CCR2 Technology
to new ideas. It requires a growth mindset or having the mindset of a child and to constantly question ‘why?’ We do not want individuals to come in and
just do the job as it has always been done, but to really challenge and understand why it is being done in a certain way, and if, in fact, it is still required. Often when people ask, they are simply
told, “well that is how it has always been done” and the questioning stops there. We need people to push the boundaries and challenge. What may have worked in the past, may
no longer work now. We want employees to be open minded,
question current practices, and share learnings. We need people to think ‘how are we
going to do this’ and not ‘why it cannot be done’.
Empowering One of the most exciting aspects of this new way of working is the empowerment and opportunities that it offers to our colleagues throughout the business. LEAN will result in greater employee
involvement, collaboration, sharing of best practise, ownership and accountability, and, ultimately, more fulfilling work and the time to ‘stop and think’. Arrow employees have been empowered
to speak out and challenge. It all started at an Arrow Senior
Leadership Conference in London, where we educated our Leaders on the benefits of LEAN and the need for them to work in a new way: we need them to lead, manage, and coach their people – not ‘tell’, but ‘challenge’ and ‘ask’. It is the role of LEAN Leaders to create
an environment that fosters continuous improvement, by asking guiding questions, supporting teams as they test hypotheses, recognising that often the people closest to the product or process can have the best ideas for improvement, and celebrating improvements. We also established LEAN Continuous
Improvement teams in each of our geographies to help identify and implement process improvements, and help people to understand and adopt the new approach across the organisation.
January 2020
Often when people ask, they are simply told, “well that is how it has always been done” and the questioning stops there. We need people to push the boundaries and challenge. What may have worked in the past, may no longer work now. We want employees to be open minded, question current practices, and share learnings
This has been supported with multiple
workshops and Kaizen events, which have been hugely successful in bringing LEAN to life and to help identify the inefficiencies we currently have in our existing processes. Through the use of value-stream
mapping, we have been able to visualise, review, and challenge each step in our processes and so identify waste to be
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eliminated. In some cases, we have eliminated up to 75% of the existing process through simple improvements.
Robotics Establishing truly LEAN processes means that we can take full advantage of the revolution in robotics that is well underway. Our RPA programme will focus on
automating the highly repetitive, high volume, and boring tasks we sometimes have to do. These will be identified and optimised first through LEAN, before being automated; there is no point in automating inefficient processes. A robot can complete repetitive tasks
whilst allowing us to focus on the more difficult, interesting, value-add activities. RPA is a key tool to help us drive efficiency and employee engagement across the business and marks a key milestone in our LEAN journey. We now have robots working alongside our teams in Portugal and the UK, and we will seek to expand this in to all our geographies. Ultimately, this will have huge benefits
for our customers as we seek to help them build better financial futures. CCR2
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