Region: UK

Kellogs

About the visit

Kellogg’s is one of the world’s leading manufacturer of food items (especially breakfast and convenience foods). From it’s beginning in 1906 in the USA to now, they have been following the same philosophy of ‘improved diet and improved health’. Kellogg’s products are manufactured in 19 countries and sold in 160 and it’s products are much loved household names.

Logistics & Distribution Centre—Trafford Park

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The Logisitcs & Distribution Centre at Trafford Park is responsible for the efficient delivery of products to the consumer at the right price, in the right place and at the right time. This takes effective planning and collaboration with a vast array of supply chain partners.

To respond to the increasingly complex needs of its
distributors the logistics and distribution system has had to strive for world class performance. At the site you will see voice activated picking, improvements to storage solutions including the automation and optimisation of space within the fixed dimensions of the storage facilities. Data management is critical and the company has invested in systems to ensure warehouse managers and operators have comprehensive visibility and control tools, which include real-time dashboards and the ability to manage workloads and exceptions quickly and efficiently.

To improve operations at Trafford Park the focus has been on creating an agile environment that can respond quickly to the fast-paced demands of distribution. The visit will allow you to see how they have applied Agile and 5 minute management techniques to improve operations.

Visit in 60 seconds / Awards

Warehousing & Logistics…Supply Chain…Strategy & Project Management…Agile Management Structure…5 Minute Management Techniques

Visit agenda

09.30 Arrival & Welcome
10.00 Overview of Kellogg’s
10.30 Managing a Complex Supply Chain
Logistics & Distribution
Agile Capacity Management
Agile/ 5 minute management tools
11.30 Site Tour
12.30 Lunch
13.00 CI Projects at Kellogg’s
13.30 Review & Questions
14.00 Close & Depart

Double H Nurseries

About the visit

Double H Nursery grows & supplies flowering houseplants to the major supermarkets such as Marks & Spencer, Sainsbury and Tesco. They have been an accredited Investor in People since 1997 and this reflects their commitment to developing their staff at every level of the business.

Many of their team leaders have achieved NVQ level 3 in management and there is an ongoing training program to continually develop the team. They are committed to limiting the negative environmental impact of the business and to this end use predominantly biological methods for crop protection against pest and disease, rather than conventional methods. They have also effected a 20% reduction in gas use to heat our crops through a state of the art computer controlled system. Double H are in the
process of a Lean Transformation within the horticultural industry. This is being sustained by the empowerment of all its staff, by the use of a self driving suggestion scheme, and by giving people permission to fail. For it is better that people feel they can try things than not try at all.

Lean Manufacturing
_______________

We are in the process of Lean Transformation within the horticultural industry. Changing the thought process from – we work with dirt, so it will be dirty, to a culture of continuous and sustained improvement, and a sense of pride in the workplace

Visit in 60 seconds / Awards

Lean Manufacturing … 5S … Kanban … Kaizen … TPM … Visual Management … Skills matrix … Six monthly lean audit … Suggestion board/scheme … Investors in People … Waste reduction … Quality … Environmental impacts … Horticultural industry best practice

Visit agenda

10.00 Arrival & Refreshments
10.30 Welcome & Introductions
10.45 Double H Lean Story
11.45 Site Walk
13.00 Lunch and Networking
13.45 Question and Answers
15.00 Close & Depart

Lionel Hitchen

About the visit

In 1965, Lionel Hitchen founded a business sourcing, creating, manufacturing and supplying the finest flavour ingredients. Today, over five decades later, Lionel Hitchen is still an independent family-owned company, driven by that same passion.

Our success has seen the business grow over the years, laying down robust roots with suppliers and working closely with customers. From our manufacturing base in the UK, we now supply an extensive range of flavour ingredients to the food and beverage industries around the globe.
Our business thrives on close and long established relationships with our global suppliers, our team of talented employees and strong customer relationships based on trust, ethics and innovation.

Throughout the years we have established a reputation for developing and supplying unique and natural products of the highest quality. We provide a world class service to our valued customers through the application of our technical expertise, flexibility and tailored and bespoke product development. Our aim is excellence in customer care.

