The company found itself under increasing pressure to reduce costs whilst providing increasing service performance to their customers
Cross functional operations teams were involved in identifying the issues which were preventing consistent improvement / performance . They created an end to end Value Stream Map.
The business performance management system was implemented consisting of weekly, Daily and hourly performance review meetings
On the job coaching around Structured problem solving was introduced at all levels and drove performance
Cross functional teams learnt about OPEX disciplines by means of A3 learning.
Rapid improvement events were used to accelerate improvement.
Group engagement survey score improved by 18%
Front line leaders were coached to manage production effectively and lead their teams to bring about improvement
Leaders at all levels promote C.I. focusing on the WHY whilst enabling the teams to focus on the WHAT and HOW
Operational Performance in the first year
Material waste reduced by £650k pa
Labor Efficiency improved by 20 k per week ( £1m pa)
Cost avoidance at a major product launch
Ways of working / systems of work
All departmental KPIs were aligned to improving business performance
Performance reviewed regularly at Team, departmental and site level
Support departments aligned to improve quality and NPI
Cross functional teams worked together to improve planning processes
Teams engaged around problem solving to improve their performance.