Ballance Agri-Nutrients in New Zealand: Greg Delaney and Continuous Process Improvement

Abstract

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 took 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. Excerpt UVA-OM-1507 Dec. 17, 2013 BALLANCE AGRI-NUTRIENTS IN NEW ZEALAND: GREG DELANEY AND CONTINUOUS PROCESS IMPROVEMENT March 2011 Greg Delaney, general manager of distribution and logistics for New Zealand's largest fertilizer manufacturer and distributor, Ballance Agri-Nutrients (BAN), oversaw the operations of 45 distribution centers, each staffed with two to five employees and located in different regions of New Zealand. In August 2010, Delaney had participated in a four-week executive development program, the Executive Program (TEP), and returned home armed with a list of ideas contributed by classmates, fresh momentum, and a commitment to help BAN achieve its goal of developing a continuous process improvement (CPI) culture. . . .