We operate from two sites in Hampshire in the UK. Our manufacturing site is in Barton Stacey and is home to all our production facilities and support services. Our Virginia Works site in Andover houses our Innovation Centre as well as Customer Services, Sales, Logistics and Warehousing.

World Class Manufacturing Programme
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Our World Class Manufacturing (WCM) Continuous Improvement programme is the basis for how we work in every aspect across our whole business. We are proud that as a company, we are united in the goals we work towards, with WCM driving improvement and best practice at every step.

The WCM programme enables active involvement from every Lionel Hitchen employee, across all departments. Each and every effort is valued, so that individuals can proudly contribute to the growth and success of our company.

These innovative techniques create a culture of participation and engagement, which makes Lionel Hitchen an enjoyable place to work for everyone.

Visit Cost:
___________

£345 plus VAT Per Person

Visit in 60 seconds / Awards

World Class Manufacturing (WCM) … Lean … Lean Office … Maintenance & Engineering … Standard Work … Visual Management … Kanban … Five S … Notice Boards … Right First Time … Employee Engagement … Lean in Customer Service & Finance … Continuous Improvement

Visit agenda

09.45 Arrival & Signing In
10.00 Welcome & Introduction
10.45 Intro to WCM Programme
11.00 HR & Employee Engagement
11.15 Factory Tour Barton Stacey
12.00 Engineering Workshop
12.15 QC
12.35 Lunch
13.30 Finance (Lean Office)
13.40 Customer Service & Logistics (Lean Office)
14.10 Warehouse
14.45 Benefits of the WCM Programme
15.30 Q&A Session & Feedback
16.00 Close

Altro Floors & Autoglym

About the visit

Founded in 1919 Altro is a third generation family owned UK business specialising in the manufacture and supply of commercial flooring and wall cladding products. The headquarters and the manufacturing facility for safety flooring materials is located in Letchworth Garden City, Hertfordshire. Altro also have two other sites in the UK; Altro Walls in Lowestoft, Altro Resins in Dorset as well as Design Studios in London and Manchester.

Customer Service Excellence
Altro’s ‘Voice of the Customer’ programme which has been running since 2008, acts as a conduit for highlighting global customer ‘insights’ from all aspects of the supply chain and these are shared right across the company. These insights are gathered from day to day customer interaction and also from the numerous visits to Altro’s manufacturing facilities by their customers from all over the world. Such feedback, not only allows realistic improvements to be made to product and service offerings, but it also enhances relationships with customers  whilst integrating them into the business and into the decision making process.

Innovation and R&D
Altro has always been an innovative company, inventing both Safety Flooring and Wall Cladding.  To ensure they continue to develop product ranges in a consistent and structured manner, they have a detailed development plan covering the next five years and a long term development plan stretching beyond this.  Many of these projects are driven by customer requirements highlighted through their ‘Voice of the Customer’ programme and through advanced interview and observation techniques.  Other  projects are driven largely by a desire to continuously improve the Sustainability of the business and the need to respond to changing legislation in their global markets. Altro works in partnership  with a number of stakeholders on these developments.  These include suppliers and industry partners and a range of University and Research organisations enabling access to the most recent developments.  At various stages of the process, they involve customers, seeking their  feedback on the direction of their current projects.

Lean Manufacturing
Lean tools and techniques have enabled Altro to reduce costs and improve productivity. Visual management and workplace organisation are all excellent. On the site tour you will see first hand how these tools and techniques have been used.

Creating a Great Place to Work
Altro believes that its people are its major differentiator to the competition and their Core Values of “Valuing our Customer, Valuing Each Other” are lived throughout the organisation. Testament to their culture of openness, honesty, respect and support for each other is their achievement of the Sunday Times ‘Top 100 Best Companies to Work For’ award 9 times. On the visit, you will hear how the Company has created and maintains the core values of loyalty, teamwork and employee engagement

Visit in 60 seconds / Awards

Sunday Times Best Company to work for 9 times…Lean Manufacturing…Customer Service…Flexible working…Sustainability…Innovation…Research & Development…Manufacturing Excellence Award Winner

