Learn from the best companies how to achieve Best Practice & World Class systems and products from the company that delivers the national best practice programme in the UK Onsite Insights. Continuous Improvement models and ideas on how to create a framework that suits your business.
We illustrate brand message to works of art. With applications ranging from promotional to informative, these illustrations allows these brands to communicate to their customers in an effectively visual way.
Visit our website to find out more
http://www.toolboxdesign.com.sg/portfolio/illustrations/
I recently spoke at Symbiosis University on how WCM (World Class Manufacturing) is being applied to the software industry.
World Class Manufacturing [WCM] is the collective term for the most effective methodologies and techniques to realize the objectives of: A) Products of consistent high quality B) Delivery on Time of the desired quantity and C) Product at the lowest cost. The commonly knows WCM methodologies and techniques are TPM, Kaizen, TQM, Six Sigma, JIT, and Lean Manufacturing.
This presentation shares how the software industry and been adopting many practices from the above techniques over the last decade.
Ulysses-NCM è un applicativo, sviluppato da Fabrizio Rotunno, per la gestione oggettiva e completa della documentazione relativa alle non conformità esterne ed interne.
Organizacja czy improwizacja Fabrizio Rotunno-solintFabrizio Rotunno
jak przygotować firmę do wdrożenia systemu zarządzania.
To jest tekst mojej prezentacji w trakcie Konferencji GigaCon KSI w Warszawie (Hotel Marriot Courtyard) w dniu 05.09.2013.
Moja prelekcja ma na cel pokazywać jak milne może być podejście do wdrożenia nowych narzędzi w organizacji firmy i jak ważne jest korzystać z wkładu zasobów ludzikch aby się stało kapytałem intelektualnym całej firmy.
Pokazuję również jak powinno być w praktyce właściwe podejście, które nazywam syntropiczne.
Raportowanie wykonanych prac za pomocą tego programu pozwoli:
Zarządzanie niezbędnymi parametrami istotnymi dla właściwego raportowania prac wewnątrz i poza zakładem pracy w jednym wspólnym zbiorze;
Rejestrowanie danych dot. raportowania wykonanych prac (w tym szczególnie prac selekcji i kontroli jakości);
Zarządzanie w/w danymi (edytowaniem, kasowaniem, integracją);
Zarządzanie dostępem i autoryzacją do oglądania, rejestrowania i edytowania poszczególnych rodzajów danych (kadry, jakość, finanse, itd.).
Ten program, po odpowiedniej parametryzacji, można stosować do:
Tworzenia raportów jakościowych/rozliczeniowych z klientem;
Zarządzania kosztami i zyskami wykonanych prac;
Aktualizowania raportu miesięcznego dot. godzin roboczych pracowników
We illustrate brand message to works of art. With applications ranging from promotional to informative, these illustrations allows these brands to communicate to their customers in an effectively visual way.
Visit our website to find out more
http://www.toolboxdesign.com.sg/portfolio/illustrations/
I recently spoke at Symbiosis University on how WCM (World Class Manufacturing) is being applied to the software industry.
World Class Manufacturing [WCM] is the collective term for the most effective methodologies and techniques to realize the objectives of: A) Products of consistent high quality B) Delivery on Time of the desired quantity and C) Product at the lowest cost. The commonly knows WCM methodologies and techniques are TPM, Kaizen, TQM, Six Sigma, JIT, and Lean Manufacturing.
This presentation shares how the software industry and been adopting many practices from the above techniques over the last decade.
Ulysses-NCM è un applicativo, sviluppato da Fabrizio Rotunno, per la gestione oggettiva e completa della documentazione relativa alle non conformità esterne ed interne.
Organizacja czy improwizacja Fabrizio Rotunno-solintFabrizio Rotunno
jak przygotować firmę do wdrożenia systemu zarządzania.
To jest tekst mojej prezentacji w trakcie Konferencji GigaCon KSI w Warszawie (Hotel Marriot Courtyard) w dniu 05.09.2013.
Moja prelekcja ma na cel pokazywać jak milne może być podejście do wdrożenia nowych narzędzi w organizacji firmy i jak ważne jest korzystać z wkładu zasobów ludzikch aby się stało kapytałem intelektualnym całej firmy.
