3 Minutes Inside Operations: Building Sustainable Performance

We are back with Season 2 of 3 Minutes Inside Operations. In this first episode, Matthew Shimmin focuses on what sustainable improvement really means in practice and why it starts much earlier than most organisations expect.

For many manufacturers, improvement efforts deliver results while external support is on site, only to fade once the project ends. At TBM Consulting Group, sustainability is not an outcome you hope for. It is something you design from the very first interaction.

Why the first meeting matters more than most realise

Before any analysis or diagnosis begins, it is critical to understand where a business truly stands. Has the organisation worked with consultants before? Has it run internal improvement programmes? Is there an existing continuous improvement capability, or has change largely been reactive?

These questions are not academic. They determine how change should be approached. An organisation that has never experienced structured improvement will need a very different journey compared to one that is open, experienced, and ready to move quickly. This early understanding allows the right pace, structure, and level of support to be put in place. Without it, even technically sound initiatives struggle to last.

Readiness for change is not assumed. It is observed.

After the initial discussions, time on the shop floor becomes essential. Walking the site, speaking with supervisors, managers, and leadership teams reveals far more than any presentation ever could.

These conversations expose how people perceive their own problems. Do they recognise the need to change? Or do they believe everything is fine as it is? If people do not see the problem, they will not commit to the solution. In those cases, sustainable improvement requires more than quick wins. It requires time, engagement, and a deliberate focus on mindset and behaviour.

Sustainable improvement means fixing root causes, not symptoms

True sustainability comes from understanding why problems occur in the first place. That is the role of a structured diagnostic. By taking the time to identify root causes, organisations avoid the trap of repeatedly fixing surface-level issues. In practice, addressing one root cause often resolves multiple downstream problems at once.

Most root causes sit at the intersection of process and behaviour. Changing one without the other rarely works. That is why lasting improvement is achieved by redesigning processes while simultaneously changing how people work within them.

Embedding change is about people, not disruption

Sustainable improvement only happens when people believe in the change and see their role within it. One of the most important shifts organisations experience is realising that change does not have to be negative. It is not about job losses or disruption. It is about using time better, serving customers more effectively, and protecting margins in an increasingly competitive environment.

When people understand why change is needed, how it benefits the operation, and what is expected of them, improvement becomes part of daily work rather than an initiative that fades when external support leaves.

Making results last is the real measure of success

In some situations, results must be delivered quickly. Cash flow pressures or market conditions can demand rapid improvement. In these cases, additional aftercare ensures that early gains are stabilised and embedded, allowing the organisation to sustain results long after the initial work is complete. Sustainable improvement is not defined by how fast results appear, but by how long they endure.

Lasting improvement is not achieved at the end of a programme. It is shaped from the first conversation, reinforced through daily behaviours, and embedded into the way work gets done. If you are reflecting on how well improvement is truly embedded in your operation, a conversation with our team can help clarify where you stand and what needs to change for results to last.