May 16, 2014 Case Studies, Process Improvement Activity MasterClass A case study of a process improvement MasterClass in the Fresh Produce sector. The activity focussed on productivity improvement and cost reduction in a packing process and was achieved using techniques including data analysis, takt, line balance and visual management. “The Masterclass has provided us with the tools and techniques to establish and plan the optimium manning levels to meet our scheduled requirements.” Emmett C.I. Team The Customer Emmett UK is a grower and supplier of fresh vegetables and salads to Tesco and Waitrose. A privately owned company based in Lincolnshire with an industry leading packing facility. Farming is a cornerstone of the business with farms in Lincolnshire, Lancashire, Cambridgeshire, Nottinghamshire, Wales and Spain. Products supplied include leeks and spinach. The Customer’s need Following a value chain analysis by Cardiff University and cost down pressure from customers, Emmett decided to focus on the packhouse costs. Trimming leeks was particularly difficult, and resulted in variable quality from different operators. Production costs were higher than budget and required a new approach to tackle the problem. The IF Solution Members of an improvement team were invited to join a Masterclass delivered by Industry Forum engineers. The engineers utilised the “Common Approach Toolkit” to apply the building block tools of continuous improvement and introduce the team to “Learning by Doing”. The tools applied were 5c Workplace Organisation, 7 Waste observation,Standardised Work and Visual Management. The “Learning By Doing” application of building block tools Return on Stakeholder’s Investment Industry Forum’s Seven Measures of QCD Competitiveness Results Cost per pack Before: £0.22 After: £0.12 Pre Pack line – Carrera – cost per pack Before: £0.205 After: £0.084 Financial Benefits: Annual total pack cost : Before: £303,685 After: £164,158 Saving: £139,527 Sustainability of the Improvements: The company has made continuous improvement a strategic objective and appointed senior managers who have the skill and responsibility to coordinate more activities. The company will gain sustainability by continuing to organise workshops at each site in their organisation. Reference file: Download Case Study
May 16, 2014 Case Studies, Productivity and Competitiveness Framework A case study in implementing the Productivity and Competitiveness (PAC) framework in the Automotive Sector. The activity focussed on productivity and quality improvement and was underpinned by the NVQ level 2 in Business Improvement Techniques. It was achieved using techniques including effective teamwork, problem solving, 5C/5S, standard operations and visual management. “The PAC exercise enabled us to dramatically improve our QCD measures, namely Not Right First Time (NRFT), Overall Equipment Effectiveness (OEE) and Delivery Schedule Achievement (DSA) for our main product group. This product represents 65% of our turnover.” Peter Henderson, Managing Director. Valve Train Components Ltd The Customer Valve Train Components Ltd (VTC) is one of the leading suppliers of valve collets and synchromesh sliding keys to the global automotive market. A first tier supplier to many of the world’s premier automotive companies, it manufactures over 300 million valve collets per annum and exports to more than 20 countries worldwide. VTC, based in two modern manufacturing facilities in Lichfield, has some 30 employees and an annual turnover of £3 million. VTC is a member of the Society of Motor Manufacturers and Traders (SMMT). The Customer’s need VTC had identified potential for additional sales of its products, and was aware, as an accreditied TS16949 company, that it should look to increase capacity by improving its existing Quality, Cost and Delivery (QCD) performance before investing capex. Furthermore, whilst not stopping their customers’ production lines they were in delivery arrears to several companies and were under constant cost down pressures. The IF Solution SEMTA to demonstrate how a combination of a “Learning by Doing” process intervention, coupled with employees achieving a National Vocationa qualification (NVQ) in Business Improvement Techniques could yield sustainable improvements in productivity that could be measured on the bottom-line. SMMT IF convinced the company to buy a PAC activity to achieve the dual benefits of bottom-line improvement, together with the creation of upskilled employees who could use the practical skills acquired during the “Learning by Doing” activity to implement and sustain continuous improvement, and gain NVQ Level 2 qualifications. Overview of PAC Structure The “Learning By Doing” Process, (b), linked to a National Vocational Qualification (NVQ) (c) Return on Stakeholders’ Investment Industry Forum’s Seven Measures of QCD Competitiveness Reduction in build time of a high volume product Results Before After Not Right First Time 25,300 ppm Less than 1,000ppm (0 ppm for Aug 2007 Overall Equipment Effectiveness 73% 83% Financial Benefits Value of additional units and improved NRFT performance £50.4k Value of reduced downtime due to tool breakages £80.2k Total £130.6k Upskilling for Sustained Continuous Improvement Achievement of NVQ Level 2 in Business Improvement Techniques for some members of the team. Reference file: Download Case Study
