Unifying strategy, quality and Continuous Improvement activities division-wide...

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A Fortune 200 energy company.

The world’s largest generator of renewable energy.

Key divisions include power generation.

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Improving and transforming the business was challenging:

  • Unclear line-of-sight into power generation business unit strategy
  • No single source-of truth across the entire Continuous Improvement program of Lean Six Sigma projects
  • A non-existent view of benefits, cost savings and efficiencies across the Continuous Improvement program.
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The organization sought a solution which would address and resolve:

  • Lack of clarity of performance to date
  • Disconnection between different Continuous Improvement projects
  • One line-of-sight of the strategy and supporting initiatives.
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i-nexus' platform has supported great improvements:

  • The Hoshin X-Matrix is clearly driving strategy at the power generation division
  • The X-Matrix has aligned all business units with divisional strategic goals
  • The single source-of-truth for project and KPI data has created Continuous Improvement program efficiencies, encouraging reuse and reducing costs of maintaining multiple legacy systems
  • 10% reduction in project cycle time in the first year.

The key information

By the numbers

Objectives: 100

Projects: 300

What they said

“i-nexus is the only tool that we identified that supports a full strategy cycle with many features that provide additional benefits“

Global Leader Quality Operational Excellence