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In high-pressure, low-margin manufacturing sectors such as food and beverage (F&B), complacency is costly. Staying competitive means constantly improving how work gets done. Continuous improvement (CI) is not a project; it is a daily mindset and habit that prevents gains from fading, replaces firefighting with prevention and keeps everyone focused on doing better to meet strict quality standards and shifting consumer tastes .
Leadership’s role in sustaining improvement
CI fails when leaders treat it as optional. Instead, they must set direction, talk about CI often, allocate time and resources and recognise wins. Credibility comes from action – leaders who join Gemba walks, ask questions on the floor and invite ideas show that improvement is everyone’s job. Toyota is a good example of this: the company expects change to start at the top and has refreshed
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