May 16, 2014 Case Studies, Productivity and Competitiveness Framework A case study in implementing the Productivity and Competitiveness (PAC) framework in the Electrical Appliances sector. This activity focussed on productivity and capacity improvement and was underpinned by the NVQ level 2 in Business Improvement Techniques. It was achieved using techniques including effective teamwork, standard operations, 7 wastes, workplace organisation (5C / 5S) and organisational safety improvement. “Overall the PAC activity has had a positive effect on the business. We have adopted the continuous improvement culture, and this is being backed up by the team members. I have noticed more involvement from every member of the team, not just the ones that were working on the PAC activity. Long may it continue’ ‘Working with the individuals involved in the process was paramount. It was a learning experience by all parties. Seeing that, with a few changes, we could work smarter not harder. ” David Cole, Factory Manager The Customer TEAL make and supply a wide range of portable and mobile hot water hand wash units that need NO mains water connection and NO fixed drainage. TEAL International models feature hand washing under hot running water and comprises the CASCADE and TEALwash ranges. TEAL market reach is Global. They have a turnover of £1.4m and employs 13 people. The Customer’s need TEAL had identified potential for additional sales of its premier product the CASCADE. The volume growth was expected to be 100%. Large volume increases were especially likely due to the war in Iraq and the extensive use of these systems in field hostpitals. Current capacity was hindered by process layout and assembly methodologies. Improvements were required to increase output without the addition or more labour and the improvements were to be applied to other products. The IF Solution The PAC Framework was developed by IF for SEMTA to demonstrate how a combination of a “Learning by Doing” process intervention, coupled with employees achieving a National Vocational Qualification (NVQ) in Business Improvement Techniques could yield sustainable improvements in productivity that could be measured on the bottom-line. IF convinced the company to buy a PAC activity to achieve the dual benefits of bottom-line improvement, together with the creation of upskilled employees who could use the practical skills acquired during the “Learning by Doing” activity to implement and sustain continuous improvement, and gain NVQ Level 2 qualifications. The “Learning By Doing” Process, (b), linked to a National Vocational Qualification (NVQ) (c) Return on Stakeholders’ Investment Industry Forum’s Seven Measures of QCD Competitiveness Results People productivity Before: 0.33 parts/person/hour After: 0.66 parts/person/hour Floor Space Utilisation Before: £3,017/m2 After: £6,034/m2 Value Added Per person (per annum) Before: £75,000 After: £150,000 Financial Benefits Bottom line impact of additional units sold £160,000 per annum Upskilling for Sustained Continuous Improvement Achievement of NVQ Level 2 in Business Improvement Techniques for two members of the team Reference file: Download Case Study
May 16, 2014 Case Studies, Supply Chain Development A National Supply Chain Group case study in the Aerospace Sector. This supply chain development activity focussed on delivery improvement and lead time reduction. This was achieved using techniques including data analysis, workplace organisation, visual management, standard operations and set up improvement (SMED). The Customer The Host GKN Aerospace specialises in the design, testing, manufacture and assembly of a diverse range of aerospace composite and metallic structures, transparencies and components at their factories in Cowes, Luton, Portsmouth and Kings Norton. The Supplier Gardner Aerospace-Basildon, Ltd produces a high variety of aerospace components in its 800 m 2 production facility, 500 m2 Treatments and NDT and 400 m2 repair station. 125 employees generated £10.8m turnover for year ended August 200. The Customer’s need The Host As a key supplier Gardner was invited to join GKN’s National Supply Chain Group. GKN’s need was for Gardner to improve its on time delivery to achieve >95% Delivery Schedule Achievement to lift their Bronze performance to Gold. The Supplier Gardner identified its treatments area as the best place to start the activity with a target to improve process lead time. This was to be followed by set up improvement in the machine shop. No measures were in place. The IF Solution framework approach bringing together customers and suppliers from different tiers in the Supply Chain. Developed by Industry Forum, the 3 pronged approach enables individual businesses to see real gains in Quality, Cost, Delivery (QCD), and to improve the level of partnership between companies, alongside the development of improvement skills capability within each company. Overview of PAC Structure Description of Skills to Profitability Link Treatment Area Measure selected : Process lead time. Data was captured and Visual Management used to progress work through the area Workplace organisation used to eliminate wasted time looking for material, tools