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.
