Diagnosis of an aluminium plant management

bobine aluminium


Production of aluminium parts



Project type

​Plant management diagnostics for operational improvement


Free-lance Consultant

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  1112 Hits

Launch of a company roadmap following the arrival of a new CEO



Incubator and acceleration of technological innovation



Project type

​General management roadmap definition



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  1148 Hits

Meeting effectiveness rules and benchmark

Effective meeting rules

Effective meetings are a critical part of business performance. We have conducted a study of 20 popular websites giving advice on effective meetings.

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  1935 Hits

How to assess the digital maturity of your company

digital transformation

Why do a digital maturity diagnosis?  

A study conducted by MIT and Capgemini found that companies with the highest level of maturity are 26% more successful than the average company in their industry. They have a 9% higher revenue per employee and a 12% higher valuation than the average.

Digital is a strong lever for competitiveness and performance.

It is therefore important for you to know if your digital maturity is sufficient to give you another competitive advantage and in which areas it needs to be improved.

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The best practice indicator, the truly leading indicator

Best Practice Indicator

Effectively leading an organisation means taking the most relevant actions at the right time. To do this, the manager has methods for analysing causes and two types of indicators: "advanced" indicators and result indicators (known as "delayed" indicators). The former allow the actions that are supposed to have an impact on the result to be monitored and the latter allow the real impact on the result to be seen.

However, in most cases, the actions that are carried out, or rather those that are controlled by advanced indicators, do not address the deep levers of performance.

Indeed, the deepest actionable levers are ultimately either the individual skills of the organisation's employees or the implementation of certain organisational 'practices' (processes, governance, tools, etc.). And as they are difficult to define, and above all to measure, it is quite understandable that the actions measured, or even carried out, are different from those which activate these deep levers.

But things have changed because it is now much easier to measure the performance of organisational practices. This is what Wevalgo's tools allow: tools specially designed to measure the performance of companies in terms of organisational practices.

Thanks to these new tools, managers finally have an even more advanced indicator, the "Best Practice Indicator" (BPI), to steer the most effective actions because it acts at the level of the root levers of performance.

Let us explain.

The leading indicator as a management tool   

Two types of indicators are classically distinguished: "leading" and "lagging" indicators.

  • A lagging indicator measures a result as a consequence of actions that have already been carried out. It does not measure the achievement or performance of the actions themselves. An example is the sales figure per salesperson. As can only be seen, it does not measure specific actions to explain the sales result of this sales representative.
  • A leading indicator measures the achievement of the actions that are supposed to produce the result. For a sales representative, classic leading indicators are the number of customer appointments, the number of sales proposals, the average amount of these proposals and the success rate. These indicators measure levers that are closer to actions such as making more appointments, better detecting customer needs, etc.

It is clear that the leading indicator makes it possible to identify more precisely the actions to be carried out than the lagging indicator. This is why it is an essential management tool used in many companies and for most functions.

The limits of the leading indicator: it only very partially addresses the root causes 

But we also see the limits of traditional leading indicators. They are often partial and do not address the root causes. They often require extensive complementary analyses in order to identify these causes and the most relevant actions.

In the case of our sales representative, what could explain the low success rate of his commercial proposals? There can be many different reasons: poor customer targeting, poor understanding of needs, poorly adapted proposals...

The sales manager will need many other elements to determine the actions to be taken. He or she can use other leading indicators (an average amount that is too high could explain it), carry out more in-depth analyses, participate in customer meetings with his or her sales representative... All this is possible, but is sometimes difficult or time-consuming; so is it enough and at the right time?

Organisations deploy "Best Practices" inefficiently and without indicators  

Many organisations define the practices to be used by employees, at least for the main processes. To implement these "good practices", they train employees in their use, some also carry out transformation projects, "Lean" projects, or continuous improvement actions.

For our sales representative, examples of good practices can be defining the objective and agenda of each customer meeting, systematically rereading the conclusions of the last meeting, listing the different products/services that are most relevant a priori and rereading their sales arguments...

However, an evaluation system is more rarely defined to assess the extent and quality of the effective implementation of these good practices. And it is very rarely implemented in a sustainable way.

  As a result, the "Best Practice Indicator " is exceptional. And it is a huge loss of value.

