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The Japanese Kaizen Philosophy Is Applied In The Fields Of Work To Achieve Goals And Overcome Obstacles With Teamwork And Leadership By Example, So That Continuous Improvement Is At The Core Of The Institution’s Activity.

Arrowad System for Institutional Excellence (ASIX™)

Proven Methodology for Creating Continuous Improvement Systems

Arrowad System for Organizational Excellence (ASIX™) provides facilitators for companies interested in cultivating excellence practices in its four features; organizational culture, continuous operation improvement, organizational alignment, and optimization of results.

Arrowad System for Institutional Excellence contains; research results, principles of Arrowad as well as their allies, Kaizen methodologies for continuous improvement are all proven and applied in a number of institutions in the public, private and third sectors.

How Do We Apply Arrowad Methodology For Institutional Excellence In Your Organization?

An Integrated approach has been used to implement Arrowad System for Organizational Excellence (ASIX™) in all types of organizations. Firstly, by reviewing the organization’s charter and strategy along with applying the (Hansei) process to reflect on the current performance and to ascertain what the organization will resemble after its strategy is successful, then map out the breakthrough goal projects.

By developing a maturity assessment framework in areas of organizational excellence, prioritizing and separating tasks individually, maturity assessment framework is applied at the end of each round to paint a picture of the maturity of the culture of excellence in the organization to ensure steady progress towards achieving the goal. Afterwards we establish a structure to follow up on the implementation and apply a standard methodology in measuring the extent of the organization's success in achieving the outputs of action plans and the necessary corrective actions.

·        Examining the organization's charter and strategy, as well as its current performance, using the Hansei process.

·        Establishing a control center, selecting ambassadors of excellence, organizing teams, establishing a robust communication and change plan, and planning upcoming activities.

·        Identifying current methodologies in the four areas of excellence (Corporate Culture, Continuous Process Improvement, Organizational Alignment, and Maximizing Results).

·        Examining the opportunities and strategic options resulted from the application of the five principles (presence in the field, drivers of change, value innovation, operational excellence, and a culture of continuous improvement).

·        Confirming the validation of data in the field: quadruple analysis, gap analysis, and stakeholder requirements analysis.


·        Defining what the organization will resemble when its strategy is successful, identifying the initiatives’ goals, options, critical issues, success factors, competitive advantages, and levels of the organization’s ecosystem.

Improving the existing value system or building a new one, and aligning it with the corporate core business activities:

  • Building/improving the value system: Setting the definitions, expressing values into components, and finally building the value system.
  • Adding value to individual acts: Aligning the components of the system with the corporate core business activities.

Setting the improvement target and selecting the right enablers.

  • Conducting workshops with leaders and teams to present the new/improved value system, calculating baseline with regards to the corporate culture on the five pillars (awareness, inspiration, alignment, support, and practices).
  • Conducting workshops to reach a consensus on the vision for the targeted condition.
  • Selecting the right enablers based on the future vision.

Deploying the new/improved value system, through an iterative scheme for conditioning the host environment and empowering people using the selected enablers.

  • Applying the host environment enablers for conditioning the physical environment, the internal communication, policies, codes, regulations, and charters.
  • Delivering people-related enablers at all levels.

Reviewing the present status of the corporate culture.

  • Recalculating the improved baseline with regards to the five pillars (awareness, inspiration, alignment, support, and practices).
  • Using the results of the five pillars to depict a picture on the value maturity of the corporate culture.
  • Improving the enablers based on the assessments from the current deployment cycle.
  • Refining the improvement priorities and the deployment roadmaps for the next cycle.




Arrowad Group, P.O.Box 90987, Uthman Ibn Affan Branch Rd, At Taawn, Riyadh 11623, KSA



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