Pokazuję również jak powinno być w praktyce właściwe podejście, które nazywam syntropiczne.
Raportowanie wykonanych prac za pomocą tego programu pozwoli:
Zarządzanie niezbędnymi parametrami istotnymi dla właściwego raportowania prac wewnątrz i poza zakładem pracy w jednym wspólnym zbiorze;
Rejestrowanie danych dot. raportowania wykonanych prac (w tym szczególnie prac selekcji i kontroli jakości);
Zarządzanie w/w danymi (edytowaniem, kasowaniem, integracją);
Zarządzanie dostępem i autoryzacją do oglądania, rejestrowania i edytowania poszczególnych rodzajów danych (kadry, jakość, finanse, itd.).
Ten program, po odpowiedniej parametryzacji, można stosować do:
Tworzenia raportów jakościowych/rozliczeniowych z klientem;
Zarządzania kosztami i zyskami wykonanych prac;
Aktualizowania raportu miesięcznego dot. godzin roboczych pracowników
Professional Management Consulting in Poland "PALLADIUM"Fabrizio Rotunno
We are keen on helping investors manage their activities in Poland and Central Eastern Europe. Our experience and our skills are at Your disposition in case You would be interested in building Your structure, improve Your processes, control Your performances, simplify Your comunication.
To achieve success for Your company, You may be just a step far, please contact us.
presentazione (in italiano) della mia attività di consulenza e supporto nella creazione, avvio e gestione di start-up e stabilimenti produttivi e commerciali in Polonia.
Organizzazione o improvvisazione- presentazione a Varsavia -05.09.2013- versi...Fabrizio Rotunno
Si tratta della versione italiana di una mia presentazione sul tema dell'approccio corretto all'implementazione di nuovi metodi e strumenti all'interno di un'azienda con particolare riferimento all'introduzione di sistemi informatici gestionali.
La presentazione originale (in polacco, link http://www.slideshare.net/fabriziorotunno9/organizacja-czy-improwizacja-fabrizio-rotunnosolint) è stata da me svolta a Varsavia il 05.09.2013 nell'ambito del convegno KSI sui Sistemi Informatici Integrati, presso l'Hotel Marriott Courtyard.
Investitori e Manager: strategia comune orientata al processo. Questa presentazione (la versione italiana e prima in una serie di webinar da me tenuti in polacco nel mese di Ottobre 2013) si propone di indirizzare la spinta all'imprenditorialità e la necessità di management conseguente in un percorso di crescita continua che dia futuro all'azienda. Nell'esposizione ho cercato di portare esempi dalla mia stessa esperienza professionale di consulenza nell'ambito dei processi aziendali.
In today’s worldwide competitive business environment, effective investment planning and partner selection is one of the key issues for companies which are planning investment in abroad. The purpose of study is to propose a selection system, will provide a comprehensive approach for selecting the best GSM operator for Call Center, is selling GSM operator’s prepaid minutes, investment. For this purpose, a literature review is performed about GSM. Then, extensive interviews have been carried out with authorized experts, and qualitative and quantitative decision factors have been defined for alternative regions, countries and GSM operators, which have been evaluated by using AHP respectively. Finally, by using developed evaluation formula, each alternative has been evaluated and, the best alternative GSM operator has been selected by using Goal Programming to investment, raw material cost, labor cost, profit and market share goals. In the conclusion of our study, the results have been discussed in detail and the future work is presented as well.
Italia e Polonia: un'occasione per crescere insiemeFabrizio Rotunno
In questo webinar, ho esposto le possibili sinergie in termini di crescita e miglioramento dei processi industriali conseguenti ad un investimento in Polonia, sia esso di tipo commerciale che produttivo che di servizi. Mi occupo professionalmente della gestione di start up aziendali e stabilimenti produttivi e commerciali in Polonia.
Trudno uwierzyć, że minęło już dwadzieścia lat od chwili, w której powstał TROP. Ten czas, wypełniony pracą, spotkaniami i wieloma, wieloma kontaktami z Wami zostawił w nas piękne, głębokie ślady.
Zapraszamy Was do lektury najnowszego TROPlettera, który w większości postanowiliśmy poświęcić ostatniemu Dniu Otwartemu, który był dla nas nie tylko możliwością spotkania z Wami, ale także czasem, w którym mogliśmy choć pokrótce podsumować ten czas.
