The programme focussed on the transfer of a best practice operational toolkit that included tools in the following areas:
The tools employed are simple and easy to use at all levels within the plant organisation. I would be pleased in recommending MPL’s value adding support to other like minded businesses requirement continuous improvement.
The programme was designed in partnership to develop a process team capability to achieve significantly lower variance in day-to-day production and downtime across a three shift continuous working operation. This called for a multi-track programme to deliver the skills, infrastructures and key performance targeting required to achieve 30% improvement in MEU process efficiency and doubling of volume output and improved customer complaint measure.
I am pleased to report that MPL’s methods, training and coaching expertise have helped us to achieve both targets. I rate their contribution as both innovative and rigorous.
It is fair to say that our involvement with MPL has enabled us jointly to achieve much higher levels of sustainable improvement. As a result, the MEU rating of kegging at Northampton is now at an all-time high.
This methodology has now been adopted at Leeds Brewery.
Greencore Group (UK)
We engaged MPL to provide us with facilitation support for our company-wide Value Stream Mapping programme. The programme, which has been implemented across all our sites, has greatly contributed to the progression of our Lean journey and in the delivery of significant cost savings.
The mapping process is carried out over two weeks by a cross-functional management team of 6-10 managers. The work includes the identification of quick wins and the initiation of short and medium term action plans.
Very significant savings have been achieved to date and the process greatly supports ongoing business strategy decisions.
We have enjoyed working with MPL. Their approach is suited to our hands-on, pragmatic culture. The teams have reported that they have not only gained new skills but have also benefited from improved team working and the ability to understand what is best for the organisation as a whole.
Owing to strong sales growth, we had a need, in early 2012, to rapidly improve the capacity of one of our main confectionery plants at Bourneville.
I had worked with MPL before within Kraft Foods and was confident that they could work with the shopfloor team and front line leaders to provide them with the skill sets and mind sets required to both improve the OEE of the plant and provide the basis for further sustainable improvements.
I am happy to report that following an 8 week shopfloor coaching intervention we achieved a significant improvement in effeiciency plus we now have in place the tools, management routines and data capture and analysis systems that are enabling us to both target our maintenance and justify future capital spend more effectively.
I find that MPL have an innovative ‘hands-on’ methodology that enables focused improvements to be achieved in a much shorter time frame than other approaches in a way that is both owned and sustained by the front line teams.
The programme was completed with outstanding results. We have achieved a direct labour productivity improvement of 21% and a despatch due date performance level of 99.8% within the three month programme – well in advance of the target. Nearly four years on, MPL’s methods, models and performance management systems are still in daily use and, with health check support from MPL, they are still supporting our business continuous improvement strategy.
Management Performance Limited supported BMW Group Plant Oxford in its Continuous Improvement Process (CIP). During the time we found MPL to be an efficient and effective company, always reviewing their own internal systems as well as advising us on best practice internally.
Whilst working with BMW Plant Oxford, MPL have adapted to BMW Group standards, and remained consistent in their approach, thus reinforcing the internal BMW Group consultant’s mythologies and Group practice.
MPL have continually shown an in-depth knowledge of Quality, Process and Management systems resulting in improvements throughout all aspects of business.
MPL worked with managers and teams in Oils (solvent based department) to achieve very good sustainability in the hourly management of shifts and in the accountability of teams. I am very pleased to say that this has been maintained over the last six months following MPL’s departure, and the methodology in use was particularly valued by the site.
The overall impression is that MPL does provide a very consistent and acceptable method of developing the capabilities of first line managers and teams and only then addressing some of the concerns of middle management teams. I find this “bottom up” approach to provide a significant improvement in the way that line disciplines and priorities, plus skills required to maintain them are delivery by coaching process at all three sites, is uniformly accepted and enabled significant business results to be achieved.
MPL developed excellent working relationships with its clientele, and has both the experience and the know-how to work across our manufacturing environment with very good results.
