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Frank Hayden has led the strategic and operational transformation of some great engineering and manufacturing businesses, including Land Rover, BMW, Airbus, BAE Systems, and Rolls Royce – taking them from high performing businesses to world-class benchmarks.

He uses what he calls a Rapid Plant Assessment to evaluate the performance of key business processes and rate them on a 5 star scale. 5 star being a competitive advantage, 1 star a competitive weakness and all points in between.

Says Frank, an Associate Partner at The Manufacturing Institute: “I’ve had a unique opportunity to work with hundreds of engineering and manufacturing businesses around the world for a very long time now. I’ve worked with the best of the best, to help them achieve sustainable operational excellence. Real 5 Star performance in Safety, Customer satisfaction, Quality, Cost, Delivery & People performance is rare, but also highly achievable with a great business plan and exceptional leadership.

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With a dAlistair-Conn-photoegree and doctorate in Chemistry from Oxford University, Alistair Conn could have found himself working in any part of the world – but he chose Huddersfield for love.

In 1990 he joined ICI in Huddersfield – which later became global agrochemical company Syngenta – and met and married a local girl who made it clear that she never wanted to leave Huddersfield.

“Every time the company suggested an opportunity in another part of the world I said no, I love my wife too much.  They were very good about it,” he said.

“As a result, I suppose you could say that I had an unorthodox career path.  After six months in the lab I got the first opening as Production Manager in a herbicides plant.  I learnt a lot very quickly, mainly from my mistakes, but I knew immediately that I definitely wanted to be on the front line.”

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Their plant, in Deer Park, Melbourne, has just become the first in Australasia to be awarded the prestigious Shingo Bronze Medallion – which is presented annually to an organisation that demonstrates strong use of tools and techniques for business improvement.

They are doubly delighted that they are the first printing plant in the world to achieve this very special recognition.

And the Manufacturing Institute has played a part in their success.

The Manufacturing Institute, the UK’s first educational partner for the Shingo Prize, helped Vistaprint with training and workshops and a visit to their plant as they worked towards Shingo recognition.

“We really chuffed,” says Jim Glover, Vistaprint’s global lean manager.

“I’m not sure my Australian colleagues would understand the term, but yes you could say we are very chuffed.”

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92811jlr_jlr-aerial-2The Manufacturing Institute is the first international partner of the Shingo Institute, whose Shingo Prize is world-renowned as the global standard for enterprise excellence. The Enterprise Excellence Framework has been developed by The Manufacturing Institute, based on the Shingo principles, and is a proven method to guide organisations through the complex process of achieving and sustaining world-class performance.  It drives excellence into every corner of the business and, crucially, establishes a culture that ensures every individual is committed to strategic objectives, inspiring and motivating them to participate in the organisation’s transformation and subsequent long-term success.

The Enterprise Excellence Framework brings the Shingo model to life, turning the ‘why’ into ‘how’, which has been the missing piece of the jigsaw for many companies.

The Enterprise Excellence Framework is transforming the way in which engines are manufactured, so that we achieve our vision to become the new global benchmark for excellence.

Nigel Blenkinsop, Director, JLR Powertrain Operations

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Getting started with operational alignment and improvement by engaging employees and developing lean foundations.
This leading insulation manufacturer is now confident and capable of making its own way to Enterprise Excellence after The Manufacturing Institute helped get it started.

Introduction

Our client is part of a global family-owned business, with manufacturing operations organised around global regions. The business is highly successful, but the recent recession and the anticipated impact of government subsidy cuts to schemes to insulate homes and businesses have dampened market demand.

In response, one of the UK manufacturing sites has worked with The Manufacturing Institute to make the transition from management directed continuous improvement to a continuous improvement culture that involves and connects with all employees.

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