Visit agenda

10.00 Arrival & Welcome
10.15 Overview of Altro Floors
10.30 Customer Service Excellence
Lean Manufacturing
Innovation and R&D
12.00 Lunch
12.30 Site Tour Altro & Autoglym
13.30 Creating a great place to work
Culture
14.30 Review & Questions
15.00 Close & Depart

Altro Floors & Autoglym

About the visit

Founded in 1919 Altro is a third generation family owned UK business specialising in the manufacture and supply of commercial flooring and wall cladding products. The headquarters and the manufacturing facility for safety flooring materials is located in Letchworth Garden City, Hertfordshire. Altro also have two other sites in the UK; Altro Walls in Lowestoft, Altro Resins in Dorset as well as Design Studios in London and Manchester.

Customer Service Excellence
Altro’s ‘Voice of the Customer’ programme which has been running since 2008, acts as a conduit for highlighting global customer ‘insights’ from all aspects of the supply chain and these are shared right across the company. These insights are gathered from day to day customer interaction and also from the numerous visits to Altro’s manufacturing facilities by their customers from all over the world. Such feedback, not only allows realistic improvements to be made to product and service offerings, but it also enhances relationships with customers  whilst integrating them into the business and into the decision making process.

Innovation and R&D
Altro has always been an innovative company, inventing both Safety Flooring and Wall Cladding.  To ensure they continue to develop product ranges in a consistent and structured manner, they have a detailed development plan covering the next five years and a long term development plan stretching beyond this.  Many of these projects are driven by customer requirements highlighted through their ‘Voice of the Customer’ programme and through advanced interview and observation techniques.  Other  projects are driven largely by a desire to continuously improve the Sustainability of the business and the need to respond to changing legislation in their global markets. Altro works in partnership  with a number of stakeholders on these developments.  These include suppliers and industry partners and a range of University and Research organisations enabling access to the most recent developments.  At various stages of the process, they involve customers, seeking their  feedback on the direction of their current projects.

Lean Manufacturing
Lean tools and techniques have enabled Altro to reduce costs and improve productivity. Visual management and workplace organisation are all excellent. On the site tour you will see first hand how these tools and techniques have been used.

Creating a Great Place to Work
Altro believes that its people are its major differentiator to the competition and their Core Values of “Valuing our Customer, Valuing Each Other” are lived throughout the organisation. Testament to their culture of openness, honesty, respect and support for each other is their achievement of the Sunday Times ‘Top 100 Best Companies to Work For’ award 9 times. On the visit, you will hear how the Company has created and maintains the core values of loyalty, teamwork and employee engagement

Visit in 60 seconds / Awards

Sunday Times Best Company to work for 9 times…Lean Manufacturing…Customer Service…Flexible working…Sustainability…Innovation…Research & Development…Manufacturing Excellence Award Winner

Visit agenda

10.00 Arrival & Welcome
10.15 Overview of Altro Floors
10.30 Customer Service Excellence
Lean Manufacturing
Innovation and R&D
12.00 Lunch
12.30 Site Tour Altro & Autoglym
13.30 Creating a great place to work
Culture
14.30 Review & Questions
15.00 Close & Depart

NHS Blood & Transplant

About the visit

NHS Blood & Transplant employs over 5,000 people in over 200 locations across the UK. This remarkable organisation provides a blood and transplantation service to the NHS, looking after blood donation services in England and transplant services across the UK. This includes managing the donation, storage and transplantation of blood, organs, tissues, bone marrow and stem cells, and researching new treatments and processes.

Manufacturing operations have been transformed in recent years and manufacturing and testing sites have been consolidated. A new, integrated supply chain approach has helped balance supply and demand. This has led to an increase in productivity since 2008/09 of 75% in manufacturing and 98% in testing. This places both functions in the top quartile of the European Blood Alliance (EBA) benchmarking scheme.

This visit is being hosted at the manufacturing and processing centre in Filton, Bristol and it will provide an insight into how this incredible organisation has developed and applied a programme of continuous improvement within a diverse and highly complex organisation. NHS Blood & Transplant has a unique role within the wider NHS of saving and improving lives through relationships and services delivered to both volunteer donors and hospitals.

