Steering Committees: Met end of each phase. Each MD reported back progress of activity in their company. Also discussed topics of; their aims for the SCG; Strategic plans - not wall paper; sustainability and barriers to change

Reporting: Each company had to report delivery performance each month. This was then published to the whole group in a A3 monthly report. First there had to be agreement of how to measure delivery so it was the same through the group.

Change Agent Training: All change agents went through a 5 day intensive course to become familiar with the building blocks. The main training was then 'learn by doing' in each company. Each change agent attended 2 other company activities. The training was backed up with 2 one day activities focusing on team skills, waste elimination and activity reporting. Their skill progress was mapped by a skill matrix.

Results

QCD. Before after. Measures are for model areas or machine. Stock turns is across company.

Change Agent Skill, before and after Knowledge and Application training

Average Supply Chain Delivery Performance

Partnership improvements. Before and After. Measured using SCG questionnaire.

Company	Westland
Site	Yeovil
Current DSA QCD	Improved across the board during 2004 to exit at 81%
Change Agent Skill
Strategic Plan Partnership	Westland has focused on getting its order book sanitised with realistic agreed delivery dates.
Key Learning from SCG	The development of a demonstrable approach to supply chain development. Working with suppliers in a structured way obtains performance improvement. Practical hands on doing experience in QCD improvement. Understanding of sustainability issues and how to get around them.

Company	GKN Aerospace Structures
Site	Yeovil
Current DSA	61% in January
QCD	Model Area: ASES Forming Press Improvements = NRFT 46%, PP 198%, DSA 15%, OEE 16%. Further work is now being sought for the press.
Change Agent Skill
Strategic Plan
Partnership
Key Learning from SCG	GKN delivery performance has risen consistently month on month assisted by the supply chain and internal activities from 17% to 51%. Wesco performance improved and global contract extended with GKN. Change Agents have all received high levels of training to help sustain the initiative.

Company	South Dorset Engineering
Site	Weymouth
Current DSA	63% in January
QCD	Model Area: Inspection Improvements = DSA of 26%, NRFT 98%, PP -17%, ST 11%. Simple visual next work racks improved DSA.
Change Agent Skill
Strategic Plan
Partnership
Key Learning from SCG	Communication has improved between ourselves and our customers as well as between our suppliers and ourselves. We understand our customers and suppliers needs better, and when problems arise we can deal with them more effectively. We collect data and have installed QCD boards to scrutinise where shortfalls are.

Company	Rolled Alloys
Site	Christchurch
Current DSA	29% in January
QCD	Model Area: Goods In & Saws Improvements =  NRFT 93%, DSA 5%, PP 5%, OEE 72%. Whole company is now involved
Change Agent Skill
Strategic Plan
Partnership
Key Learning from SCG	Our involvement with Industry Forum has changed our way of thinking at Rolled Alloys. Using the Industry Forum tools and techniques and using a structured approach, considerable improvements have been made at Rolled Alloys Ltd. Rolled Alloys and employees understand the need to continually improve and evolve

Company	Apollo Metals
Site	Milton Keynes
Current DSA	100% in January
QCD	Model Area: Admin errors & Saw Improvements =  NRFT 0%, DSA 4%, PP 55%. Activities aided  implementation of planned improvements.
Change Agent Skill
Strategic Plan
Partnership
Key Learning from SCG	Significant improvements/changes to performance can be achieved from a relatively short improvement activity. Measurement is critical to any improvement process. Visual management techniques promote involvement, ownership and hence achievement.

Company	Wesco Aircraft Europe
Site	Huddersfield
Current DSA	95% in January
QCD	Model Area: Picking errors Improvements =  NRFT 0%, DSA 4%, PP 55%. Activities aided  implementation of planned improvements.
Change Agent Skill
Strategic Plan
Partnership
Key Learning from SCG	Increased awareness of Continuous Improvement ideals across the business. Enthusiasm for change is developing from the shop floor upwards. We acknowledge we are not as good as we thought we were. We have confidence in our ability to improve via the change agent approach. Workshops to date have resulted in ongoing focus teams to improve DSA.

Company	Washington Precision Engineering
Site	Washington
Current DSA	86% in January
QCD	Model Area: Mazak machining Improvements = NRFT 29%, DSA 11%, OEE 37%.  Fantastic use of 5C to improve performance and space.
Change Agent Skill
Strategic Plan
Partnership
Key Learning from SCG	With the place being tidied it is leading to better working conditions for everyone. As 5C is being implemented it is increasing the real estate, which to a factory our size is very important. With Set-up improvement we are able to increase our capacity. The further we get on with Continuous Improvement the more the workforce get

Company	Hyde Details
Site	Denton – Manchester
Current DSA	No work since June
QCD	Model Area: Break presses Improvements = PP by 87% , NRFT 100%, DSA -5%, ST 12%. Great use of QCD boards to direct & measure improvement.
Change Agent Skill
Strategic Plan
Partnership
Key Learning from SCG	Cross fertilisation. Sanity check. Committee acts like a conscience. Wealth of real opportunities to carry out improvement activities. Use of other change agents.

Next Steps

Plan for 2005: The supply chain will continue and expand by 3 companies under the guidance of Westland and GKN.

Four areas for attention during 2005:

1. Continue focus on DSA scores through monthly reporting. Resolve the data issues and agree delivery window. Continue strategic plans to focus on elimination of waste to improve DSA.
2. Roll out 2 day workshop activities throughout each company to improve QCD. Keep measurement focused and simple so everyone in the company is involved.
3. Ensure the change agent does not stagnate. Use them to train others in each company. Allow them to attend 2 day workshops in other companies to keep enthusiasm going.
4. Focus on the partnership actions. Close out current actions. Give them as much emphasis as improvement in QCD. If they result in no improvement in the partnership score, review together (supplier / customer) what else needs to be done to improve the partnership.

To view a more detailed summary of the stages involved please click on the links below:

• Steering Committee 1 and Company Preparation visits
• Focus and Data Day + Change Agent Training
• Diagnostics, Change Agent Training, Steering Committee 2
• Workshops, Change Agent Training, Steering Committee 3
• Ro0ll out support, 2 day workshops, Steering Committee 4
• Final Summary

PDF Downloads

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	Westlands Case Study Stage One
	Westlands Case Study Stage Two
	Westlands Case Study Stage Three
	Westlands Case Study Stage Four
	Westlands Case Study Stage Five
	Westlands Case Study Summary