Życzymy miłej lektury,
Zespół Grupy TROP
Professional Management Consulting in Poland "PALLADIUM"Fabrizio Rotunno
We are keen on helping investors manage their activities in Poland and Central Eastern Europe. Our experience and our skills are at Your disposition in case You would be interested in building Your structure, improve Your processes, control Your performances, simplify Your comunication.
To achieve success for Your company, You may be just a step far, please contact us.
presentazione (in italiano) della mia attività di consulenza e supporto nella creazione, avvio e gestione di start-up e stabilimenti produttivi e commerciali in Polonia.
Organizzazione o improvvisazione- presentazione a Varsavia -05.09.2013- versi...Fabrizio Rotunno
Si tratta della versione italiana di una mia presentazione sul tema dell'approccio corretto all'implementazione di nuovi metodi e strumenti all'interno di un'azienda con particolare riferimento all'introduzione di sistemi informatici gestionali.
La presentazione originale (in polacco, link http://www.slideshare.net/fabriziorotunno9/organizacja-czy-improwizacja-fabrizio-rotunnosolint) è stata da me svolta a Varsavia il 05.09.2013 nell'ambito del convegno KSI sui Sistemi Informatici Integrati, presso l'Hotel Marriott Courtyard.
Investitori e Manager: strategia comune orientata al processo. Questa presentazione (la versione italiana e prima in una serie di webinar da me tenuti in polacco nel mese di Ottobre 2013) si propone di indirizzare la spinta all'imprenditorialità e la necessità di management conseguente in un percorso di crescita continua che dia futuro all'azienda. Nell'esposizione ho cercato di portare esempi dalla mia stessa esperienza professionale di consulenza nell'ambito dei processi aziendali.
In today’s worldwide competitive business environment, effective investment planning and partner selection is one of the key issues for companies which are planning investment in abroad. The purpose of study is to propose a selection system, will provide a comprehensive approach for selecting the best GSM operator for Call Center, is selling GSM operator’s prepaid minutes, investment. For this purpose, a literature review is performed about GSM. Then, extensive interviews have been carried out with authorized experts, and qualitative and quantitative decision factors have been defined for alternative regions, countries and GSM operators, which have been evaluated by using AHP respectively. Finally, by using developed evaluation formula, each alternative has been evaluated and, the best alternative GSM operator has been selected by using Goal Programming to investment, raw material cost, labor cost, profit and market share goals. In the conclusion of our study, the results have been discussed in detail and the future work is presented as well.
Italia e Polonia: un'occasione per crescere insiemeFabrizio Rotunno
In questo webinar, ho esposto le possibili sinergie in termini di crescita e miglioramento dei processi industriali conseguenti ad un investimento in Polonia, sia esso di tipo commerciale che produttivo che di servizi. Mi occupo professionalmente della gestione di start up aziendali e stabilimenti produttivi e commerciali in Polonia.
Trudno uwierzyć, że minęło już dwadzieścia lat od chwili, w której powstał TROP. Ten czas, wypełniony pracą, spotkaniami i wieloma, wieloma kontaktami z Wami zostawił w nas piękne, głębokie ślady.
Zapraszamy Was do lektury najnowszego TROPlettera, który w większości postanowiliśmy poświęcić ostatniemu Dniu Otwartemu, który był dla nas nie tylko możliwością spotkania z Wami, ale także czasem, w którym mogliśmy choć pokrótce podsumować ten czas.
Życzymy miłej lektury,
Zespół Grupy TROP
Is the domain structure of your website holding you back from ranking well in country-specific or global search engines? Find out which domain structures tend to work better for ranking in search engines
Rapid Innovation Group Escape the City Workshop slides, 9 March 2013RapidInnovationGroup
The full presentation delivered to the Escape the City workshop on 9th March 2013 at New Zealand House, London.
Content includes building a positioning statement, an ideal customer profile, demand generation, and Star Wars videos
Event held 8th Dec 2016, Edinburgh. The evolution of Big Data analytics has been staggering: it has progressed from an underused asset to a vital source of intelligence and insight, driven by improved hardware, cloud technologies and a plethora of specialist software. These technological advances have pushed the boundaries of what is possible, driving new innovation and enabling huge strides forward in fields like AI and Cognitive Computing.
