John Hesletine

Associate Partner

Bio

John is a Harvard University graduate with a successful track record in innovation, strategy and growth across a myriad of consumer driven sectors. John founded the UK’s largest juice bar chain, Lovejuice and successfully sold the business to Smedvig Capital in 2007. John went on to work with numerous consumer goods brands including Cherrygood which he founded and was acquired by Gerber Refresco. John was Chief Innovation and New Business Officer at Sanoma Media. John’s remit was wide ranging but involved the running of Sanoma Ventures, a €40 million digital investment fund and to drive strategic innovation. John joined the innovation and growth consultancy RevelX in Amsterdam as a partner before relocating with his family to New Zealand in 2017. John has been a trusted advisor to a number of consumer driven companies in New Zealand and Australia where he has been instrumental in driving operational and sustainable growth. John joins LMAC with a growth mandate. John will add deep experience in strategy, innovation and execution along with his practical skill sets of getting the tough stuff done to enable sustainable growth.

Complete the questions below to test your data maturity.

Over the next two years, which three of the 14 key performance indicators do you most want to improve on as a business?

Make a note of these before you carry on reading.

The key 14 performance indicator categories:

Productivity

  • Asset & equipment efficiency
  • Inventory efficiency
  • Materials efficiency
  • Utilities efficiency
  • Workforce efficiency

Flexibility

  • Planning & scheduling effectiveness
  • Production flexibility
  • Workforce flexibility

Speed

  • Time to market
  • Time to delivery

Quality

  • Product quality
  • Process quality
  • Safety
  • Security

Now ask yourself – what is your current performance against these three KPIs? Can you tell me how you performed in the last hour, yesterday or last week?

If you can’t answer this question for all three because you aren’t measuring the data, then the next step is clear. Figure out what data you need to enable you to measure it, and decide how you are going to collect that data.

If you can answer it historically; last week or last month – ask yourself, is this retrospective view sufficient for me to really make improvements?

If you can answer it for all three up to the minute, then it is quite possible that shopfloor intelligence isn’t a number one priority for you. Look out for parts 2 and 3 of this blog series for some more insights into how you can make the data work for you.