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Britain’s Best Factory Awards

Roger Benson FREng Director - EUTECH +44 (0) 1642 372379 Supply-Chain World Europe’99 Amsterdam 23 September 1999. Britain’s Best Factory Awards. The Awards. Sponsored by “ Management Today” Lead and Administered by Cranfield Institute of Management Supported by the DTI, CBI. IEE and EEF

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Britain’s Best Factory Awards

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  1. Roger Benson FREng Director - EUTECH +44 (0) 1642 372379 Supply-Chain World Europe’99 Amsterdam 23 September 1999 Britain’s Best Factory Awards

  2. The Awards • Sponsored by “ Management Today” • Lead and Administered by Cranfield Institute of Management • Supported by the DTI, CBI. IEE and EEF • Awards for : • Britains Best Factory • Best small Factory • Best Process Factory • Best Engineering Factory • Best Electronics and Electrical • Best Household and General Products factory • Most Improved Factory

  3. Process • Common application form - 134 questions : Apply April • Around 200 applicants; Cranfield produce short list of around 14 • Day judging visit June - July : team of 5 judges • All entrants receive benchmark feed back in September • Awards ceremony late October • Articles in November issue of Management Today • Winners present at Best Factory Conference in April • Probably join Inside UK Enterprise Scheme • Basis of the quarterly publication “ Manufacturing Excellence “

  4. Positioning Best Factory on the SCOR model PLAN SOURCE MAKE DELIVER May be just the Make or the whole Plan, Source, Make and Deliver depending on the scope of the Factory manager

  5. Application Form • Plant Profile • Nature of Manufacturing Operations • Cost Structure • Inventory Profile • Employee Profile • Product Innovation • Management Information • Market Positioning

  6. Arjo Wiggins Autoglym Bertrand Faure Seating Caradon Mira CCL Custom Packing Keltek Electronics ** Krone ICI Paints R F Brookes United Distillers * Xerox Brose Colemans * Eli Lilly Erricson John Brierley Laverholme Fleming ** PAC International Siemens Tennants Thomas Finalists 1998 1997

  7. Summary of visit judging criteria • Is there a cohesive management team that is competent , shares a common vision and accepts change as the norm • All staff are routinely trained in the necessary skills and the training is measured and displayed. Working conditions are safe, environmentally good and the well being of staff is clear. • Is there true empowerment of the work force where improvement groups are active, all results are displayed at all levels and true management exists at the shop floor. • Do they know there customers, understand their market and are very clear about there unique selling points. Is this understood at all levels of the organization.

  8. Summary of visit judging criteria • Is the manufacturing process responsive to the needs of the market • Are they aware of the role of process technology, their competitors’ processes and the potential next technologies • Do they actually measure and use the Business performance measures, are they widely displayed, correct and understood • Is the plant a safe and healthy place to work that is concerned with internal and external environmental issues

  9. Summary of visit judging criteria • Are the appropriate systems in place to support the aims of the Business • Is the “ Housekeeping “ excellent with a place for everything and everything in its place • Does the material flow logically and simply thorough the process with the absolute minimum of work in progress Is the factory profitable

  10. General Observations • External bench marking is always a driver for improvement • Working for demanding customers is critical • They always detest stock • Winning people are valued as the key • Housekeeping is always excellent • Process capability is always measured • Treat customers as first, second and third priority

  11. The journey

  12. Observations 1999 • Leaders are “ insourcing “ activities previously “ outsourced “ • Closing the loop on barcodes - SAP • Moving manufacturing from a barrier to innovation to a source • Spares on Consignment stock • Moving form SPC to process capability • True partnership with suppliers and customers • Outsourcing professional services • Absorbing inflation + is now the norm

  13. Balancing price and flexibility Lowest cost Large orders Make in China Outsource Automated assembly Agile processes Small orders Insource Flexible assembly Innovative, fast

  14. The next steps

  15. Conclusions • Manufacturing excellence is a necessary but not sufficient condition for excellence in the supply chain • ERP software does not necessarily bring the benefits promised • Different sectors are at different stages on the journey • Supply chain partnerships are growing in importance • Process technology innovation is the next step

  16. Additional reading • Benchmarking in the Process Industries Munir Ahmad & Roger Benson; Published by the IChemE; June 1999; ISBN 0 85295 411 5 • Processing - the Future : DTI; December 1998, URN 98/1016

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