So let's have a look. Pro Peck review, we need to analyze the success levels. We can do this in stages or at the end of the project. And what we might do here is create a mind map and create a report from that mind map. So let's have a look at an example of a mind map and some of the things we might ask ourselves to ascertain how we're doing, and how we might use the appropriate review system that Stephen has created for checking how well we've done what else we can do. Here's an overview of the pro pack review.

But what we're going to do is actually go into the mindmap software that we use and show you it so it can scale out a little bit and you can see what's happening on the screen. But here's our pro pack review. So let's go into this and have a look at a question gonna ask ourselves now is to what degree did we achieve the goals of the project? By what percentage did we achieve? SMART goal, or what percentage did we achieve of our SMART goal? So these are some of the things we want to ask yourself.

So what did we learn? So what you could do is you create my map like this, and then just add your answers to each of these bubbles. So what did we learn? What processes did we change? What new skills do people learn for the project? And what behaviors culture changes did we see?

So in this instance, did we see an improvement moving away from a firefighting culture and moving towards a continuous improvement culture? So did we see that behavior changing? What do we still need to do? What needs finishing? What didn't we get done? What didn't we complete?

How are we going to sustain these changes over time? How are we going to reef reinforce and and carry on with this because what happens is a lot of the time with projects like this will be introduced and in a few months, people are like elastic bands of snap back to where they were originally. Like, how do we sustain that? How do we embed the culture over a long period of time? And we need to ask ourselves these questions. And the most important one there is, is there any more reason why so we need to review the cycle.

So let's have a look at a 2% increase in continuous improvement ideas or attempts that reduction in time waste, and a 5% improvement in output. So that was positive. But we might look at that and think, well, we want a 20% reduction, we want a 10% improvement. So that means now we would go through the whole system again, from the beginning, and do the project essentially, over and this time, maybe be a bit more specific about areas we've identified that didn't really get change, or we didn't really impact but we weren't aware of until we did this. That's the appropriate review system. We essentially Go through, ask ourselves some questions, ask Is there anything else we can do?

And if there is, we just start again, we go through the system again. And we pick something else that we can concentrate, and work on, and keep improving. And that's one of the things we have to understand. Continuous improvement cycle of any type, we have to treat it as a cycle, we have to keep improving, you have to keep developing is never perfect. There's always something we can improve. But obviously, we have to figure out, we get to a point where there's just the cost to change, it is not going to bring enough benefit and we might stop there.

But typically, in any continuous improvement environment, we are going to find places to change. And in particular, when we're talking about culture change here, the more positive the culture becomes, the better it's going to be. Right organization overall It's gonna impact in every facet of the business.