During the visit you will:

– Understand the NHS Blood & Transplant Continuous Improvement journey that has been supported by lean principles.
– See first-hand how processes have been improved in different settings of manufacturing, laboratory and support functions using continuous improvement principles.
– Understand how continuous improvement functions are responding to business needs and cultural challenges.
– Understand how the organisation’s external partnerships and exchange forums contribute to the continuation and development of best practice.
– See how NHS Blood & Transplant has achieved engagement through local champions.

To book or for more information:

info@onsiteinsights.org
Phone: 023 9246 8978
Cost: £345 per person
Group discounts available

Visit in 60 seconds / Awards

Lean & Continuous Improvement … Visual Management … Gemba Walks … Five S / Six S … Employee Engagement … Local Champions … Standard Work / Smart Working … Culture Change … Operator Improvements … Suggestion Scheme

Visit agenda

9.00 Arrival & Registration
9.15 Welcome & Introductions
10.15 Tour of Operations (Visual Management, CI Journey)
12.45 Networking Lunch
13.45 Employee engagement, Local Champions & Smart working
15.30 Feedback Session
16.00 Close & Depart

Muller

About the visit

Müller UK & Ireland is wholly owned by Unternehmensgruppe Theo Müller which employs 24,000 people throughout Europe. In the UK, Müller develops, manufactures and markets a wide range of branded and private label dairy products made with milk from more than 1,650 British farmers.

The Müller brand is ranked at No.9 in The Grocer’s Top 100 list of Britain’s Biggest Brands, and is also the 8th most chosen brand in the UK, picked from shelves more than 217 million times each year. Müller UK & Ireland comprises three business units:
– Müller Milk & Ingredients
– Müller Yogurt & Desserts
– Milk & More

Muller Manufacturing Facility at Telford
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Purchased from Nom Dairy Ltd in 2013, Muller’s Telford site is aimed at driving Muller’s private label manufacturing abilities. Since it’s purchase the factory has undergone systems change, safety and quality stabilisation. However most effectively the site has undergone a cultural and engagement shift delivered through communication and training.

In 2019 the site at Telford completed a £50 million, 3 year expansion project to build a chilled yogurt manufacturing facility capable of producing 500 million pots each year in Telford, has been completed. The investment, which has created 65 new jobs in the area, enables Müller to meet growing demand from consumers for branded and private label yogurts made with milk from British farms. The project has doubled the size of the company’s current Telford site, increasing its capacity to make products in formats including big pots, split pots and regular fruited yogurts.

Continuous Improvement Journey
___________________________

Muller has embraced many tools within the Lean toolbox to support their Continuous Improvement journey and they have also sort lean transformation has embraced many of the lean six sigma concepts, tools and behaviours. On the visit they will share with visitors their journey which has enabled them to transform how they operate, reduce costs and waste

Training & Development
___________________

Muller have worked heavily on building and delivering a bespoke operator based training programme over the past 3 years. This has delivered proven results and training levels and hours in excess of 50 hours per employee every year.

Culture Change & Engagement
________________________

Over the past 4 years Muller’s Telford site has achieve group topping opinion and cultural surveys achieve through a sustained cultural change programme.

Costs & To Book:
_____________

– £345 plus VAT per person
– 10% discount for Group bookings of 3 or more.

Visit in 60 seconds / Awards

Lean … Continuous Improvement … Culture Change … Visual Management … Transformation … Engagement … Lean Six Sigma … Problem Solving

Visit agenda

09.00 Arrival
09.15 Introductions & Overview
09.30 Site Tour
11.30 Continuous Improvement Journey
12.15 Networking Lunch
13.00 TPM & Maintenance
13.45 Engagement & Culture Change
14.45 Site Tour
15.30 Feedback Session
16.00 Close

Muller

About the visit

Müller UK & Ireland is wholly owned by Unternehmensgruppe Theo Müller which employs 24,000 people throughout Europe. In the UK, Müller develops, manufactures and markets a wide range of branded and private label dairy products made with milk from more than 1,650 British farmers.