2014 October general SETsquared introductionNick Sturge
An introduction to the Bristol SETsquared Centre - what we do and how we work.
Also a brief introduction to Engine Shed, the home of Bristol SETsquared.
If you are planning to start a new Jewelry business, the first thing you will need is a business plan. Use our Adornet - Jewelry business plan example created using upmetrics business plan software to start writing your business plan in no time.
Before you start writing your business plan for your new Jewelry business, spend as much time as you can reading through some samples of Retail Store Business Plans.
Reading sample business plans will give you a good idea of what you’re aiming for and also it will show you the different sections that different entrepreneurs include and the language they use to write about themselves and their business plans.
We have created this sample Jewelry business plan for you to get a good idea about how a perfect Jewelry business plan should look like and what details you will need to include in your stunning business plan.
Invizua Group Presentation - June 2012MeasureMatch
General overview of Invizua Group as of June 2012, a venture catalyst, marketing technology and software reseller and consulting services organisation based in London.
This webinar gives you an overview of Analytics, useful for any non-profit worker with responsibility for their website.
How successfully does your charity's website reach its intended audience? How well are you engaging with people online? What does and doesn't work on your website? How can you tell where your website's visitors are coming from or if they're viewing your website on a mobile device? The free Google Analytics tool provides a wealth of data that you can use to evaluate your success online, and help you make decisions to improve the reach of your website.
View the full presentation of webinar recording and slides at: http://connectingcare.org.uk/articles/detail/184
More on Google Analytics here: https://www.google.com/analytics/
This webinar follows on from our recent Google Ad Grants for Charities webinar: http://connectingcare.org.uk/articles/detail/webinar-google-ad-grants-for-charities
This webinar is supported by London for All, a London Councils’ funded project to capacity build London’s voluntary and community sector. More at: www.lvsc.org/londonforall/
The Journey to Conversion by Tom Sangers & Paul RandallPaul Randall
Paid Search and User Experience typically do not work that closely, but Tom and I realised that we're after the same thing: turning visitors into customers. And so began our journey to conversion!
Don't Think You Need SEO, Speak To ASOS
By Rob Twells & Liam Nelson (Founders of Frogspark, frogspark.co.uk)
For Moda UK Fashion, NEC Birmingham, 4th - 6th August 2019
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Senior Project and Engineering Leader Jim Smith.pdf
Onsite insights 2015 ss
1. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Ailsa Kaye
Programme Director
Onsite Insights
Best Practice and
World Class
Manufacturing
2. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Best practice visits to
award-winning companies
across the UK
3. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
1980’s … Dept Trade & Industry formed
Inside UK Enterprise
2004 … IUKE becomes Onsite Insights
2010 … Onsite Insights achieves
10,000 visitors
2006 … Onsite Insights partners with
Manufacturing Advisory Service
2020 … National & International visits to the
world’s best organisations
5. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
What makes a business
World Class?
6. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
World class companies demonstrate best practice in ….
innovationflexibilityreliability
quality deliveryprice
7. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Why pursue Best Practice
and World Class?
9. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
• Financial Justification
Improve Sales
& Reduce Costs
10. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
• Better working conditions =increased staff satisfaction & loyalty
• Motivated employees – look for improvement & are advocates
Employee Satisfaction
12. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
We asked our hosts what makes a
world class organisation ….
13. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
1.
Clarity of Vision
Empowering Culture
Flexible Structure
CI Framework
Process Excellence
Innovative
Customer Focus
Great Communication
Sustainability
Benchmarking
10
common
themes…
19. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Flexible organisations will survive
20. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Create Organisational Structures
that support your vision
21. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Look cross-sector
Agile Team Structure
22. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Organisational Structure
23. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Create your own
CI Framework
24. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Best Practice Frameworks…
25. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Best Practice Frameworks…
26. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Best Practice Frameworks…
28. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Select the tools that will work within your
business…
39. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Demonstrating Great Communication
- Internally & Externally
40. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Sustainable
Manufacturing
41. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Demonstrating Sustainability
43. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
What you measure matters ….
44. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
1.