More precisely, it is a fourfold loss, if the use of good practices is not measured (and regularly):

  • It is obvious that good practices are not being applied everywhere where they should be and with the necessary quality, we do not know where they are being applied properly or what actions to take to ensure that they are applied correctly.
  • We do not know which practices are the most useful and which will have the greatest influence on the results (lagging but also leading indicators); we will therefore define practices that are not so good and lack the most useful ones.
  • A lot of energy has been spent on defining practices and training employees, without being able to justify their interest to these employees, which can lead to demotivation (in general and to apply these practices) and even disregard for management.
  • The definition and formalisation of "good practices" is still very limited because, as they are not linked to a measurable impact, the need to do so is less felt or identified.

Why the Best Practice Indicator (BPI) is still not widely used

There are two main difficulties in setting up a BPI:

  • Formalising a measurable reference framework of practices
  • Collection and consolidation of measures

Even if formalisation is a real difficulty, the second one is much more important and largely explains why the BPI is not used and therefore why one does not even bother to go through the formalisation stage.

Formalisation of a measurable frame of reference 

The evaluation of the application of good practice can only be done:

  • Through the evaluation by one or more people of each practice
  • Based on a reference framework that stipulates how each practice should be evaluated

This implies listing all the good practices that we want to evaluate, asking the right questions for each and structuring the practices into coherent sets.

Let us take an example. Suppose that a good practice for management is to use SMART indicators (Specific, Measurable, Attainable, Relevant, Time-bound). You can ask an infinite number of variations of questions such as:

  • Do we always use SMART indicators? "with a rating scale ranging from "Never" to "Always".
  • Are all performance objectives SMART? Please rate each of the criteria from 0 to 10" and propose a scoring field from 0 to 10 in front of each criterion.
  • A first question "Have we defined SMART indicators? "and a second question "Do we use our indicators to guide our actions? »

It is all a matter of the level of detail; the more detailed the detail, the more precisely the actions to be taken will be identified, but also the more the subjectivity of the response will be limited by 'characterising' the practice. But the longer and more difficult it will be to respond. A frame of reference may include from twenty questions to... more than 200.

Even if this is a considerable effort and requires method, it should only be done once, at the beginning of the process. The reference system will of course be updated regularly, but the additional effort will be marginal.

Collection and consolidation of measures 

A good evaluation of practices must be carried out by several individuals. It is not a question of making a survey, but of carrying out the evaluation by the main people involved in the practices: manager(s), expert(s), and important contributors. This quickly reaches a minimum of 4-5 people. In large organisations or organisations with several geographical sites, it is easy to exceed a few dozen or even a hundred people.

Unless you want to invest in the development of specific software, the preferred tool for collecting evaluations is the good old spreadsheet. It is immediately obvious that collecting through a succession of e-mails, then consolidating dozens of files and generating reports of results is a very cumbersome task. If we add the manual handling and poor ergonomics of the spreadsheet questionnaires, which can alter the quality of the evaluations, the need to regularly repeat the evaluations and to compare them with each other to measure progress, we arrive at a cumbersome and not necessarily reliable process.

An alternative is to carry out audits by a team of experts, who have a good grasp of evaluation and will complete one evaluation per team or site. This remains a cumbersome process.Moreover, if we consider that these evaluations are also designed to ensure that the participants themselves understand the actions to be taken, it is much less effective because each individual is less involved and less responsible for the evaluation; it is that of a "central" unit...

Finally, it is mainly the lack of a suitable tool that causes the under-use of BPIs.

You can now become more efficient by using Best Practice Indicator with Wevalgo's tools

Wevalgo offers a web-based solution designed to measure the performance of organisational practices and build Best Practice Indicators.

This solution provides a very intuitive user interface to ensure that the questions are well understood by the evaluators. It reduces by 90% the effort of collecting evaluations, consolidating results, and generating analyses and reports of results. It allows periodic measurements to be made and progress to be seen or results to be compared from different parts of the organisation or even between different companies.

If you have a best practice reference, simply enter it into the Wevalgo tool, in a secure and confidential manner. If you do not, Wevalgo offers standard benchmarks for many functional areas and industries. Below are two examples on performance management system evaluation (Objectives, KPIs...)

