Example 10: Performance Improvement through day-to-day Continuous Improvement
As part of its strategy to become a world-class operation, the management of Cooper Roller Bearings had decided to implement cell-based production in its King's Lynn factory. The Burge Hughes Walsh Partnership worked closely with the production managers and operators to develop practices consistent with cell operation.
The programme was project driven and included improvements to practices through set-up reduction, 5S implementation, work flow analysis, batch size reduction, elimination of non-value added activity and quality improvement. In addition, because the people were directly involved in making the changes to practices, facilitated by the Burge Hughes Walsh consultants, they became motivated to continuously improve their processes and manage their own daily operation.
The Bronze-Silver-Gold Award methodology was applied and through self-assessment approach, the work cells embraced a culture of continuously improving their performance, their workplace and their engagement in business issues.
Other customers include: Office for National Statistics, Aberdeenshire Council, HM Revenue & Customs, General Register Office