The site has gained an additional benefit over and above the benefits gained from the projects themselves, mainly due to the coaching style which MPL adopt, the projects have transformed the site management and staff into a much more cohesive team that will definitely make us more successful. If you have the opportunity to utilize MPL I highly recommend their services.
–William L Porter Jr
Reckitt Benckiser 2004
MPL were engaged by Reckitt Benckiser to support their world brand Dettol to maintain the capacity required for additional sales. MPL worked with the Dettol bottling team to improve operational efficiency using short interval control top loss methodology and structured improvement actions. Improvement of 15% OEE was achieved and this work led to an ongoing support programme for other areas of business. The work was referenced by the site operations Director Mark Dean-Netscher after the programme.
MPL worked with Coca-Cola Enterprises Ltd on a line utilisation improvement programme with the management and teams for two high-speed PET lines.
This work built upon the previous development with MPL of Best Operating Practice on the site, and the purpose of the programme was to ‘unlock’ the full benefits of the four operating teams on the two lines. This work had to take place against a background of high production volumes and an introduction of an enhanced quality assurance system.
Through a process of on-line analysis over a number of weeks, the MPL team developed credibility and trust with the operating teams and the Team Leader group; the benefit of this was demonstrated as initial team based improvement workshops were carried out. Not only did the analysis provide the teams with hard facts with which to support their improvement plans, but the degree of trust allowed the addressing of some important issues relating to team-working and communication.
By building on this approach, backed up by on-line coaching with Team Leaders and Technical Operators, our teams have made significant progress.
Not only has this resulted in a significant improvement in the ownership of the lines by the teams, the hard benefits that have now been realised include:
The programme drove shop floor continuous improvement to achieve OEE improvements. The OEE improvement will enable the site to process additional volumes without the need for additional labour. I am pleased to recommend MPL to other like-minded businesses requirement continuous improvement within an operational environment.
MPL worked as part of a small team to develop a strategy framework that recognised the realities in the business and considered innovations in culture and practices. This is now being taken forward by the site team to develop an action plan for 2002 forwards.
The activity included the impact of space and movement constraints within the plant; the MPL project manager developed a simple spread sheet ‘supply chain model’ which allowed the effect of volume and product mix changes to be predicted direct from planning data.
The MPL project manager was rapidly inducted into the MSE team and provided both additional resource and expertise.
MPL now feature on the MSE peripheral workforce model and at the time of writing discussions were at an advanced stage for MPL to be involved in two further projects.
MPL assisted British Sugar in designing and implementing a computerised Performance Monitoring system at British Sugar’s Bury St Edmund’s factory.
The system was customised to fit our needs and was designed to be user friendly.
Throughout the design and implementation our employees were kept fully informed and regular management reviews were held to ensure British Sugar staff had the opportunity to contribute to the process.
Operational Equipment Efficiency (OEE) has improved dramatically since the introduction of the system and it was MPL who gave us the focus to help us achieve this.
We are now implementing the system into another key British Sugar factory in Newark.
MPL were retained to assist us in our need to rapidly improve the performance of a newly established high-speed line, producing a range of facial tissue products. Their initial work covered top loss analysis, deploying our resources more effectively and the application of a more structured approach to problem solving.
Fewer crises enabled us to move to a second phase, with ourselves and MPL in partnership. Together, we re-defined roles, identified the measurable processes to be undertaken by individuals and teams and coached in the necessary skills and behaviours. MPL provided a competent resource to develop analytical systems and processes to track true sources and causes of loss. Outputs included more visual management on the floor and greater involvement of people through focus improvement teams and asset care systems.
Results have been very pleasing, with an improvement of 50% being achieved and much better consistency day-to-day. During the period, management changes were necessary, through which MPL supplemented our management team. MPL demonstrated the ability to maintain relationships at all levels during these changes, whilst retaining and objective focus on the agreed actions.
Novozymes 2004 (was Delta Biotecnology Ltd)
MPL have provided the critical change management support and lean manufacturing expertise to enable us to transform both the performance and culture of CAPP.