and consumables. Standardised work identified waste due to walking and anodiser idle time. New layouts reduce both. The combined effect reduced the process lead time by 35% A further benefit was that the work in progress in the treatment area was reduced by 11513 parts over a 3 month period. Return on Stakeholders’ Investment Industry Forum’s Seven Measures of QCD Competitiveness Reduction in build time of a high volume product Results Before After Not Right First Time 25,300 ppm Less than 1,000ppm (0 ppm for Aug 2007) Overall Equipment Effectiveness 73% 83% Financial Benefits Value of additional units and improved NRFT performance £50.4k Value of reduced downtime due to tool breakages £80.2k Total £130.6k Upskilling for Sustained Continuous Improvement Achievement of NVQ Level 2 in Business Improvement Techniques for some members of the team Reference file: Download Case Study
May 16, 2014 Case Studies, Supply Chain Development A case study of Process Improvement in the Automotive Sector. This supply chain development activity focussed on defect reduction and productivity improvement. This was achieved using techniques including effective teamwork, 5C / 5S, flexible production systems, standard operations, single piece flow and visual management. “It is not just the achievement of the solution, which wouldn’t have been possible otherwise, but the learning of methodologies through team work that will have long lasting benefit to ourselves and our customers.” Alan Charles – Quality Manager, Renold Gears The Customer The Host Perkins Shibaura is a joint venture company supplying water-cooled compact engines for the construction, agriculture, marine, materials handling and power generation sectors in Europe and North America. The Peterborough site employs around 140 people and has a sales turnover of around $250M. The Supplier The principal activities of the Renold Group are the manufacture and sale of industrial chains and related power transmission products. The Group revenue for 06/07 was £159M and the group employs 2,500 people in 19 countries worldwide. The Customer’s need In April 07 out of a total of 2,700 Gear 10’s supplied to Perkins Shibaura they received 30 products with their vane inserts missing. This was a repeat concern. The defect rate due to this was 0.4% (4166 ppm) The Perkins Shibaura target was 0.005% (50 ppm). The IF Solution Supply Chain Groups provided a structured framework approach bringing together customers and suppliers from different tiers in the Supply Chain. Developed by Industry Forum the 3 pronged approach enables individual businesses not only to see real gains in Quality, Cost, Delivery (QCD), but also to improve the level of partnership between companies and to develop the improvement skills capability within each company. Overview of Activity Structure Description of Skills to Profitability Link Build & Spring performed as separate batch processes. Batches could be dispatched by mistake missing the 2nd operation. Return on Stakeholders’ Investment Industry Forum’s Seven Measures of QCD Competitiveness Financial Benefits For Gear 10, the People Productivity improvement will save £4,600 per annum (over 2700 parts per week, with a saving of 13.5 seconds per part). For Gear 8, currently built by hand, converting to the new method would save £20,800 per annum (over 800 parts per week, saving 204 seconds per part). Renold estimate the cost of dealing with previous Gear 10 bad quality (stock checking, warranty claims, reworking etc.) to be £3-4,000. Upskilling for Sustained Continuous Improvement The activity also supports the introduction of a Pull production system at Renold for the supply of Perkins Shibaura Gears. The change in the Build & Spring process forms part of the Future State Value Stream that has been used to design a Pull replenishment system using kanban. Reference file: Download Case Study
May 16, 2014 Case Studies, Supply Chain Development A case study in Supply Chain Improvements in the Aerospace Sector. This supply chain development activity focussed on delivery improvement and was underpinned by the NVQ level 3 in Business Improvement Techniques. It was achieved using techniques including effective teamwork, flexible production systems, 5C /5S, standard operations and visual management. “In September 2005 the Goodrich Electric Power Systems business launched a TI sponsored “Whole Supply Chain Group” programme, this was branded as “10 Suppliers, 4 Tiers, 1 Aim: Customer satisfaction throughout a world class supply chain”. Not only did this programme engage 9 suppliers & the manufacturing module at Pitstone, thus embracing 4 tiers of Supply Chain, it also engaged our customer Airbus. Our whole supply chain improvement in OTIF from 75% to 100% and delivered quality from 1500 dppm to 750 dpm, has resulted in a further DTI sponsored extension to the programme and an award recognising the professional project management applied by Goodrich Electrical Power Systems. The Goodrich Electric Power Systems business is now in year 5 of a 5 year business turnround, we are on plan to do this and Industry Forum has been a significant contributor to our success, we look forward to continuing to work with them in the future.” Emmett C.I. Team The Customer The Host Goodrich Power Systems, Pitstone. Manufacturer