Experience
Direction is always better than speed.
Our experience has provided a plethora of industrial challenges and informed our learning.
Key to that success has been decision making and a dynamic style of management, providing each business a cadence. Added to this, a range of key performance indicators and company wide cultural accountability for daily gains.
Below are some of the business processes and products to offer some background.
Figure 1 - Specialist metal spinning plant with products at machine station.
Metal spinning plant in France. The products were gas cylinders and hydraulic accumulator shells that later formed part of an hydraulic system - some used as part of the space shuttle programme.
Figure 2 - Cut to length and automatic handling line.
Metal building products manufacturing with a range of over 550 products and 4 different sizes requiring a robust inventory management control system.
The operations began as a traditional unionised demarcation orientated factory, however with cultural change the site developed into a highly competitive blend of lean manufacturing methods and semi/fully automated technologies.
Figure 3 - Engineered products processing line
Engineered products design for structural applications with market leading process technology (for that time).
The business achieved significant market share penetration against established brand leaders, and delivered superior returns due to the fully automated operations and exceptional material yields.
Figure 4 - Automated door production plant for specialist products
Engineered wood based products with specialist applications such as fire and water resistance, ballistic applications, and high security standards (including for Viagra stores across the UK).
The business required significant modernisation, but more critically, significant growth of sales was achieved through both specification expansion and customer engagement. The increase in turnover, coupled with higher selling prices (due to specification), and an effecient supply chain and operation enabled the profitability to be increased.
Figure 5 - Sanitary ware kiln system showing optimisation of bed
Brand leading bathroom products with site operations that required significant modernisation including trade union engagement (negotiation) and development of the various brands.
Introduction of SBU (small business units) to achieve profit centre control and create a culture of improvement. Materials processed on site included ceramics, glass, aluminium, resin, and plastics. Six sigma adopted to achieve incremental gains on processes.
Figure 6 - Automatic coating line for specialist print applications.
Bespoke print and technology products manufactured to extremely high tolerances 10Um for global clients.
Process included chemistry and master batch of polymers blended with solvents (MEK and Toluene). Electro-static technology was also required to provide a competitive advantage (intellectual property) to the application solution.
Business wide modernisation required with growth in turnover achieved from new products and services, supported by the consolidation of sites and introduction of new technology and lean management techniques.
Figure 7 - Auto feed edge banding system.
Bespoke product manufacturing for a global clients including the commercial construction sector and DIY channels.
Processes included lamination, veneering, and coating with specialist materials such as titanium, stainless steel, acrylic, and glass.
Significant growth in turnover achieved from new products and overseas sales channels. The turnover increase was achieved by direct sourcing (lower cost materials), new technology, lean management techniques, and market leading service standards.
Figure 8- Sector leading technology plant for electrical waste.
Specialist configuration waste electrical plant considered an essential part of the UK waste infrastructure by DEFRA.
Culture change from recycling to reverse manufacturing (product, not waste). Business achieved sector leading returns and full compliance with regulatory standards.
Introduction of downstream margin accretive processes to secure additional value.