Clarity of Vision
Empowering Culture
Flexible Structure
CI Framework
Process Excellence
Innovative
Customer Focus
Great Communication
Sustainability
Benchmarking
10
common
themes…
45. Onsite Insights
Company visits across the UK
www.onsiteinsights.co.ukailsa@onsiteinsights.co.uk
Upcoming Visits
10 March Milliken, Bury
11 March Entek International, Newcastle-Upon-Tyne
26 March Williams Lea, Norfolk
26 March Silent Gliss, Broadstairs
21 April Mars Drinks, Basingstoke
22 April Alitex, Petersfield
28 April Buhler Sortex, London
28 April Agfa, Leeds
30 April Jaguar Land Rover, Liverpool
7 May Double H Nurseries, New Forest
21 May Fujifilm, Broadstairs
2 June BAE Systems, Rochester
Editor's Notes
Hi my name is Ailsa Kaye and I am the Director of Onsite Insights.
Onsite Insights is the national company visit programme.
Over the last 25 years I have visited over 400 factories in over 20 countries. I have seen first hand best practice and quite frequently not quite great practice!
What best practice and world class companies achieve is not rocket science, it is the introduction of and commitment to practical tools and concepts which have allowed them to increase their sales, reduce their costs and improve their productivity.
We spoke with our current industry leading hosts companies and asked them what they felt made a world class organisation, I combined this information with industry research and analysis to define ten key areas that categorise world class companies.
So just a bit of background to Onsite Insights….
Founded in the 1980’s by the DTI as part of the robotic grants scheme and remains strong today. Over 1000 people use the programme each year to see best practice at the UK’s best companies.
We have a predominantly manufacturing focus but the programme does encourage cross-sector learning. In the last week we have arranged visits for the NHS, a leading local council and a rail management company!
The programme exists to encourage the sharing of best practice and innovation between companies through a series of one day visits. Companies see first hand best practice and it allows them to implement this in their own organisations.
There are currently over 60 host companies throughout the UK – which range in size from SMEs to multinationals.
We survey every visitor and 100% have said that they would recommend the programme and this type of learning.
Each year we aim to identify 10 new host companies to join the programme – providing fresh ideas and new thinking. Our new hosts so far this year include The Vale Group and Alitex – both dramatically different organisations – one a multinational quarrying company the other an SME manufacturer of conservatories.
We are also part of an international network and through this network we organise visits to overseas companies and we also host inbound visits and study tours.
This year we are planning two study tours – one to Canada and one to Germany and Austria.
So what do we mean by World Class Manufacturing and Best Practice?
There are no international standards, badges or accolades to say that you have achieved this status but it is generally accepted that World Class Manufacturers are assumed to be those that demonstrate Industry Best Practice in:
Quality
Price
Delivery Speed
Reliability
Flexibility; and
Innovation
Saying this, the Shingo Prize is now regarded as the primary benchmark of world class companies by many global manufacturers.
So Why pursue world class and best practice
What is in it for you as an organisation and you as a business
I know I am preaching to the converted in this environment. But it is sometimes good to reflect on our key drivers/motivators
The achievement of world class manufacturing and best practice is going to benefit your customer:
Products are of a better quality
Time to market is improved
Costs to produce are reduced
Smaller batches – more customised solutions.
There is a significant financial justification.
Less Waste, Less Inventory, quicker changeovers and improved machinery utilisation all contribute to the bottom line.
Improvements to the bottom line allow us to remain competitive in this global market.
Achieving world class means you are producing the best possible product at the best possible price, which means better profit and the potential for re-investment.
One very important factor of the whole Lean and WCM movement has been the drive to improve working conditions. Whilst lean and best practice isn’t just about cleaner work environments it is a substantial benefit.
It is clear that those manufacturing companies with efficient and organised workplaces see much lower accident rates, better attendance and significantly higher job retention.
People that value their working environment will also contribute to identifying further waste and strive to improve. Creating employees that are advocates of your product
Pursuing world class also ensures we challenge our perceptions.
By looking and comparing your organisation to others both within your industry and outside it you will challenge your perceptions of what you do and you will see how others perceive you.
We don’t always see our successes and failures as others would. One company we work with closely recently went for the Shingo prize as they felt that they had significantly changed their company culture – only to find out that they had barely started on the journey.
