Wessex
A case study in Team Leader Training incorporating NVQ in Business-Improvement Techniques at Level 2
"Wessex were able to work in an extremely flexible way during this programme, both to fit business loading and the skill levels of the team; this ensured a true partnership approach to achieving personal and company benefits. The company has further increased its ability to add value to its product and processes in a sustainable way." Simon Taylor Group MD
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The Customer
Wessex Technology Group, based in Yate, Bristol supplies technology and advanced engineering to the Ministry Of Defence, Homeland Security
and other market areas.
The Group, which is growing at 100% per year, had a turnover of £4.0M and employed 29 people in the year to March 2007
The Customer's need
The rate of growth of the Electronics division was being constrained by the availability of skilled operators and the "capacity" of the production
facilities.
There was a clear need to improve productivity quickly without resorting to either significant capital expenditure or a
major recruitment and retraining programme.
The IF Solution
Industry Forum proposed an enhanced Team Leader Training programme, based on learning by doing, that would result in sustainable increases
in productivity and provide participants with the necessary skills to ensure that the improvement process would continue thereafter.
The programme provides the opportunity for the Team Leaders to gain an NVQ in Business-
Improvement Techniques at Level 2 (which can then lead to level 3) and improves the sustainability of the intervention.
Overview of activity Structure
Description of skills to profitability link
All of the Team Leaders contributed to Project 1, then each had two individual projects to complete. These projects included;
Improvement to Workplace Organisation In order to improve workflow and make better use of the available floor space the team
conducted a comprehensive Workplace Organisation activity in the environmental laboratory. This saved the laboratory personnel
time in searching for the correct tools and improved the safety within the area.
Reduction in build time of a high volume product The team videoed the manufacturing process which was analysed to identify non-value adding and wasteful activities. A variety of continuous improvement tools, such as Problem Solving including 5 Why Analysis, were used to develop potential countermeasures. These were prioritised implemented and evaluated (Plan Do Check Act PDCA).
Countermeasures included the introduction of a lineside stock system, the organisation of the workplace was also greatly improved which was supported by ensuring that all technicians had the correct tools available. Defects and rework on products were reduced by the team working closely with the suppliers of bought in parts.
Return on Stakeholders' Investment.
Seven Measures of QCD Competitiveness
Reduction in build time of a high volume product
| Before | After | |
|---|---|---|
| Man hours required per product | 6.16 Hrs | 5.20 Hrs |
| Floor Space Utilisation | £13,898/m2 | £17,178/m2 |
Financial Benefits
As a result of the productivity improvements turnover has risen by £1,338k per annum and savings of approximately £81k per annum have been achieved.
Sustainability of continual Improvement
4 Team Leaders have successfully completed an NVQ B-IT level 2, and have selected other areas within the business for improvement as part of their progression towards a NVQ B-IT level 3 qualification
Working in Partnership with:
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