of generator sets for most Airbus models.Eemployees 508, turnover £140m, Material spend £50m. Participating Supplier Precision Magnetics Ltd, a UK leader in the design, manufacture and supply of rare earth permanent magnetic assemblies, with only 30 employees and around £2.5m turnover is a key supplier to all the Goodrich Airbus programmes. The Customer’s need Delivery Schedule Achievement (DSA) for all suppliers in September 2005 was 66%. The supply chain group represented 75% of Goodrich spend on Airbus programme and had a group DSA of only 60%. This endemic poor supplier delivery performance was continually affecting Goodrich’s ability to meet Airbus programme dates. Precision Magnetic’s then DSA of 7% being a significant factor. The IF Solution Supply Chain Groups provided a structured framework approach bringing together customers and suppliers from different tiers in the Supply Chain. Developed by Industry Forum the 3 pronged approach enables individual businesses not only to see real gains in QCD, but also to improve the level of partnership between companies and to develop the improvement skills capability within each company. Overview of Supply Chain Group Structure The “Learning By Doing” Process, linked to a National Vocational Qualification (NVQ) Return on Stakeholders’ Investment Industry Forum’s Seven Measures of QCD Competitiveness Results Overall Supply Chain Delivery Schedule Achievement to Goodrich (OTIF) Before: 60% After: 90% Precision Magnetics Delivery Schedule Achievement to Goodrich Before: 7% After: 100% July 07 Overall Supply Chain Not Right First Time Before: 1500 dppm After: 750 dppm Upskilling for Sustained Continuous Improvement 34 NVQ’s in Business Improvement Techniques across every supplier, (9 Change Agents & 23 Team Leaders) Sustainability of the Improvements: The company has made continuous improvement a strategic objective and appointed senior managers who have the skill and responsibility to coordinate core activities. The company will gain sustainability by continuing to organise workshops at each site in their organisation. Reference file: Download Case Study
May 16, 2014 Case Studies, Supply Chain Development A case study in Supply Chain Improvements in the Power Generation sector. This supply chain development activity focussed on delivery and productivity improvement and was achieved using techniques including effective teamwork, 5C / 5S, flexible production systems, visual management, standard operations and set up improvement (SMED). “Because of commitments to other programmes at the time, we had to carefully consider whether to support this initiative, but chose to go ahead because of the reputation of Industry Forum. Now that we can see the great results, we are committed to rolling out the tools and techniques across the rest of the business.” Richard Higginson – Company Spokesman The Customer The Host Perkins is a leading supplier of diesel and gas engines in the 4-2000 kW (5-2600 hp) market. Perkins diesel engine solutions are supplied to more than 1,000 leading manufacturers in industrial, construction, agricultural, materials handling, marine and electrical power generation markets. Participating Supplier Maxpower manufactures a diverse range of tube manipulations and pipe assemblies, primarily for major automotive customers. The company employs 138 people and has an annual turnover of £5.5M. The Customer’s need The Host Maxpower to improve Delivery Schedule Achievement to better than 95%, through Set Up reduction, and improvement in Overall Equipment Effectiveness and People Productivity. The Supplier Improve current throughput in the cell from 32 pipes/hour to 45 pipes/hour. To reduce the pipe bending cycle time from 80 seconds to less than 60 seconds The IF Solution Supply Chain Groups provided a structured framework approach bringing together customers and suppliers from different tiers in the Supply Chain. Developed by Industry Forum the 3 pronged approach enables individual businesses not only to see real gains in QCD, but also to improve the level of partnership between companies and to develop the improvement skills capability within each company. Overview of Activity Structure Description of skills to profitability link Return on Stakeholders’ Investment Industry Forum’s Seven Measures of QCD Competitiveness Results Delivery Schedule Achievement Before: 84.0% After: 97.1% People Productivity Before: 32 pipes per hour After: 41 pipes per hour Overall Equipment Effectiveness (DB75 Pipe Bender) Before: 52.0% After: 67.0% Financial Benefits The Productivity Improvement reduced the cost of overtime and other disruptions by over £11,000 per annum. The additional flexibility and capacity created has allowed the company to bid, successfully, for additional business. Upskilling for Sustained Continuous Improvement Following the conclusion of the Supply Chain activity, Maxpower nominated 9 internal candidates who are currently completing their NVQ Level 3 Business Improvement Techniques to sustain and spread the Lean Tools through the organisation. Reference file: Download Case Study