The Müller brand is ranked at No.9 in The Grocer’s Top 100 list of Britain’s Biggest Brands, and is also the 8th most chosen brand in the UK, picked from shelves more than 217 million times each year. Müller UK & Ireland comprises three business units:
– Müller Milk & Ingredients
– Müller Yogurt & Desserts
– Milk & More

Muller Manufacturing Facility at Telford
_________________________________

Purchased from Nom Dairy Ltd in 2013, Muller’s Telford site is aimed at driving Muller’s private label manufacturing abilities. Since it’s purchase the factory has undergone systems change, safety and quality stabilisation. However most effectively the site has undergone a cultural and engagement shift delivered through communication and training.

In 2019 the site at Telford completed a £50 million, 3 year expansion project to build a chilled yogurt manufacturing facility capable of producing 500 million pots each year in Telford, has been completed. The investment, which has created 65 new jobs in the area, enables Müller to meet growing demand from consumers for branded and private label yogurts made with milk from British farms. The project has doubled the size of the company’s current Telford site, increasing its capacity to make products in formats including big pots, split pots and regular fruited yogurts.

Continuous Improvement Journey
___________________________

Muller has embraced many tools within the Lean toolbox to support their Continuous Improvement journey and they have also sort lean transformation has embraced many of the lean six sigma concepts, tools and behaviours. On the visit they will share with visitors their journey which has enabled them to transform how they operate, reduce costs and waste

Training & Development
___________________

Muller have worked heavily on building and delivering a bespoke operator based training programme over the past 3 years. This has delivered proven results and training levels and hours in excess of 50 hours per employee every year.

Culture Change & Engagement
________________________

Over the past 4 years Muller’s Telford site has achieve group topping opinion and cultural surveys achieve through a sustained cultural change programme.

Costs & To Book:
_____________

– £345 plus VAT per person
– 10% discount for Group bookings of 3 or more.

Visit in 60 seconds / Awards

Lean … Continuous Improvement … Culture Change … Visual Management … Transformation … Engagement … Lean Six Sigma … Problem Solving

Visit agenda

09.00 Arrival
09.15 Introductions & Overview
09.30 Site Tour
11.30 Continuous Improvement Journey
12.15 Networking Lunch
13.00 TPM & Maintenance
13.45 Engagement & Culture Change
14.45 Site Tour
15.30 Feedback Session
16.00 Close

Shingo Cultural Enablers at Lionel Hitchen

About the visit

On this 2 day workshop at WW Countdown, we build on the knowledge gained in the foundation workshop Discover Excellence (which introduces the Shingo Model) and look deeper in to the Principles identified as cultural enablers. This program is a highly interactive experience designed to make your learning meaningful and immediately applicable.

Just as with the Discover Excellence workshop this workshop is hosted at an exemplar facility to enable you to participant an real-time discussions and on-site learning from the host organisation.

As a CULTURAL ENABLER participant, you will achieve the following objectives:

Understand the benefits of focusing on the Shingo principles and recognise where you could make improvements in your own organisation to improve systems and drive ideal behaviours.
Learn how to benchmark your performance against the best in the world by carrying out your own self-assessment based on the Shingo Model™ .

Learn from other organisations experiences as you take part in a range of hands on activities and group discussions

Visit in 60 seconds / Awards

Shingo … Culture Change … Business Improvement … Leadership … Learning & Development

Visit agenda

Day 1

08:30 Welcome & Introductions
08:45 Workshop Presentations & Gemba Walks
16:00 Feedback & Close

Day 2

08:30 Welcome & Introductions
08:45 Workshop Presentations & Gemba Walks
16:00 Feedback & Close

Buhler Sortex

About the visit

Buhler Sortex is a world leader in innovation and delivery of sorting solutions to the global food and non-food processing industries. They design, manufacture and supply optical sorting machines to over 100 countries throughout the world. The machines are used to detect and remove unwanted and blemished material from products such as rice, coffee, nuts, vegetables, etc. They are a low volume, high value, high technology assembly operation utilising modern manufacturing techniques.

Lean Manufacturing
________________

Buhler Sortex builds its machines on a production line which operates to a Takt. More than 10 major product types and a range of options are built, tested, packed and dispatched in an integrated, single piece flow system.

