Brintons — Process Failure & Improvement

As Process Improvement Leader and PACE Champion for the Service Centre, I led the root cause analysis, identified process gaps, implemented corrective measures, and monitored their effectiveness.

• ▸Conducted structured stakeholder interviews across Senior & Junior Designers, Project Managers, Planning, Production Design, and Design Support teams
• ▸Built end-to-end business process maps to visualise the full workflow and identify key failure points
• ▸Identified primary root cause: designer selected an incorrect pattern, colour, and dimension variant — not caught at any subsequent checkpoint
• ▸Documented key failure points: no independent secondary validation before production approval; no QC checkpoint to match manufactured product against approved specification; no pre-shipment verification; communication gaps across Design, Production, and Logistics
• ▸Developed detailed process flowcharts covering design validation, approval, and production QC
• ▸Introduced mandatory two-level design validation and peer review before client approval submission
• ▸Implemented formal digital approval process ensuring client sign-off before production
• ▸Established QC checkpoints to verify manufactured carpets against approved designs
• ▸Introduced pre-shipment verification and material traceability — linking each production batch to its approved specification
• ▸Conducted cross-departmental training and introduced regular alignment meetings across Design, Production, and Logistics
• ▸Implemented a Process Change Authorisation Procedure requiring documentation and sign-off for any deviation

• ▸End-to-end business process maps covering design validation, approval, and production QC
• ▸Process Change Authorisation Procedure — embedded as standard practice across the Service Centre
• ▸SOPs for design validation, QC checkpoints, and pre-shipment verification
• ▸Cross-functional training programme across Design, Production, and Logistics
• ▸Corrective action tracking system for identified issues and implemented fixes
• ▸Error rates reduced by over 50% following implementation of structured QC checkpoints and process controls
• ▸Improved cross-functional alignment between Design, Production, and Logistics
• ▸Strengthened quality governance framework reducing risk of recurrence on future high-value projects

• ▸Process failures in complex supply chains often stem from small overlooked errors — preventative controls at multiple checkpoints are critical
• ▸Structured RCA and stakeholder interviews surface the real root cause — not just the symptoms
• ▸Cross-functional process mapping is essential for identifying where accountability and communication gaps exist
• ▸Embedding quality controls and tracking mechanisms creates sustainable improvement — not just one-time fixes