Strengthening our craft through the LIPTON Management System

Working closely with site leaders and colleagues, always acting with a data-driven mindset, we coordinate our improvement journey by scoring performance across seven key dimensions:

1. Finance

2. Safety and environment

3. Quality assurance

4. Autonomous maintenance (conducted by frontline operators)

5. Professional maintenance (conducted by specialists technicians or engineers)

6. Focused improvement

7. Logistics and planning Each of these pillars has a clear accountability structure per facility, with heavy emphasis on crossfunctional collaboration to support efficient and effective action.

DATA-DRIVEN IMPROVEMENTS

A key feature of LMS is our use of the Plan-DoCheck-Act (PDCA) cycle to ensure efficient resource allocation and maximum operational improvement. As a first step, our teams analyse vast amounts of data collected across our sites, which helps them determine where an intervention will make the biggest positive impact to our financial and overall performance. To conduct this prioritisation effectively, we continually train our people in the implementation of root cause analyses and techniques to calculate the benefit of any planned intervention.

We then take the necessary action to boost performance, normally starting on a small scale. For example, we might reconfigure an inefficient teabagging machine to reduce its electricity usage and deliver a quantifiable benefit. After running this pilot programme, we carefully analyse the results and determine its impact in relevant commercial terms (in this case, kilowatts of electricity per ton of teabags produced).

If the improvement is deemed successful and aligned with commercial and environmental goals, it can often be ‘copied and pasted’ to other facilities across our manufacturing network, which tend to share significant similarities in terms of machine configuration and sequencing. This approach promotes rapid, global adoption of operational best practices, though this must be balanced with appropriate consideration of regional differences in manufacturing and logistical practices.

IMPROVED DATA VISIBILITY

Recognising that measurement is essential for improvement, the LMS team maintains a standardised, centralised, and accessible source of data on manufacturing performance.

Every site across our network tracks standardised environmental and efficiency indicators, including energy usage, water usage, and waste volumes, with this data displayed on easy-to-access dashboards. Data is collected through a variety of inputs, including conventional metering techniques as well as innovative thermal imaging technology that identifies energy leakage with high levels of precision. Integration with Microsoft Power BI software supports the development of interactive reports and performance analytics across changing production volumes and manufacturing technologies.

In parallel, we continue to update and strengthen our Best Practice Portal, which contains a searchable library of best practices, recordings of working sessions, and audit materials. This resource empowers colleagues to benefit from our global scale, determine new focus areas, and further improve the consistency of their appraoch.

TAKING THE NEXT STEPS – IN 2026 AND BEYOND

LMS is best understood as a journey – an ongoing cycle that keeps elevating the quality, consistency, and sustainability of our operations.

By investing in our people, upgrading their technological capabilities, and continuing to strengthen a culture of continuous improvement, we will drive further progress on our LMS journey and keep perfecting the art of crafting great teas for everyone.