Operating in Western Canada – an area dealing with the downturn of the oil industry – Aquatera was faced with the challenge of providing competitive services while the sales of its core products declined. When Aquatera initially began its Lean journey, it did so without committing sufficient resources to ensure enough momentum would be created to develop an organization-wide understanding of what Lean was, and how it could be implemented to ensure efficiencies were both realized and sustained.
In early 2016, Leading Edge Group conducted a continuous improvement maturity model (CIMM) assessment at Aquatera’s request. The assessment provided a detailed report emphasizing the gaps in the organization’s ability to move towards operational excellence.
To date, Aquatera has certified 95 percent of its employees with some level of Lean training; adopted the Lean strategy planning and deployment process (Hoshin Kanri); established visual management boards across all facilities and work teams and realized cost savings of $980,000. The Aquatera Way now provides a means for the organization to meet strategic objectives developed by the senior leadership team and approved by the Aquatera board of directors.