Driving a shift in management responsibility

The problem

The company has recently expanded “too fast” and systems, processes and procedures had been rapidly outgrown.  Additionally, the company is wanting to undertake a strategic shift.  So, as well as creating bespoke products, a newer focus of “standard” products for sale through its own London outlet and other prestigious outlets, Harrods and other top end retailers, had been agreed. 

The above, accompanied by the following objectives, have created into a situation where the company is in the midst of a radical cultural shift, which includes:

  • Doubling the size of the business in 3 years
  • Balancing the bespoke and standard product lines
  • Transferring management responsibility from the original owner manager to an embryonic management team

The client

Management systems driving manufacturing KPI's and responsibility

Management systems driving manufacturing KPI's and responsibility

The client is one of the foremost manufactures of very high-end, bespoke, brass, bronze and aluminium castings for the antique trade. 

The approach and the solution

The first task was to gather the new management team in order to articulate the company “purpose”; that is the “benefits” and “capabilities” delivered to the client base.  After considerable thought, this was defined as being:

“Satisfying your desire for unique, personalised, urbane luxury in your own home, workplace or super yacht”

  • The management team were then tasked with the development of a companywide integrated management system dedicated to the company purpose
  • A top-level Core Activity Map™ was drafted showing the value stream through the various functions (enquiry, design and costing, production planning, production and despatch)
  • Flow charts and key performance indicators were established for the overall system and for the individual processes and managers

The outcome 

In examining each process in detail, what worked and what needed to improve, various improvements were made:

  • A comprehensive business plan outlining process improvement requirements and responsibilities was introduced
  • Client / design sign off meetings were introduced along with a formal engineering / production sign off meeting
  • Better stock control systems were implemented
  • A preventative maintenance programme was introduced which highlighted critical plant and developed contingencies for its non-availability

The approach adopted deliberately drove a change in management responsibility ensuring the new management team took responsibility for their new roles and associated activities.  It also; improved customer satisfaction, reduced scrap and re-work, improved production planning, improved plant and people utilisation, all impacting the bottom line.

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