Best Practice Case Studies
Head of Continuous Improvement, Teledyne e2v
After numerous attempts and subsequent failures at engaging the workforce in continuous improvement, Alison Hartley realised she needed a new approach to win over a sceptical workforce. After attending the JTE 2018 conference, Alison was inspired to start a ‘Cultural Leadership Journey’ focusing on the fundamentals of lean and engaging with employees. In this case-study presentation, Alison will share the approach that over the last two years has boosted efficiency and productivity including:
- Transforming OTD delivery from 60% to 100%
- Revenue recovery of almost £1m
- Key product line who had a legacy backlog of four months cleared to 100% OTD
- Increased output of existing line by 11%
Before E2V Alison spent 10 years in the automotive industry in a variety of Design and Development, Manufacturing and Quality roles. She developed a specialism in Lean Six Sigma, becoming a certified Master Black Belt in 2019.
Plant Manager, Princes Foods (Edible Oils)
Manufacturing Manager, Princes Foods (Edible Oils)
After seven years of experimentation, successes and failures, Trevor Barr and Edward Poska will share the journey on developing a culture of engagement at the Princes Belvedere plant. Now regarded as a high performing and Lean mature plant, they will share with you their key lessons in their journey including:
- Developing Trust: Creating and reviewing the Daily Management System and engaging team leaders and senior managers in Board Walks and Daily Management
- Learning from failure in Autonomous Maintenance, and how engaging cross functional teams impacted on OEE
- How the 5S system became too complex and the challenges faced in re-engaging the workforce in 5S
- Back to front Employee Engagement – how we are benefiting from higher levels of engagement but not the way we would have intended
- Transformation number 2 – taking these lessons and applying the model to plant 2
Head of Factory Operations, Siemens
Sarah Black-Smith is passionate about Manufacturing and heads the Factory Operations at the Siemens Digital Industries factory in Congleton since December 2016, having previously been Head of Manufacturing. Sarah has worked for Siemens for 17 years and prior to working in Congleton, held a number of Operational positions within the Siemens Energy business in Lincoln.
Sarah graduated from Loughborough University in 2004 with a BEng (Hons) in Manufacturing Engineering and Management. Sarah has recently completed an MSc in Operations Excellence from Cranfield University.
Operations Director, Serco UK and Europe
An executive team member at Serco and responsible for the Operational Excellence, Centre of Excellence. Employing over 50,000 worldwide, working with Governments in Space, Defence, Transport, Health, Justice, Immigration and Citizen Services
For over three decades Mark has specialised in the disciplines of Operational Excellence, starting his journey with the best Japanese teachers. As global technical expert at Ford for Lean Product Development, he trained suppliers in Lean Six Sigma and introduced new Lean design and development processes.
Managing Director, British Rototherm
Transforming Company Culture
Eight years ago, Oliver Conger was faced with a new challenge – leave the corporate world to acquire a 170-year-old manufacturer with his brother. Despite its rich history in designing and manufacturing sensors, the company was in critical need to restructure and modernise in order to survive. With no direct experience in running a company before, Oliver took on the CEO role and embarked on a restructuring and growth strategy. Investments were made in IT, opening new sales offices and new equipment, and although the financials improved, the complexity got worse.
He turned to lean thinking and brought in external support to simplify the operation. Progress was very slow and complicated and, in his frustration, came across 2 Second Lean and connected with the its simplicity immediately. Nearly 3 years later, the culture of the business has totally transformed, the employees enjoy coming to work, the business has doubled in size, and the company has developed two new cutting-edge technologies for their products.
Mental Health First Aid Trainer and Coach
Boosting Productivity: Managing Workplace Mental Health
After delivering the highest rated presentation in the 2019 conference, we have asked Simon to share his insight and knowledge for those who missed it last year, enjoy!
The cost to UK manufacturing of mental health in the workplace runs into £billions per year. Decreased productivity, moral problems, lack of engagement, absenteeism, presnteeism and safety issues are just some of the signs and symptoms of workplace mental health. In this speaker session Simon will illustrate:
- The difference in Mental Health and Physical Health approaches in the workplace and developing the right approaches for both
- The iceberg of cost of workplace mental health and its impact on operational and manufacturing effectiveness
- Absenteeism and Presentism, their true cost to employers and developing effective approaches to both
- The Mental Health First Aid action plan
TREVOR BARR & EDWARD POSKA
Site Manager & Manufacturing Manager
”Well done True North Excellence, an excellent two days, leaving here very motivated and inspiredLean Implementation ManagerMcLaren F1