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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The Easy Choice

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“Statius took time to understand us, then they made ISO9001 very simple whereas other consultants had made it impossibly complicated”

Mindset management

“This (assignment) has confirmed some things I knew, and that was useful; some things I didn’t and that too was useful. However, most importantly, I guess we all felt a bit uncomfortable at times but now we have a real and robust improvement plan to go forward with.”

Mindset management

“The (performance improvement) work you have undertaken has providing a real opportunity for us to break out of our mindset… I’m just afraid it will stop!”

Streamline and simplify

“I have to say from a personal viewpoint, since you came on board you have helped streamline and simplify our systems brilliantly, and continue to do so, which makes my job much more straight forward, and I thank you very much for all your efforts...”

Securing new business

“Without the help of Statius and the systems and processes developed we would not have secured £27m of framework agreements and term contracts.”

Changing thinking

“Statius challenged and changed our thinking, without them we would never have changed the business model and we’d be far less prepared for sale.”

Integrated management

“Statius’s hands on approach and genuine interest in the development of the Integrated Management System meant that we successfully achieved ISO 14001 certification (at the first attempt) and we shall rely on their future support as we develop our systems.”