May 16, 2014 Case Studies, Team Leader Training A case study in Enhanced Team Leader Training incorporating NVQ Level 3 in Business Improvement techniques in the Coach Built Vehicle sector. The activity focussed on improving both productivity and quality and was achieved using techniques including standard operations and 7 wastes. “I’ve really enjoyed compiling the evidence for my Business Improvement Techniques qualification. I’m looking forward to continuing my NVQ journey.” Steve Almond, Team Leader The Customer Coleman Milne, based in Bolton, Lancashire,is one of the three trading divisions of Woodall Nicholson Ltd. It is the one of the UK’s oldest coachbuilders, now producing a range of market leading limousines and “Specialist Vehicles”. Woodall Nicholson Ltd employs over 200 people, has an annual turnover of £20 million and is a member of the Society of Motor Manufacturers and Traders (SMMT). The Customer’s need Coleman Milne is committed to building vehicles of the highest quality and had identified that, in order to maintain its market leading position, it needed to provide all employees with the opportunity to participate in the continuous improvement process. The first step was to train a number of first line supervisors and concurrently achieve and sustain a number of significant Quality Cost and Delivery (QCD) benefits for the company. The IF Solution After detailed discussion of the customer’s requirements, Industry Forum proposed delivering its enhanced Team Leader Training programme, incorporating NVQ in Business Improvement Techniques (B-IT) at Level 3. This programme would provide sustainable improvements while the employees worked on their own projects, Industry Forum offers a fully integrated package with one Engineer providing the initial training, coaching through example activities and then assessment of the NVQ projects. Overview of enhanced Team Leader Training structure Sustainable application of Improvement Tools 9 team leaders contributed to Project 1 and then each had two individual projects to complete. Examples of these projects include eliminating damage to doors Through the introduction of standard ops for the handling of completed doors, and the design and construction of a bespoke racking system for limousine doors, damage door rework levels were reduced from 40% to 0%. Ramp loading time reduction. Prior to rewiring, vehicles were pushed around the factory and had to be man handled onto a 4 post lift for ease of access. This required the efforts of 6 craftsmen and took over one man hour to achieve. Reconfiguring the bay to incorporate a winch allowed a single craftsman to safely move the vehicle into position in less than 30 minutes. Return on Stakeholders’ Investment Industry Forum’s Seven Measures of QCD Competitiveness Results Elimination of damage to doors Before After Doors requiring rework (Not Right First Time) 40% 0% Ramp loading time reduction Man hours required (People Productivity) 60mins 30mins Financial Benefits The elimination of damage to doors reduced the labour cost per vehicle by over £20 while the introduction of the winch saved a further 100 man hours. Utilizing the additional capacity generated by these activities provides the company with the opportunity to increase turnover by more than £120,000. The company is currently capacity constrained. A further 16 projects (2 per candidate) were completed by the the trainees in the following months, each contributing significantly to the company’s Return On Investment in the training programme. Seven of the nine candidates have completed their NVQ B-IT Level 3. Reference file: Download Case Study
May 16, 2014 Case Studies A case study in the approval to the global automotive specification ISO/TS16949. The activity focussed on the achievement of the global automotive specification ISO/TS16949 through the partnership of Setco, The Northwest Automotive Alliance and SMMT Industry Forum. “After a lot of hard work and excellent support from our employees, we felt confident and ready for the audit. The audit went very well, with few problems identified by the auditor. It was great to be able to demonstrate the tremendous improvements we had made through the project.” Matthew Kershaw, Project Manager, Setco Automotive UK Ltd The Customer Setco is a leading manufacturer of Medium & Heavy Duty Commercial Vehicle Clutches under the ‘LIPE’ brand. It has a 30 year established credential for building high quality, durable products at globally competitive prices. Setco’s UK operation, based in Haslingden in Lancashire, operates an in-house Research & Development department, manufacturing and warehouse facility with approximately 30 employees. The Customer’s Needs The ambition within the company is to accelerate the pace of design and development and take advantage of the brand name and reputation to further develop sales in the European Union with the Lipe Clutch products. Although the Lipe clutch brand had always had a good reputation with its customers, registration to the global automotive specification ISO/TS16949 was required to continually improve and grow business with Original Equipment Manufacturers. Setco identified that support for implementation was available through the Northwest Automotive Alliance (NAA) Network Forum. The IF Solution Setco identified that support for implementation was available through the North West Automotive Alliance (NWAA) Network Forum. Steve Haworth, Director of Setco explained: “As a small