In terms of results we have achieved:
We have always found MPL to be very pragmatic and open in their approach. They have worked as part of our team and at all levels of the business in a way that has ensured that their methodologies, skills and mind-sets have been transferred to us.
Novozymes 2012 – Update
Over 8 years on, I am pleased to reference that we are still using the lean KPIs and skills coached by MPL as part of our everyday operations, and as the foundation for our year on year continuous improvement. This demonstrates excellent initial delivery and subsequent understanding of the team approach during the original support programme.
MPL assisted MedImmune UK Limited in Process Mapping a number of existing and improved production processes, commensurate with a rapid transition to a new manufacturing facility. MPL worked with the Leadership Team to help facilitate an effective evaluation of the ‘as-is’ and ‘to-be’ states through a defined and empirical value-adding mapping process.
MedImmune’s involvement with MPL arose out of our need to ensure prepared ‘readiness’ for significant growth in a new product line, balanced with a clear analysis of where opportunity exists for further optimizing fixed costs.
MPL were chosen through effective selection against other parties based on their credible ability to quickly integrate with the organisation, derive multi-perspective input and help lead empirical process evaluation, ultimately driving the data that supports and promotes the need for change. This approach was clear from day one where a mix of practical and detailed empirical analysis was clearly evident. This evaluation involved hands-on shopfloor analysis of process and key personnel interviews, coupled with detailed measurement of value-added operations.
A primary outcome of the analysis was a detailed understanding of how volume growth and deployment of staff and skills could be modelled using computer simulation. MPL were invited to work on the development of a scenario planning tool which we have used extensively to develop suitable shift/working patterns in the new plant.
A critical exercise for MedImmune and one that MPL delivered on with pronounced credibility, the value to our business is significant at the strategic level and the whole experience has been consistent with MPL being regarded as a partner for further opportunity.
I would have no hesitation in recommending MPL to any other FMCG organisation who wishes to add value to their business.
MPL has supported Guinness Northern Ireland. The original programme brief was to install methodologies that would raise the weekly bottling yield performance towards 50%. This was in preparation for the proposed rationalisation of both the Dundalk site and IBC sites into one and the introduction of 24/7 shift working.
Owing to challenges at the Dundalk site, GNI management were required to go to the 24/7 set up (2 shifts of 12 hours per day) much earlier than site anticipated which had a dramatic effect on the improvement programme milestone plan.
It was agreed by the site senior management that at this point the priority was to re-establish control and stability of the site’s performance and MPL agreed to provide immediate support through MPL managers working as process shift managers alongside the newly recruited Guinness Northern Ireland shift managers, on a 3 days/nights on and 3 days/nights off rota. MPL project managers moved into this role. Although this was a departure from the proposal, MPL reacted pragmatically and flexibly to help the client in a time of crisis.
The benefit of this support from MPL enabled Guinness to achieve its 24 hour shifting and Christmas production requirements within agreed timescales.
Hoya Lens UK is a leading supplier of ophthalmic lenses to all sectors of the UK spectacle market. The MPL approach was flexible, adapted to our requirements, and produced the best result we could have expected when starting the programme. It has more than paid for itself. I would fully recommend MPL to any other organisation looking to develop a continuous improvement programme.
MPL were engaged to by Elan Pharma to Project Manage and support the transition of International Supply Chain Operations from Stevenage to Athlon.
MPL provided strong Project Management and support that not only managed a number of diverse and complex projects within the programme but also helped keep the team motivated and focussed to ensure an effective and smooth transition and knowledge transfer.
The result was that MPL created a number of Reference Manuals covering every aspect of International and Global Supply Chain Management that were utilised to train the new team. These covered:
I would commend MPL on their excellent Project and Transitional Management skills and recognise that it was their drive, advice and support that kept the programme and its sub projects on track and to time.
Robert Wiseman Dairies
During the project with MPL, we achieved a group record efficiency performance and have sustained these high levels. I found MPL’s style to be very much in tune with that of my team.
