of managers and supervisors.
• Collaborated closely with GMP champions in each area to enhance day-to-day production standards.
• Implemented the Lean *’5S’ tool to declutter the workplace, along with re-training staff on “Clean as you Go” tasks and expectations.
• Developed action plans to maintain the improved standards.
• Addressed non-conformance root causes, actions, and closure by employing coaching and mentoring methods and working closely with the investigating staff.
• Audited maintenance team and PPM schedules and ensured compliance with BRC and M&S standards. Implemented necessary actions.
• Conducted audits and monitoring of pest control and hygiene clean-downs standards.

Learning4Leaders evaluated the existing process and proposed custom-based solutions. Collaborating with a developer, we scoped and tested the system, procured suitable hardware, and provided comprehensive training and implementation.

• The client achieved an ‘A**’ Grade BRC audit.
• GMP compliance increased from 70% to >95%.
• Significant reduction in yield loss, improved efficiency, and

The 5S methodology comprises Japanese terms representing the steps of a workplace organisation process. The English equivalents are as follows:

• Seiri (Sort)
• Seiton (Straighten, Set)
• Seiso (Shine, Sweep)
• Seiketsu (Standardise)
• Shitsuke (Sustain)

In essence, the five S methodology facilitates workplace improvement by:

• Removing unnecessary items (Sort)
• Organising items for efficiency and flow (Straighten)
• Cleaning to identify and address issues (Shine)
• Implementing colour coding and labels for consistency (Standardise)
• Developing sustainable organisational behaviours (Sustain)

Action plans were implemented to ensure the maintenance of these standards. Once the standards reached an acceptable level, efforts focused on addressing non-conformance root causes, actions, and closures. This involved utilising coaching and mentoring methods while closely collaborating with the responsible staff for non-conformance investigations and implementation.