company, we were very nervous to embark on the implementation of ISO/TS16949. Our view was that this was for larger companies, and would be a massive administration for a SME. However, to help in the future growth of Setco, we decided that we had to proceed.” “We met with NWAA and their provider SMMT Industry Forum, to develop an implementation plan, and to discuss the implications of ISO/TS16949. After a detailed gap analysis we started with the implementation of improvement actions. Although we thought we ran a tight ship, it soon became apparent, through review of data, that we had many areas to improve.” “Although we were approved to ISO9001, the documented system we had did not reflect how we operated and was of little benefit. We decided to start again from scratch.” After a year of developing an effective process based system, Setco selected the global certification body, BSI to undertake the 3rd party audit. Matthew Kershaw, Project Manager for the TS16949 implementation at Setco, remarked: “After a lot of hard work, and excellent support from our employees, we felt confident and ready for the audit. The audit went very well, with few problems identified by the auditor. It was great to be able to demonstrate the tremendous improvements we had made through the project.” “Achievement of ISO/TS16949 will now allow us to tender and win new business, giving tremendous opportunities for the future. It will give us the business framework to help us manage the growth, while focusing on customer satisfaction. We now have a system that reflects our business activities and we have a clear set of key performance indicators so we can closely monitor how we are performing and take prompt action to address any shortfalls or concerns. We could not have achieved this without the help and support of SMMT Industry Forum.” Setco are one of the smallest companies in the North West to achieve ISO/TS16949 registration and one of only 650 companies in the whole of the UK to achieve the award. Reference file: Download Case Study (pdf)
May 16, 2014 Case Studies, Supply Chain Development A case study of increasing profitability through the development of a world-class supply chain. Background Perkins Engines at Stafford intended to support rapid growth in volumes and to drive an increase in profitability by developing a supply chain capable of world-class performance. The Challenge Perkins Engines at Stafford produces medium-to-large size engines for the Electrical Power Generator industry, employs 500 people and has sales of £133m. Having seen a substantial increase in volumes in Year 1 to more than 2000 engines (from 600-800 in previous years), and plans to deliver a further 30% increase in Year 2, Perkins’ supply chain was under pressure. The Objectives Key objectives for suppliers in Year 2 was to support Perkins’ intention to achieve Class A re-accreditation: 40% reduction in both customer and supplier delivered quality defects Significant improvement in supplier delivery performance – currently 66% 30% increase in capacity in Year 2 100% increase in stock turns Further development of lean manufacturing capability The Industry Forum Solution A 2 year project was delivered by SMMT Industry Forum under direction from Project Champion Paul Lloyd, one of Perkins 6 Sigma Black Belts. It built on the success of a pilot project that took place in Year 1, where Perkins worked with two key suppliers to increase their manufacturing capacity, overhaul their management control systems, deploy lean thinking and encourage a culture of continuous improvement. The programme was developed through a 6 Sigma DMAIC process (Define, Measure, Analyse, Improve & Control) A Business Improvement Review was used to analyse supplier performance in terms of quality and delivery performance, spend, growth in spend since Year 0, and strategic importance. Subsequently, a ‘supplier day’ was held to fully explain the challenges that faced Perkins and its supply chain. Key training and improvement activities: Change Agents underwent training and assessment during the lifecycle of the project Value Steam Mapping’ was used to establish the current position, assess the future position and identify opportunities for improving QCO performance A Partnership Assessment survey was used to evaluate ‘interface waste’ and identify gaps in cross-functional relationships with suppliers The ‘7 measures of QCD’ were implemented to analyse performance, identify gaps in Class A requirements and create action plans Quarterly Steering Committee Meetings reviewed progress against the activity plan and agreed KPIs The Customer’s View “Significant growth in Perkins’ business has put severe pressure on the Stafford facility and its workforce. Over the last 2-3 years we have invested several million pounds in new plant and equipment both at Stafford and within the supply chain. The issues now facing the Stafford business are the development of key processes and people to maximise the return on assets and assure future prosperity. We see the Supply Chain Group project as a cornerstone of future process development. Improved effectiveness of our suppliers will enable Perkins to operate a more lean and agile business.” Robin Mackness, General Manager, Perkins Engines Reference file: Download Case Study (pdf)