I have found that it is generally those that do not think that they are the best that strive harder and challenge the norm.
That said the benefits of learning from others and benchmarking performance are unquestionable.
So what do our hosts think make a world class or best practice organisation?
We narrowed down what they told us to 10 common themes
Companies that are world class have a number of characteristics in common:
They set a clear future state – a shared goal
They engage all employees in the shared goal - creating an empowering culture
They have a flexible organisational structure that meets their organisational needs
They have a defined CI framework
They have exceptional process standards and continually strive to improve them.
They are innovative and challenge industry norms
They are customer-centric
They have great communication – both internally and externally.
They operate ethically and in a sustainable manner; and
They benchmark themselves against other world leaders.
It is not just multi-national companies that are pursuing world class, but also SME’s in a wide range of industries.
There are no excuses, if you have a business whether there are 2 members of staff or 2000, you can continually find ways to improve what you do!
Aiming for world class makes commercial and financial sense, it also engages employees and provides a clear direction for the business.
I am going to look at these areas in more detail.
To succeed it is necessary to create a compelling and shared vision.
One which employees and customers can believe in.
Your vision whether it is your organisations, your teams or yours personally needs to be ambitious, but also believable and achievable. Only in that way will people engage in it and pursue it.
It also needs to be shared and reinforced at every turn – I will talk about communication later. But a vision without communication is pointless.
When setting a vision or mission it is worth considering your burning platform. If you don’t have one you need to find one. Organisations without a burning platform frequently find themselves sinking if not falling completely. Recent history with the likes of Nokia an IBM are fantastic examples of how companies that don’t have a burning vision can fail.
I am a big fan of this concept – manufacturing has evolved particularly in the UK because it had to. Companies with a higher level of competition – both internally and externally have had to improve their efficiency, reduce costs and waste in order to survive.
We have several host companies on our programme that faced closure as little as five years ago, but through the introduction of lean and a pursuit of world class performance have shown that they can compete on a global scale. Some of these sites compete internally for work and have shown that it is still beneficial to manufacture in the UK. .
Competition is good, it drives improvement.
Take the public sector as another case study. I have been impressed with the work undertaken at organisations such as the passport office, and even HMRC. But the change is still probably 50% if not more of what could be achieved. These organisations have no burning platform, they have improved don’t get me wrong, but they haven’t achieved the step change or transformation that is possible because they have no real burning need. Job security is no longer as certain and budgets are being cut but they still have a long way to go.
Once you have identified your burning platform, to be truly successful you need to turn this into a burning ambition.
People will not work or respond for too long under negative pressure.
Creating a company culture that is positive and empowering is the key to success.
To see how effective and empowering culture can be ook to the most iconic and successful organisations and listen to what their employees say about the companies they work for -
Google, Virgin, Apple and Innocent have created cultures that live and breath their core values.
The important thing about culture and values is that they need to be both understood and communicated both internally and externally.
They most importantly need to be relevant and preferably not generic!
A great culture will ensure your employees are both experts in your business and advocates of your product.
We live in a world of constant change and constant innovation which means that organisations must become more flexible to survive. Competition is only going to get tougher. We need to get products to market more quickly, at less cost. So we need to think differently and respond faster.
Organisational structures also need to accommodate and respond to changing workforce dynamics and demands – harnessing talent and keeping it. Great employees will be attracted not by salaries alone.
There are many types of organisational structure that can be used, the key is to find what fits with your current and future needs as a business.
Toyota, Jaguar and many other large manufacturing companies have chosen to reverse their operational pyramid to drive CI and change from an operational level. This is an excellent approach if you have managed to embed CI in your culture.
So whilst attractive this may not be a suitable model for organisations starting out on their lean journey.
Some organisations are looking to the very agile software companies for inspiration. This also has its attractive points as Agile teams are small and responsive.
To become an agile company would require a substantial shift in thinking and would be challenging when managing large production environments.
But teams within large production companies may benefit from this structure such as R&D, Marketing and Customer Care.
There are many different structures that work.
Mars Drinks focus heavily on
a team based approach
creating high performing teams
Operate as mini business units.
Autonomous and they set their own goals, they are driven by the corporate agenda.
HPT have been used in many organisations to great success.
