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Ballance Agri-Nutrients in New Zealand: Greg Delaney and Continuous Process Improvement
Landel, Robert D.; Goldberg, Rebecca Case OM-1507 / Published December 17, 2013 / 29 pages.
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Product Overview

In August 2010, Greg Delaney, general manager of distribution and logistics for Ballance Agri-Nutrients (BAN), had participated in a four-week executive development program, the Executive Program (TEP). He returned home armed with a list of ideas and a commitment to help BAN achieve its goal of developing a continuous process improvement (CPI) culture. Seven months later, Delaney is considering the approaches he had taken after the CEO appointed him to plan and lead a CPI journey at Ballance. He and some colleagues had seen some success, but more important decisions were on the horizon, such as whether to expand or consolidate the CPI activites.

  • Overview

    In August 2010, Greg Delaney, general manager of distribution and logistics for Ballance Agri-Nutrients (BAN), had participated in a four-week executive development program, the Executive Program (TEP). He returned home armed with a list of ideas and a commitment to help BAN achieve its goal of developing a continuous process improvement (CPI) culture. Seven months later, Delaney is considering the approaches he had taken after the CEO appointed him to plan and lead a CPI journey at Ballance. He and some colleagues had seen some success, but more important decisions were on the horizon, such as whether to expand or consolidate the CPI activites.

  • Learning Objectives