Complete Lean Solutions Limited

Further education and skills inspection report

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Inspection of Complete Lean Solutions Limited

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Overall effectiveness Good

The quality of education Good Behaviour and attitudes Good Personal development Good Leadership and management Good Apprenticeships Good Overall effectiveness at previous inspection Not previously inspected

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Information about this provider

Complete Lean Solutions Limited began providing apprenticeships in January 2018. It provides apprenticeships across England for employers in the manufacturing sector. At the time of the inspection, 79 apprentices were enrolled, of whom 45 were on frameworks and 34 were on standards-based programmes. All of the apprentices on frameworks were on level 2 improving operational performance. Of the apprentices on standards-based programmes, 20 were on level 2 lean manufacturing operative and 14 were on level 3 lean improvement technician. 17–20 August 2021

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What is it like to be a learner with this provider?

Apprentices develop confidence, self-assurance and the ability to work with colleagues on complex work-related projects. Employers acknowledge the benefits to their company of having confident employees who contribute to identifying and tackling manufacturing inefficiencies and wastage.

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What is it like to be a learner with this provider?

Apprentices successfully develop their theoretical knowledge during their training. Coaches provide training that enables apprentices to better understand working practices. Coaches have relevant backgrounds in the sector and bring a wealth of experience and knowledge which they use effectively to train apprentices. Apprentices rightly value the support that they receive, and a few apprentices benefit from promotions, pay rises and enhancements to their job roles as a result of their training.

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What is it like to be a learner with this provider?

Apprentices are respectful to each other and communicate well with colleagues and with senior staff. They develop good teamworking skills and work well with colleagues from different areas of their organisations. Apprentices develop a better understanding of the organisation where they work and the different roles and responsibilities.

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What is it like to be a learner with this provider?

Apprentices enjoy their training sessions and most attend well. However, attendance for a few apprentices has been low because of self-isolation measures taken in response to COVID-19 or because they work on the nightshift. Coaches provide onsite sessions in the evening for those working on the nightshift.

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What is it like to be a learner with this provider?

Apprentices feel safe and know to whom they should report any safeguarding concerns. They know about the reporting procedures that are covered during their induction. However, few apprentices were able to explain in depth their understanding of the risks of radicalisation and extremism.

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better?

Leaders and managers have a clear strategic intent to develop skills that employers in the manufacturing sector need in order to improve their business operations. Leaders use their wealth of experience in business improvement techniques and work closely with employers to provide apprentices with the knowledge, skills, and behaviours that they need to be successful at work and add value to their employers.

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better?

Leaders and managers carefully design a curriculum that enables apprentices to build their knowledge over time. Employers are fully involved in selecting the units and topics that apprentices need to study, and which are important to their business. For example, apprentices cover health and safety and effective teamworking early in their programme so that they understand the importance of these basic elements before progressing on to learning about lean techniques and carrying out a workplace project. 17–20 August 2021

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Coaches ensure that apprentices develop relevant vocational knowledge and technical language that provides them with the confidence to perform better in the workplace. Apprentices learn how to use lean techniques such as 5S and Kaizen to make efficiencies in manufacturing processes. They effectively carry out appropriate tasks to improve production line outputs. This has resulted in significant savings for their employers.

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Employers successfully support apprentices to apply their new knowledge and skills on workplace projects, such as eliminating machine dust and speeding up orders for customers. This support enables them to make effective business improvements from which both the apprentices and employers benefit.

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Leaders and managers have an appropriate oversight of the progress that apprentices make. They work closely with coaches to identify where apprentices are falling behind, and they ensure that coaches put in place actions to help apprentices to catch up.

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Coaches provide apprentices with useful careers advice regarding their options for enhancement in their job roles and other training, through signposting to relevant information. For example, apprentices on level 2 programmes have been provided with advice about studying accountancy.

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Most coaches assess apprentices’ work accurately and provide apprentices with helpful advice on how to make further improvements to their work. They provide useful feedback to apprentices, which helps them develop their understanding and application of business improvement theories and techniques. However, in a few instances, feedback from coaches does not focus well enough on the specific areas that apprentices need to improve or ensure that apprentices are fully aware of the progress that they have made.

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A high proportion of apprentices who need functional skills qualifications in English and mathematics achieve these qualifications during their apprenticeship. This helps them complete their programme successfully. In a few instances, coaches do not use English and mathematical resources well enough to support apprentices to develop specific skills that they need to improve quickly.

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Leaders and managers have been slow to set up effective arrangements for external scrutiny of the quality of apprenticeships and the progress that apprentices make. They have recently put in place an arrangement with an experienced apprenticeship provider to carry out external scrutiny, but it is too early to see any impact of this new arrangement.

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Safeguarding

The arrangements for safeguarding are effective. 17–20 August 2021

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Leaders and managers have developed appropriate policies and procedures to keep apprentices safe. They have put in place a suitable process to report and follow up safeguarding concerns, and have used this process effectively to support apprentices.

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Leaders carry out appropriate background checks to ensure that staff are suitable to work with apprentices. Staff undergo frequent safeguarding training and training in the ‘Prevent’ duty.

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Leaders and managers have appointed a suitable member of staff with responsibility for safeguarding, and deputies to cover absence. The designated safeguarding lead is appropriately trained and experienced for the role, as are the deputies.

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The designated safeguarding lead collects information about current risks from appropriate agencies, including the regional ‘Prevent’ coordinator, and communicates this effectively to staff and apprentices.

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What does the provider need to do to improve?

 Ensure that all coaches accurately assess apprentices’ knowledge and skills development and provide feedback that identifies how apprentices can improve further.  Ensure that all coaches use resources effectively in order to support apprentices to improve their English and mathematics skills.  Make sure that the arrangements for external scrutiny continue to develop and are effective. 17–20 August 2021

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Provider details

Address Windsor House Cornwall Road Harrogate HG1 2PW

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Provider details

Provider type Independent learning provider

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Provider details

Date of previous inspection Not previously inspected

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Provider details

Main subcontractors Not applicable 17–20 August 2021

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Information about this inspection

The inspection team was assisted by the training manager, as nominee. Inspectors took account of the provider’s most recent self-assessment report and development plans, and the previous inspection report. The inspection was carried out using the further education and skills inspection handbook and took into account all relevant provision at the provider. Inspectors collected a wide range of evidence to inform judgements including visiting learning sessions, scrutinising learners’ work, seeking the views of learners, staff and other stakeholders, and examining the provider’s documentation and records.

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Inspection team

Jonny Wright, lead inspector Her Majesty’s Inspector Hayley Lomas Her Majesty’s Inspector Jai Sharda Ofsted Inspector Fazal Dad Ofsted Inspector 17–20 August 2021

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regulates and inspects to achieve excellence in the care of children and young people, and in education and skills for learners of all ages. It regulates and inspects childcare and children’s social care, and inspects the Children and Family Court Advisory and Support Service (Cafcass), schools, colleges, initial teacher training, further education and skills, adult and community learning, and education and training in prisons and other secure establishments. It assesses council children’s services, and inspects services for children looked after, safeguarding and child protection.

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