Toyota
highly trained,
multi skilled workforce that have
great communication skills.
Live and breathe the cultural commitments of challenge, creativity and courage.
Double H Nurseries
Small and agile teams
Double H Supply the major supermarkets, orders are received and filled in one day.
Communication and clarity of responsibility are critical within their environment.
I am going to run through the most popular Continuous Improvement Frameworks in the manufacturing industry – and whilst you can obviously learn from these, it is important to develop a CI framework that is home grown and personal.
If individuals are to own and adopt CI as a key part of their work they need to feel that the activities are relevant to them. So rename, reshape and adopt the elements as you see fit until you have a framework that fits your organisation.
The Toyota Production System framework is often referred to as the House. It is built on a solid foundation of Five S, hejunka (levelling of the workload, standardised working and Kaizen.
Once this is achieved companies can focus on other CI Activities until they achieve the goal of the highest quality, lowest cost product in the shortest lead time. The house has become very popular in manufacturing environments as it is easy to visualise progress and it is a strong framework for CI.
The World Class Manufacturing CI Framework developed by Fiat in 2006, has since been adopted by 166 companies worldwide. The likes of Chrysler, Royal Mail, Unilever, Atlas and Copco. Along with some great design concept it is championed as the single reason Fiat as a company still exists.
WCM is similar to the TPS in many ways and is a focus and structure for continuous improvement.
As part of the framework there are 10 managerial and ten operational pillars.
The target for WCM is Zero
Zero waste
Zero defects
Zero breakddowns and
Zero inventory.
The Shingo framework for operational excellence differs to the others in that the foundations and starting point is the culture of an organisation.
On this is built the CI and process improvement and there is also a focus on enterprise alignment – ensuring the CI Framework aligns with the corporate strategy is what separates this from the other approaches.
Each of these has its merits and whilst it is important to Learn from others .. Don’t just replicate existing frameworks
Create or develop the right framework for your organisation ….
The same applies to achieving process excellence. There are numerous tools and techniques now that will support a companies journey to world class. The lean toolbox is well documented.
Not all of the tools should or could be implemented at once within a company - identify which are the most important tools to help you achieve your commercial objectives.
Is your priority waste – then a focus on the 7 wastes is your starting point. If quality is an issue it may be standardised work or poke yoke. If capacity is an issue then it may be necessary to concentrate on SMED or takt time.
Select the tools that will work for you and apply them within the framework.
Do not try to do all of them at once and realise also some may not add value to your business.
Measuring OEE for example hit popularity in the late 90’s but is now relatively unpopular as used in isolation is not a useful measure in many businesses
One great lean tool which is being used by many world class organisations is hoshin planning. Pfizer and Honeywell both use this to great effect.
Hoshin planning is a systematic and disciplined process to align communicate and execute business strategy by focussing on those vital few breakthrough objectives that give competitive advantage.
In Japanese Hoshin – means compass needle and Kanri – management ro control.
One of the key drivers of CI at Havant is the use of Hoshin Planning for managing projects - Hoshin Planning is intended to help an organisaiton:
Focus on a shared goal
Communicate the goal to all leaders
Involve all leaders in planning to achieve the goal
Hold participants accountable.
It assumes daily controls and performance measure are in place.
The majority of our host companies demonstrate process excellence. As they have all achieved a level of best practice perfecting their processes has been the foundation of their success.
Fujifilm, Entek and Milliken have all won national awards for business excellence.
Creating an innovative organisation is key to becoming world class.
Unless you are in a commodity market your customers will continue to demand something better, or more efficient. Innovation is not just about product design, it can be applied to all aspects of the business. Innovative companies think differently and act differently.
But innovation must have strategic purpose and add value to the bottom line.
But just as important as encouraging innovation is ensuring that the controls and systems are in place to harness ideas and implement them in a cost effective way. Ensuring you have a lean NPI system with gates/checks.
New product development and implementation will continue to challenge manufacturing companies. Managing the pipeline can sometimes cause more problems than solve. There must be a return on investment in the innovation pipeline.