I believe MPL have equipped us with a ‘toolkit’ that is truly ours and which we will sustain into the future.
The main benefit of MPL’s programme in 2008 was to enable substantially improved alignment between demand and labour flexibility, together with the opportunity to build improved working practices which have led to substantial cost benefits.
I am pleased to report that, three years later, these results have been sustained and substantially further improved. This reflects well upon the durability of methods of warehouse control and reporting which MPL introduced, including use of their LeanDriver™ performance measurement and tracking software.
As part of Serologicals continuous improvement strategy Management Performance Ltd. (MPL) worked with us on the reduction of a backorder situation using continuous improvement methods.
The programme delivered was based around the identification of the factors affecting production efficiency and customer service.
The programme included:
The program resulted in a substantial reduction in the backorder volume to virtually zero and improved customer service.
In view of the results I am confident in recommending MPL staff and programmes to any company requiring support in their continuous improvement journey.
The benefit of MPL’s support has enabled Napp to achieve its end-of-year sales while allowing time for the senior management team to acquire the right person for the role of Shift Manager.
I have been impressed with the pragmatic and flexible approach that MPL use in both conducting improvement projects and its response to the client in a time of need.
–Mr P Lightowler
I would recommend MPL to any business interested in the development of manufacturing improvement programmes.
MPL has worked with Omya UK as part of our journey in continuous improvement. The programme delivered was based around our customer services, sales support and business stream innovation of adapting continual best operating practices with these areas.
The programme started as an improvement support resource within the customer services department at our head office and has now expanded into the training and facilitation of best practice procedures within all our customer/sales facilities in the UK.
MPL’s strength during the programme was the ability of their staff to work with teams at all levels and times, leading by example and adopting a flexible, but clear, sustainable approach to achieving agreed milestones and measurable benefit.
Our work with MPL arose out of our need for a significant increase in volume from our Hatfield Peverel site in line with our business objectives.
Output has risen steadily and sustainably by over 300%, which has been achieved by MPL working as part of our management team.
MPL’s activities have included facilitating the management review process, development and management of improvement activities, line scheduling and performance coaching of the production team.
MPL’s approach uses a practical, pragmatic and ‘hands on’ style, distinctive from traditional consulting/client approach.
It is fair to say that our involvement with MPL has enabled us to more rapidly achieve higher levels of sustainable improvement.
Bulmers Ltd is one of Europe’s largest cider producers. As part of our three year strategic major growth programme and the requirements for accelerated continuous improvement, MPL were employed, alongside the site management team, to develop a best practice toolkit to facilitate sustainable improvements in operational productivity and culture change.
The MPL project managers developed a harmonious business relationship with the local Irish team that enabled them all to work efficiently and effectively against the targeted milestone plans involving all levels of management within the business.
I would have no reservations in recommending MPL’s value adding support to other like-minded businesses requiring a successful continuous improvement programme within an operational environment.
Glaxo Smith Kline 2000
The involvement of an external contractor (MPL) was a very positive step, the information share and the assistance provided to contractors was the key to the quality of the risk assessment. I feel this was an excellent approach and once again I can only praise the approach of those involved.
The assessment led to a number of suggested modifications for the final report, all of which were received in a positive manner. I feel that the finished document will identify essential actions to be completed.
I would have little hesitation in recommending MPL’s value adding support to other like minded businesses requiring continuous improvement within an operational environment.
MPL introduced and coached improvement tools and techniques from their CI toolkit, including:
The results from the programme have been excellent; not only improving the efficiency of site management teams and processes, but also generating a 4:1 return on reduced run time costs.
During the last two years MPL have demonstrated a logical approach that challenges our assumptions about our process, and ability to work alongside our staff at all levels and a results focussed methodology that delivers clear and measurable benefit to our business.
The financial benefits of MPL’s work to date are estimated at £650,000 in process improvements in 1998 and an additional £400,000 in 1999, a substantial financial gain against MPL’s fees.