Belpac manufactures thermoformed blister packaging on two sites, employing 60 people. Prompted by the recognition that significant opportunities existed for both waste reduction and productivity improvement, Belpac wanted to introduce a culture of continuous improvement within all areas of the business.

 

"A catalyst was required to make Continuous Improvement happen - to become an every day event as part of our culture. SysPro Consulting personnel gave us that catalyst and organised the process"
John Southall, Managing Director

THE APPROACH

To help break down barriers to change Belpac choose to work with training and consultancy company SysPro Consulting (formerly RCC), who recognised that maximum benefit to Belpac would only be obtained by working in partnership with their management and staff. The identification and implementation of any actions would be a joint process, enabling significant skills transfer to take place.

PHASE ONE - QUICK WINS

An initial review of the company's operations highlighted several areas where improvements could be realised quickly, and during an interactive 2-day workshop for the senior team these areas were explored, together with the principles, tools and techniques of Continuous Improvement (CI).

The senior team agreed to introduce an executive steering group to review progress of the project, and also agreed to immediately introduce three CI teams to tackle key short-term projects, an approach recommended by SysPro Consulting.

"Why put off until tomorrow what you can do today - your customers' won't wait for you to get everything in place before you start making improvements, so start immediately."
Chris Rees, Director,
SysPro Consulting

Within weeks these initiatives had produced significant improvements. Machine changeover times were 40% better, productivity improved, and the key factors for driving significant improvements in the New Product Development process had been identified.

"The training gave me the confidence to get up and do things differently - how to get a team to pull together, how to communicate, how to develop the team. Knowing how is the biggest help."
Jackie Dickens, Team Leader

An innovative Management Information System was developed to integrate reporting ofcompany performance in critical areas, these measures were also displayed on performance boards in each area of the business, and used by team leaders to identify areas where there was potential for improvement. SysPro also assisted with the implementation of new communication systems, and appraisals for all company personnel.

PHASE TWO - BUILD FOR THE FUTURE

For Continuous Improvement to drive performance improvement at every level of the organisation, from the board to the shop floor, Belpac needed to focus everyone on the factors critical to the company's success. A culture transformation was needed, and the company decided to use the framework of the Investors in People award to assist this process.

A survey of employees' views of company management, communication and training processes identified the need for re-structuring, and new team leaders were recruited from the shop floor, with part of their role devoted to CI activities. Also, a technical team were recruited to enhance engineering capability of the organisation. SysPro were able to help define the structures required and the competencies of the newly created positions. Once appointed, training programmes were developed and implemented for these new personnel. Training was considered critical; to do things differently requires new skills.

PHASE THREE - MAKING IT STICK

To further drive home the message that things were different, a new reward scheme based on gainsharing principles was developed and implemented by a team of company personnel from all levels, a clear sign of real empowerment in action.

RCC assisted with training improvement champions in all areas of the business, and the process of making CI an everyday part of Belpac's activities was nearing completion. A repeat survey showed that staff motivation and perception of management had risen by more than 50% since the start of the project. Improvements in performance continued, for example there is now 100% in-time completion of manufacturing orders and a 15% reduction in machine cycle times compared with 12 months previously. All these factors have impacted positively on the overall profitability of the business.

"The proficiency of the team leaders and champions allows Belpac to focus on performance - there is real team working, with teams taking ownership and responsibility for problem solving" - John Southall

As recognition of the efforts put in by all company staff, Belpac were awarded Investors in People at the first attempt. The focus of major change is now moving to encompass the interface with the market and developing IT systems, the search for improvement is a never-ending process.