10-minute assessment with 5-level maturity matrix
Detailed evaluation

Do like many companies that already use the Best Practice Indicator to improve their performance, use Wevalgo.

To get started, you can view our ready-to-use best practice standards.

  1091 Hits

Operational Excellence in a Multinational Corporation


Environmental Management


US, Europe, Asia

Project type  

 Diagnosis of Operational Excellence with the 30 top managers


Corporate Director of Improvement

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  1405 Hits

Coronavirus, make diagnostics and interviews online



The world is affected by Coronavirus and many employees have to stay at home and telework. The online meetings and conferencing business is an unintended beneficiary of Covid-19.

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  576 Hits

Lean assessment tools review

Lean assessment tools review

How many times have we looked for Lean manufacturing assessment tools? For my part, often by spending a lot of time on Google or by asking my fellow consultants. With not always satisfactory results.

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  3491 Hits

Lean manufacturing – A modernized management model

Lean manufacturing – A modernized management model

Many models of Lean Manufacturing coexist as we have seen in our article « 2, 5, 7 or 14 Lean principes ? » and each one has its own merits.

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  6666 Hits

Design for manufacturing and assembly (DFMA)

Design for manufacturing and assembly - DFMA

Differences between design for manufacturing (DFM) and design for assembly (DFA)

Design for Manufacturing (DFM) is a design method to reduce the complexity of manufacturing operations and the overall cost of production including the cost of raw materials.

Design for Assembly (DFA) is a design method to facilitate or reduce the assembly operations of parts or components of a product.

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  8350 Hits

R&D performance improvement guide

R&D performance improvement guide

If there is one function whose performance is difficult to measure, it is Research and Development. Similarly, to set up processes, standards and rules to improve this performance.

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  3323 Hits
  1 Comment

Why investing in People ? See why they are better assets.

Invest in people!

Financiers consider employees as expenses and not investments. Many managers prefer to invest in machines or IT systems rather than people.

But it's a mistake. A financial mistake. A managerial mistake.

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  1872 Hits
  1 Comment

Is the Hoshin Kanri autocratic with a short-term view, or even blind?

Is the Hoshin Kanri autocratic with a short-term view, or even blind?


The criticism of the Hoshin Kanri is based on a review of definitions or presentations published either in paper books or on the Internet, as well as on examples actually encountered in our consulting experience. This is not a criticism of the way in which the various organizations or consultants implement it practically in the field; they may well have applied an improved method that does not include the problems mentioned in this document. Nor is it a criticism of the fundamentals of the method or of any original versions, as they may have been distorted since the 1970s, or they may have been designed at a different time that justified different methods.
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  1075 Hits

Improved strategy deployment method or Vision Kanri

Why an improved version of the Hoshin Kanri?

Dans le document « Is the Hoshin Kanri autocratic with a short-term view, or even blind » we show the problems of most existing definitions.
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  1709 Hits

Practical implementation of 5S method

The 5S method is an approach that brings many benefits and is very well accepted by users. Nevertheless, as it is highly visible and changes the way many people work, its implementation must follow a rigorous process.
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  7124 Hits
  1 Comment

20 main Lean methods and tools description

19 Lean methods and tools
There are many methods for improving the performance of organizations and a significant part of them are "Lean" ones, derived from the "Toyota Production System" or theorised in the books by J. Womack, T. Jones and D. Roos ("The machine that changed the world" and "Lean Thinking").
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  9333 Hits

2, 5, 7 or 14 Lean principles?

What are the true Lean principles?

What are the true Lean principles?
Between those of the "TPS house", "Lean Thinking", "Toyota Way 2001", and "The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer", to name only the most popular, which ones should we remember?
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  4100 Hits

Lean management history

Lean management was neither created in a day, nor only at Toyota. Here is a history of Lean management and how it has evolved from Henry Ford to today.

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  6449 Hits

What is an organisational performance evaluation?

What is an organisation diagnostic?


At first glance, the answer to this question is extremely simple: an organisational performance evaluation consists of evaluating an organisation.

But the scope of the organisation is so vast (strategy, governance, functions, leadership, business processes, tools and information systems...), and the objective of the evaluation is so varied that no two diagnoses are the same.

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  4269 Hits

Operational Excellence Assessment methods and tools


  1284 Hits

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