Your Competitive Advantage


World class competitiveness requires a high engagement culture and a lean management system to deliver sustainable results. Implemented lean practices and well-defined leadership routines ensure your culture of high engagement and lean is sustained and deliver results.

When leaders coach the principles essential on this journey, long-term success is assured. The competencies for this journey are embedded in modules that are coached and implemented to address the specific opportunities and challenges of your organisation.

MBU ™ Goal Alignment | Visual Workplace 5 S | Formal Problem Solving | Engaging Leadership | Lean Workflow | Quality Management | Team Performance Coaching | Value-Driven Service | Asset Care | Leadership Routines

A successful world class competitiveness journey requires that high engagement and lean are embedded in your organisations DNA. We assist you to ensure your competitive advantage is sustained. With over 25 years of experience our global footprint and our clients’ successes speak for themselves.

"The CDI Process provides us the tools for a better tomorrow"
Dr. Magdi Batato - Executive VP of Operations Nestle’

Work culture determines the long-term success of every organisation. Our safety culture is a key component of our organisation’s work culture and has a direct impact on performance. Most leaders intuitively know a top-down directed, compliance based approach to Safety does not create a culture of ownership, trust and openness with regards to Safety.

When KPIs are set to achieve ‘zero incidents’, ‘zero harm’ or ‘x number of observations’, it often perpetuates the problem of not creating an engaging, healthy safety culture in the workplace.

PsySafe™ adopts an engaging, humanistic approach to Safety, recognizing that self-insight into our personal psychological state and awareness of our PsySafe™ profile enables us to be conscious of our state and our actions in all situations. This insight and awareness enables us to develop safe, healthy work practices.

Members accept personal responsibility for their own and their colleagues’ safety, they assume the role of ‘SafeMate™ and adopt a team member with the aim to coach the colleague with regards to his/her PsySafe™ profile and corresponding actions.

PsySafe™ is integrated with the lean management principles. Rather than observing a person’s behaviour, members are engaged in continuous improvement of Safety by focussing on making the task easier and safer. The principle of observing task performance with the aim of making the person’s work easier, safer, less ‘wasteful’ and thereby more efficient, is key.

Creating ownership for Safety in a lean context

Level 5


Exceptional results are only realised when we fully engage the hearts and minds of every member on the journey to World Class by creating a Level 5 organisation.

‘Employees who find meaning in their work are more engaged, more satisfied and more productive. They work harder, smarter, more passionately and creatively’.
David Ulrich – The why of Work

Gallup’s extensive research shows that more than 50% of employees are not engaged at work and almost 20% are actively disengaged. The cost of lost productivity due to this disengagement to organisations in the USA is estimated to be over $ 300 billion a year.

CDI classifies the culture of engagement of organisations at five levels.

Level 1 - “I” individualistic culture is a “what is in it for me” culture, leading to poor relationships and poor results.

Level 2 - “We” culture is found in a team based organisation where teams are focussed on what is best for their team rather than the needs of their customers or business.

Level 3 culture is a top-down KPI focussed organisation, this fosters compliance and a silo mentality, slowing the organisation down.

The minimum requirement for world class performance is Level 4 - Customer focussed engagement culture where the main focus is on “what is truly best for our customer”.

Exceptional results are achieved when the engagement level is at Level 5. When members experience a sense of purpose in what they do and realise the impact of their contribution, excellence in performance is achieved. Members’ hearts and minds are engaged, what they do is perceived to be meaningful.

“In the end, there are no lean solutions, but rather ways of leading that engage everyone in continuous improvement towards a vision of excellence…”
Jeffrey K. Liker 2016