ADVISORY ARTICLE
By Peter Mackie
United Kingdom
Introduction – Benefits of the T15 Model
History
‘T15’ is a benefits-driven transformation business model that helps create, build and maintain sustainable businesses and organisations through continuous improvement.
It is the result of my career experience across many different business sectors and is based on the mathematical square where the numbers 1-9 are arranged in a 3×3 grid that when read; either vertically, horizontally or diagonally the numbers total 15. Hence the name T15. This thinking, overlaid with the key requirements for running any business provides the basis to create and maintain a successful organisation that is demonstrably, a financial, environmental and social organisation. It is a ‘Business in Balance’ with a ‘Balance in Business’
As a result of Covid 19, this coming decade, will see a marked shift in how local, national and international businesses conduct themselves and will result in supply chain and operational reviews to mitigate against any future epidemic or pandemic.
Operational resilience and continuity will be reviewed across many business sectors and the T15 model is a simple and effective generic model to enable businesses to review their current operations, understand their weaknesses and develop strategic and tactical plans to mitigate a repeat of their 2020 experience brought on by Covid 19.
The T15 model has been designed as a continuous improvement enabler as the benefits from each change become the new baseline from which the organisation can build and develop a more resilient and profitable business and be better prepared to face future disruptions and developments in the market place.
The rest of this paper explains the bedrock and use of the model. To keep this paper to a reasonable length, case studies in the logistics, health and utilities sectors are available within the introductory video to the model at www.pmbp.co.uk
The Value of the T15 Model
The model has been developed to ‘create, build and maintain sustainable organisations’.
‘Business in Balance, Balance in Business’
In order to achieve this objective, specific principles and standards have been set to ensure the integrity of the model with much thought invested in the worth and importance of the words used to describe the activities within the model.
The vertical and horizontal framework for the model within which the 3×3 grid sits has been constructed to reflect the basic requirements of any business. (see diagram below)
The vertical columns contain ‘Management (£)’, ‘Infrastructure (Kwh/Co2)’, ‘Performance (Social)’ and are the given requirements for any business to deliver a service or product to their customers. ‘Management’ to provide direction and focus, ‘Infrastructure’ to make the product or service and ‘Performance’ to measure how well the customer requirements are being delivered.
More…
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How to cite this article: Mackie, P. (2020). Continuous Improvement Business Transformation Model ‘T15’, PM World Journal, Vol. IX, Issue VIII, August. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/07/pmwj96-Aug2020-Mackie-continuous-improvement-business-transformation-model-T15.pdf
About the Author
Peter Mackie
United Kingdom
After completing a 4-year Business & Technical Apprenticeship with Land Rover in 1982, Peter’s first job was as a Project Timing Planner, controlling and reporting on the development and implementation of major product development plans. An opportunity to join a newly formed after sales support business, Land Rover Parts Ltd, saw Peter join the sales and marketing division to support the development of the dealer network and their customers in the UK and Europe.
From 1991 to 1994 Peter was a Project Manager on a strategic European project to implement a customer order and warehouse management control system into 3 national centres in Metz – France, Bologna – Italy and Guadalajara -Spain to supply the western European aftermarket for the Rover car group.
Upon returning to work in the UK, Peter created a personal 10-year career development plan and proceeded to deliver it within 7 years. As a result of this plan, which included obtaining a distance learning degree in Business Administration from Buckingham University, Peter gained experience and held senior positions in Client and Customer Service as well as becoming a Continuous Improvement (Lean) Manager enabling him to become a well-respected General Manager within the organisation.
2002 saw Peter set up his first consultancy firm, AMPM Logistics Ltd, as an interim project-programme manager, continuous improvement consultant working for clients as diverse as an insurance company, a metropolitan council, a pharmaceutical retail business and a national infrastructure company before being enticed in 2004 back into the corporate world as an Operations Director within the Aerospace sector. Peter retained AMPM Logistics Ltd during this time and in late 2005 re-engaged with the automotive sector and infrastructure service sectors as in interim project-programme manager, culminating in Peter becoming a continuous improvement/project management consultancy sales executive from 2007–2009.
In 2009 Peter was a founding member of ‘Prism Performance Ltd’, a partnership combining sustainable thinking and design practices with project management and continuous improvement thinking. In 2013 he co-authored, ‘What? To Watt!’ a book that defines the elements of sustainable performance. This period also saw Peter managing several diverse projects including:
- the development and construction of a ‘Lifetime – sustainable property’
- the introduction (within a 15-month timescale) of a new operating system into an international waste management company from concept to full implementation
- operational and project management support for an international security company
- smaller environmental projects for 2 charities
- the provision of project and continuous improvement consultancy services to an international retail client, as well as a London health authority and the National School of Government (a UK government agency)
Due to partner retirement, 2016 saw the closure of Prism Performance Ltd and the creation of PM Business Performance Ltd, Peter’s project-focused, continuous improvement, change management, performance consultancy and training company. PMBP delivers, ‘Business in Balance, Balance in Business’ sustainable transformation through the deployment of his ‘T15’ model. To-date, clients have included 2 health sector organisations, a national infrastructure business, an international logistics provider and a charity. A downloadable whitepaper and introductory videos to ‘T15’ are available on www.pmbp.co.uk
Peter can be contacted at peter.mackie@pmbp.co.uk
