The initial brief was to significantly improve operational efficiencies, on time outputs and reduction of lead times. On joining it was soon clear that the main issue was not capacity but lack of process control. Daily meetings involving production, planning, technical, QA and procurement were set up focussing on root-cause analysis and process control techniques resulting in a change of process which ultimately led to significantly reduced failures as preventative action was taken as output limits approached.

A second issue then came to light when the company won a multi-million pound order for the most profitable part of the business. The product was still in design but the agreement was that first deliveries were to be 90days from signing and various problems had started to surface. A project team was quickly created to produce the project plan and direct activities to ensure all critical items were achieved resulting in the first and all subsequent deliveries being made on time with 100% test passes and customer passes.