Brainstorm with us

Beauty & the bank: Lean Six Sigma, Premi Beauty Industries and the digital revolution

How we transformed a process optimisation tool born in the corporate financial services industry into a cost-saving, performance-enhancing, business management solution available to businesses of all sizes and sectors.

Posted on 19 July, 2017 by Vivien Charrey & Andrew Lenti

    A day of product design on site at Premi Spa
    TOPP CEO Andrew Lenti & Premi Spa CFO Vivien Charrey

This summer we are pleased to offer the details of our case study recently published in collaboration with Milan-based, Premi Beauty Industries, a market-leading packaging company in the fragrance, skin care and make-up sector.

Our story begins in early 2016 when Premi CFO & Lean Master Blackbelt Vivien Charrey approached us asking to pilot our Lean Six Sigma - continuous improvement business management software PRESTO. PRESTO, originally created within a multinational financial organisation at the time was being marketed to large banks. The successful implementation of PRESTO at Premi Beauty Industries has since given our product team the assurance we needed to expand our product offering to allow companies of all sizes and from multiple sectors to profit from the PRESTO value proposition.

The 'Premi Pilot' was a fantastic success story presented in Düsseldorf last April at the Global Digital Transformation & Operational Excellence Summit and will be shared again in communities having interest in operational excellence, continuous improvement, Lean Six Sigma, and digital transformation.

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Value stream mapping, waste reduction & SIPOC automation

Why multinational organisations should be using the SIPOC at all levels of the organisation

Posted on 1 November, 2016 by Andrew Lenti, Managing Director at TOPP Tactical Intelligence Ltd


Process re-engineering is about the optimisation of business interactions.

Understanding where a process can be optimised starts with understanding what interaction related friction is causing your process to slow down and produce non value-add activity. In functionalised, task-oriented organisations leveraging the synergies of shared service centres of excellences, most operational teams are specialised in a limited group of business activities and rarely have 360° visibility into all the touch points required for the complete end-to-end service delivery to the client. As more and more organisations restructure to utilise such business operating models, the need to be more effective in adopting an internal Value Stream Mapping discipline has taken centre stage for those problem solvers tasked with business process optimisation.

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How to bridge the gap between Human Resources and Business Operations

Posted on 15 October, 2016 by Andrew Lenti, Managing Director at TOPP Tactical Intelligence Ltd

Knowledge retention, lessons learned, & automation

A common misconception of operational excellence automation is that the software itself installs a culture of 'Kaizen' continuous improvement and resolves operational issues. Nothing could be more distant from the truth.

Operational excellence software assists in supporting a work culture to be better prepared to take action based on the real-time feedback and the lessons learned which are being lived by your staff in the day-to-day work environment. Given that the concept of operational excellence does not stop at business process management, it is important that your software offers efficiency in the management of the tool sets needed to manage your business processes as well as give visibility into your most valuable company resource; your staff. It is here where your Human Resources department become an essential ingredient for organisations seeking a robust and productive operational excellence culture based on high performance and ongoing continuous improvement.

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3 simple reasons to convince your COO to invest in continuous improvement automation

Posted on 4 September, 2016 by Andrew Lenti, Managing Director at TOPP Tactical Intelligence Ltd

Automated operational excellence to foster loyalty and maximise performance

Continuous improvement is not only about processes but it is also about the people that support those processes, the tools they have at their disposal to do their job, and their understanding about their organisational structure and its strategy. Continuous improvement is about discipline and performance. Industry trends in talent management are showing that it is becoming more and more important to cultivate performance using a feedback-driven culture offering real-time insights into the knowledge gaps which are impeding growth. Software is starting to become an essential element in instilling the core corporate disciplines necessary to guarantee steady growth via pro active and ongoing waste elimination.

Software is not going to identify and solve continuous improvement challenges but your subject matter experts certainly will if they are empowered to do so and are equipped with the right tool sets. That said, your continuous improvement software should offer discipline to your line staff. In particularly, it should offer (1) sense of ownership of the work being performed (2) sense of urgency promoting that the minutes you invest today will result in hours saved in the future and finally, (3) sense of corporate citizenship ensuring that every member of the organisation understands his duty to question situations where opportunity for improvement exists and can do so freely in a non-confrontational, collaboration-based, work environment.

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