Resource Efficiency
Quayside Joinery Ltd - 2008
Blyth based Quayside Joinery has been manufacturing high quality bespoke staircases, windows, doors and other bespoke items for over 15 years.
Henry Colbeck Ltd - 2008
Henry Colbeck, based in Gateshead was formed in 1893 and originally supplied fuels before moving into edible oils for fish and chip shops. The Company remains under the ownership of the Colbeck family and is the oldest independent supplier to fish and chip shops in the United Kingdom.
Arc Energy Resources Ltd
Arc Energy Resources Ltd is a specialist welding engineering company, serving the oil and gas, petrochemical, water and waste treatment and defence industries. With turnover growing from £2.2m to £3.8m over the last two years, Arc Energy set a new target of reaching £5.5m by the end of the year.
Cheltenham Tool Co Ltd
Cheltenham Tool Company manufactures precision formed, sheet metal components for the aerospace, defence industries, automotive and industrial metal forming. Key Achievements: * Reduction in leadtime to process CMM parts from 17 working days to 8 days, a reduction of 53%. * Reduction in subcontract costs and increased capacity going forward. * Freeing up quality team (time) to look at continuous improvement projects/lean initiatives
Corin Group Plc
Hip/Knee replacement and surgical instrumentation products. Key Achievements * Implemented new cellualr layout reducing leadtime by 22 weeks * 80% delivery on time. * Increased productivity flow * Increased shop floor communcation. * Use of PDCA as continuous improvemnt process * Increased confidence to lead CI and implementation.
Francis & Lewis International
Francis and Lewis International (FLI) fabricate telecoms, radar and meteorology towers in a variety of innovative and attractive designs for the major mobile phone companies, Networkrail and other customers. Key Achievements: * The value stream mapping exercise helped the local area management to review their operations with fresh insight from the lean perspective. In the first area alone the exercise saved 15% of the cost. * The OEE measurement exercise showed that the lost time due to stoppages twice what the management had originally thought, and prompted a saving of 40 hours per week. * Customer service levels have improved markedly since the programme began. * The 5 S/Workplace organisation initiative helped change behaviours within the workforce, improved discipline to the new reduced stock levels implemented during the Lean initiative and has helped improve visibility of work-in-progress in all areas.
Helander Precision Engineering Ltd
Helander Precision Engineering Ltd produce high quality, precision engineered parts from specialist alloys for a variety of customers in relatively small batches. Key Achievements: * Based on the initial action plan the next time the componet was run it showed a saving of 35%. * The time generated by reducing set up time can be directly translated into increased sales for the business, and increases the labour and overhead recovery against the installed capacity. * The company managers have decided to roll-out the methodology internally using their newly trained team, a team who now have an excellent example of the SMED tools and techniques in practice.
SPP Pumps Ltd
SPP specialises in the design, manufacture and supply of split case, end suction and vertical turbine pumps for applications such as water supply, sewage and storm water handling HVAC, irrigation drainage and well pumping across the globe. Key Achievements: * Initial results confirm that the productivity has almost doubled in the area and significant inroads into an order backlog have improved cash flow and customer satisfaction. * Middle & top management effectiveness and efficiency has been improved by the visual planning and performance boards which reduce the time taken to understand the current position within assembly and machining areas and to allow rapid prioritisation of corrective actions. * Shopfloor & planning staff are delighted with the new systems as it makes their job so much easier and has given them the opportunity to learn new skills and make a personal contribution to the design of their working environment.
Framptons Ltd
Framptons is a family business, established in 1898 when George Frampton set up an egg production and packing operation in Street, Somerset. The business grew organically over the next century and by 2001 the business employed about 150 people and specialised in processing and packaging liquid egg products. By 2005, customer demand was outstripping available capacity and the company decided to invest in four new automated production lines, with an associated investment of over £1million.
Alcan Packaging Limited
Innovative tobacco packaging products & solutions. Key Achievements * A 40% reduction in unplanned downtime. * A 15% increase in machine performance. * Introduction of measurement systems encouraging future improvements. * Improved employee involvement, teamwork, communications and self sufficiency creating a culture conducive to Continuous Improvement. * A positive change in mind-set towards the concept of Continuous Improvement how it benefits the business.
Cabletec Interconnect Components Systems
Cabletec Ltd is a £6m business operating within the electrical cable industry. End applications include uses for aerospace and defence and many others. The business offers both a distribution and manufacturing service to its customers - the latter enabling rapid growth to its current level.
Saint-Gobain Performance Plastic Rencol Ltd
Tolerance Rings - bespoke fastening solutions. Tolerance rings are radial spring fasteners that are press fitted between two mating components, generating a retention force that fixes those components together, whilst also satisfying other functional requirements such as Torque Drive & Overload Protection. Rencol contacted SWMAS to assist with raising knowledege and awareness of SMED and 5S principles to key staff.
Atkinson Engineering Ltd
Bespoke engineering components and oil heating products. The primary focus was on the engineering division and three main areas were reviewed with MAS-SW, which included both strategic and operational issues.
David Hart Aerospace Pipes Ltd.
DHAP is a subcontract, pipe bending and fabrications supplier operating in the Aerospace and Motor Sport Industry. This business began to begin to think about dedicating assets to specific products or customers rather than remaining as a functional layout and asked MAS-SW for help.
Lantoom Quarry
Lantoom Quarry is the major producer within Lantoom Ltd and has been so since the current family ownership was established in the early 1960’s. Lantoom Quarry has three major product routes, namely; building and walling stone representing 70% of their output (50% of which is cut stone), bought out stone products e.g. marble for selling on, representing 20% of output and granite representing the final 10%.
Screen Solutions' Commitment to Going Green
Europe’s leading manufacturer of office screens has strengthened its ‘green’ credentials following successful ISO 14001:2004 Environmental Management System (EMS) accreditation.
James Robinson Fibres
Based in Bradford, James Robinson Fibres used MAS for expert help to establish and implement an improved operational structure that would deliver both productivity, product and environmental performance improvements.
Aspen Pumps Up the Volume
Aspen Pumps, the market leader in design and manufacture of condensate pumps for the air-conditioning industry, has worked with MAS South East to complete Lean Facilitator and Lean Awareness courses, undertaken Six Sigma Green Belt training and received support to gain ISO:14001 certification.
