Beyond the award: Kris Finlay on building a culture of continuous improvement

In conversation with Kaizen Institute

At United Drug, continuous improvement is more than a methodology it is a mindset that shapes how the organisation operates, makes decisions and drives long-term progress.

Driving this transformation is Kris Finlay, Continuous Improvement Lead, whose leadership has helped embed KAIZEN™ Principles across multiple depots and operational teams nationwide.

Through value stream analysis, targeted improvement projects and cross-functional collaboration, teams have delivered tangible results — from warehouse optimisation and productivity gains to improved flow, visibility and engagement on the shop floor.

The impact of this work is already evident across Dublin, Ballina and Limerick, with teams increasingly taking ownership of improvement and using data to guide decisions.

In recognition of this leadership and commitment, Kris was awarded the KAIZEN™ Ambassador Award 2025 by the Kaizen Institute an honour reserved for individuals who exemplify KAIZEN™ Thinking, lead by example, and inspire others to embrace change.

While the award recognises individual contribution and leadership, it also reflects a broader cultural shift within United Drug: one where collaboration, data-driven decision-making and continuous improvement are becoming part of everyday work.

In this interview, we speak with Kris Finlay about the journey so far, the lessons learned, and what lies ahead for United Drug as it continues to build on its KAIZEN™ Foundation.

Figure 1 – Kris Finlay at United Drug

The improvement journey

1. Over the past months, United Drug has partnered closely with the Kaizen Institute. What were the main objectives at the outset of this collaboration?

At the outset, our primary objective was to build a structured foundation for continuous improvement across United Drug rather than delivering isolated projects. We wanted to better understand our end-to-end processes, identify waste, and create a shared understanding of how value flows through the organisation.

Equally important was developing internal capability. The partnership with the Kaizen Institute was not about external experts solving problems for us, but about equipping our teams with the tools, mindset and confidence to drive improvement themselves in a sustainable way.

2. The journey began with a Value Stream Analysis at the Dublin depot. Why was this approach chosen as a starting point?

We chose Value Stream Analysis because it provides a fact-based, holistic view of operations. Before making changes, it was essential to step back and understand how processes actually worked from start to finish, rather than optimising individual activities in isolation.

The Dublin depot offered the right environment to begin, it represents a complex and high-volume operation, making it ideal for identifying constraints and learning lessons that could later be replicated across other sites.

“From the beginning, our goal wasn’t simply to improve processes — it was to build the capability within our teams to continuously improve long after the project itself finished.”

3. What criteria were used to select the key improvement projects from the wider pool of opportunities?

Projects were selected based on a combination of operational impact and feasibility. We prioritized areas that represented clear constraints to performance, affected multiple parts of the value stream, and had measurable outcomes.

Another important factor was team engagement. We focused on initiatives where frontline involvement could be strong, ensuring that improvements were practical, sustainable and owned by the people closest to the work.

Delivering impact

4. Which operational areas did the initial projects focus on, and why were they seen as critical?

The initial projects focused primarily on warehouse operations, particularly order picking, the decant process, and A-Frame exception management. These areas were critical because they directly influenced productivity, workflow stability and service performance.

They also represented points where inefficiencies created additional workload for teams, so improving them had both operational and human benefits.

5. What have been the most significant results or changes observed since the implementation of these initiatives?

The most visible results were both quantitative and cultural. From an operational perspective, we’ve seen significant productivity improvements, reduced manual intervention in automated processes, and smoother flow across the warehouse.

However, the cultural shift has been equally important. Teams now use data more confidently, problems are discussed more openly, and improvement is increasingly seen as part of everyday work rather than a separate initiative.

“The biggest change hasn’t just been in performance metrics; it’s been in how people think. Teams now see problems as opportunities to improve rather than obstacles to manage.”

6. How has cross-functional collaboration contributed to the success of the improvement projects?

Cross-functional collaboration has been fundamental. Many operational challenges sit between departments rather than within them, so bringing together people from different roles allowed us to see problems from multiple perspectives.

When operators, supervisors and managers work together to design solutions, the outcomes are more realistic and adoption happens much faster. It also helped break down silos and build a stronger sense of shared ownership.

Culture and capability

7. In your view, how has the KAIZEN™ Programme influenced workplace culture across the different depots?

The programme has helped shift the mindset from reacting to problems towards continuously improving processes. People are increasingly confident in challenging existing ways of working and proposing ideas for improvement.

There is also greater transparency through daily performance discussions, which has strengthened accountability and alignment across teams. Most importantly, colleagues are beginning to see that small, incremental changes genuinely make their work easier and more effective.

“KAIZEN™ has helped shift the conversation from ‘who owns the problem’ to ‘how do we solve it together’ — and that’s been a powerful cultural change.”

8. What lessons have emerged from Cycle One that will shape the approach to Phase Two and Three?

A key lesson is the importance of pace — sustainable improvement happens incrementally. Trying to change too much at once risks losing engagement and consistency.

It is also important to clearly define the goals and scope of each project. Paying close attention to a well planned and realistic roadmap is vital to help achieve these goals on schedule.

We also learned that early frontline involvement is essential. When teams help define solutions from the beginning, resistance decreases and results are more sustainable. These lessons will guide how we scale improvements in the next phases.

Leadership and the future

9. From your perspective, how critical is leadership in sustaining a culture of continuous improvement?

Leadership is absolutely critical, but not in the traditional sense of directing change. Leaders need to create the conditions where improvement can happen — setting clear direction, supporting experimentation, and recognising effort as well as results.

Consistency from leadership helps reinforce that continuous improvement is not a short-term programme but a long-term way of operating.

“Leadership in continuous improvement isn’t about having all the answers; it’s about creating the environment where teams feel confident to challenge, experiment and improve every day.”

10. What challenges have you encountered along the way, and how were they addressed?

One of the main challenges was initial scepticism around performance targets and new ways of working. That was addressed through involvement rather than persuasion. By engaging teams directly in analysing processes and testing improvements, results spoke for themselves.

Another challenge was balancing improvement work with daily operational pressures. Establishing structured routines, such as daily meetings and clear priorities, helped integrate improvement into normal operations.

Trying to change a culture that has been embedded in the different areas over a period of time of has also been a big challenge, but through perseverance and believing in the processes these cultures have definitely shifted towards a more progressive mindset.

11. Looking ahead, how do you see KAIZEN™ Principles continuing to evolve within United Drug?

Going forward, I see KAIZEN™ becoming increasingly embedded into daily management rather than existing as a project-based activity. The focus will shift towards developing more internal coaches, expanding capability across sites, and using data more proactively to guide decisions.

As confidence grows, teams will increasingly identify and lead improvements independently, which is ultimately the goal.

“We’re moving from improvement as an initiative to improvement as a habit — something that becomes part of how we work every single day.”

12. What message would you share with colleagues about the long-term value of continuous improvement?

Continuous improvement is not about working harder; it’s about working smarter together. Small improvements made consistently over time create significant change.

The real value lies in empowering people to shape how work is done. When everyone feels they have a voice and can make things better, performance improves naturally and that benefits both our teams and the customers and patients who rely on us.