Our companies that demonstrate innovative cultures and have made it a foundation of their operational strategy include:
BAE Systems
Agfa
We would also suggest you look at Gripple who are a fantastically innovative company based in Sheffield
Frequently in manufacturing there is not a clear understanding of who the customer or end consumer is. The manufacturer may supply parts to multiple end users for a variety of purposes. This creates a number of challenges. One of the foundations of CI and quality is to understand and remove non-value added activities. Without a clear view of who the customer is it is impossible to understand and remove non-value added activity.
This doesn’t just apply to manufacturing, one of my team attended a visit with a group from the NHS who spent two hours debating who their customer really was!
Does everyone in your company know who your customers and end consumers are?
Delighting the customer is not an area manufacturers have particularly excelled at. Times have changed and there is a greater demand from customers and end consumers for information and quality. To become world class in customer service manufacturers need to look outside of their industry to other sectors such has tourism and hospitality. See how a top hotel or tourist attraction manages the customer journey and interaction with its product, how they listen at every point to get feedback and improve the experience. Our customers touch our organisations at numerous points between purchase and consumption and to become world class we need to ensure that each interaction is a positive one.
About 10 years ago I was at a conference in Toronto when Jim Womack stated that every customer interaction is a kaizen opportunity – that stayed with me as I strongly believe that it is true. If a customer has to contact us for anything it is an opportunity to improve our systems. This is more important than ever before with the role of social media in marketing.
If you want to see first hand companies that are truly customer facing I would recommend that you visit Mars Chocolate in Slough, Jaguar Land Rover, Buhler Sortex or Happy. Each of these companies have ensured that all employees have a great understanding of their customers and their role in delivering the customer experience.
Effective communication is another attribute of world class companies. Communication is not just effective marketing it is also internal communication. People perform better and customers are happier when they have the knowledge to make informed decisions.
Our goal in creating world class organisations is to create experts and advocates of our employees and our customers.
Excellence in marketing and communications can not be underestimated. Apple, Dyson and many other world-leading brands have taught us that you don’t need the best product in the market place to be regarded as world leaders you need great communication.
To see excellence in communication, I would highly recommend a visit to Mars in Slough, and Williams Lea in Norfolk. Double H Nurseries have also developed some excellent tools to communicate with their customers and employees. For internal communication I would also consider a visit to Double H Nurseries or Jaguar Land Rover
Sustainable manufacturing is no longer an option or a luxury. In order to survive in the long term companies must be sustainable.
Product lifecycles, environmental impacts of production and distribution are all elements that need to be managed carefully by any business that has long term goals.
Every manufacture has different environmental and sustainability challenges and they don’t have to be a challenge they can be an opportunity.
Organisations such as Mitsubishi Electric identified over 20 years ago that they had a role to play in setting the environmental agenda so they began participating in international forums and boards and instead of having to follow directives they are involved in setting them. Others such as Agfa have made sustainability a key aspect of their operational framework and have benefitted in numerous ways.
Last but not least I am going to look at benchmarking – benchmarking is important to any organisation. If you don’t understand how you are performing you can’t possibly understand where you are heading or whether improvements have been made.
DO NOT overly complicate benchmarking – simple online tools available. We can provide you with a link to a free benchmark which we deliver in partnership with EEF and the LeanBenchmark
Awards Programmes also offer a good benchmark – Manufacturer of the Year Awards, Shingo Prize to name a few.
These provide an excellent opportunity for external review of your sites
Informal benchmarking also has its value: Company visits are also a valuable tool in reviewing performance. Whilst these do not provide comparable metrics, they do allow you to identify ideas and solutions for common business challenges.
What you measure matters.
Ask the questions – why am I measuring this – what impact is it having on our strategic objectives and also does it help us improve.
Companies that are world class have a number of characteristics in common:
They set a clear future state – a shared goal
They engage all employees in the shared goal - creating an empowering culture
They have a flexible organisational structure that meets their organisational needs
They have a defined CI framework
They have exceptional process standards and continually strive to improve them.
They are innovative and challenge industry norms
They are customer-centric
They have great communication – both internally and externally.
They operate ethically and in a sustainable manner; and
They benchmark themselves against other world leaders.
I hope that these insights into creating a world class company have been useful. If you have any questions please do ask me now or I will be around for about ten minutes and would be happy to talk to you then about the Onsite Insights programme
Thank you for your time today
I hope you enjoy the rest of the Exhibition.