Lean Techniques such as shadow boards for tools, the supply of materials using Kanbans, the grouping of material requirements into kits, and the involvement of staff in sustained and continuous improvement are employed.

Visual Management is used in the whole supply chain from product enquiry through to product ordering, manufacture and dispatch, providing all functional areas with a consistent information base. Visual management is also used to track progress against plan, and identify and action variances.

The major drive for Lean Manufacturing is the reduction in throughput times for the factory, where a 50% improvement has already been achieved. There is also an emphasis on high standards in 5S.

People and Leadership
__________________

Buhler Sortex has benefited from the introduction of a flat organisational structure, empowering its workforce, teamworking and greatly improved internal communications. More recently Buhler Sortex has begun rolling out competency-based job descriptions and performance appraisals. These changes, their objectives and what has been achieved will be shared with visitors.

Customer Relationship Management and Support
________________________________________

The pre-sales and after-sales performance of Buhler Sortex is delivered through its extensive global sales and service organisation that consists of skilled personnel, state-of-the-art systems (CRM software; remote machine monitoring technologies) and efficient business processes (market analysis, sales lead generation, sales quotation, corrective action processes and so on)

Visit in 60 seconds / Awards

Customer Care … After sales service … Lean Manufacturing … Single piece flow … Shadow Boards for Tools … Kanban … Kaizen Events … OEE … Visual Management … Process Flow … Five S (5S) … Waste reduction … Organisational structure … Teamworking … Communications … Culture change

Visit agenda

10.00 Welcome and refreshments
10.30 Overview of Buhler Sortex Limited
11.00 Machine Demonstration and Site Tour
11.30 People and Leadership
12.00 Customer Focus
12.30 Lunch
13.00 Lean Manufacturing
14.00 Q&A and feedback

Buhler Sortex

About the visit

Buhler Sortex is a world leader in innovation and delivery of sorting solutions to the global food and non-food processing industries. They design, manufacture and supply optical sorting machines to over 100 countries throughout the world. The machines are used to detect and remove unwanted and blemished material from products such as rice, coffee, nuts, vegetables, etc. They are a low volume, high value, high technology assembly operation utilising modern manufacturing techniques.

Lean Manufacturing
________________

Buhler Sortex builds its machines on a production line which operates to a Takt. More than 10 major product types and a range of options are built, tested, packed and dispatched in an integrated, single piece flow system.

Lean Techniques such as shadow boards for tools, the supply of materials using Kanbans, the grouping of material requirements into kits, and the involvement of staff in sustained and continuous improvement are employed.

Visual Management is used in the whole supply chain from product enquiry through to product ordering, manufacture and dispatch, providing all functional areas with a consistent information base. Visual management is also used to track progress against plan, and identify and action variances.

The major drive for Lean Manufacturing is the reduction in throughput times for the factory, where a 50% improvement has already been achieved. There is also an emphasis on high standards in 5S.

People and Leadership
__________________

Buhler Sortex has benefited from the introduction of a flat organisational structure, empowering its workforce, teamworking and greatly improved internal communications. More recently Buhler Sortex has begun rolling out competency-based job descriptions and performance appraisals. These changes, their objectives and what has been achieved will be shared with visitors.

Customer Relationship Management and Support
________________________________________

The pre-sales and after-sales performance of Buhler Sortex is delivered through its extensive global sales and service organisation that consists of skilled personnel, state-of-the-art systems (CRM software; remote machine monitoring technologies) and efficient business processes (market analysis, sales lead generation, sales quotation, corrective action processes and so on)

Visit in 60 seconds / Awards

Customer Care … After sales service … Lean Manufacturing … Single piece flow … Shadow Boards for Tools … Kanban … Kaizen Events … OEE … Visual Management … Process Flow … Five S (5S) … Waste reduction … Organisational structure … Teamworking … Communications … Culture change

Visit agenda

10.00 Welcome and refreshments
10.30 Overview of Buhler Sortex Limited
11.00 Machine Demonstration and Site Tour
11.30 People and Leadership
12.00 Customer Focus
12.30 Lunch
13.00 Lean Manufacturing
14.00 Q&A and feedback

Nissan Motor Manufacturing

About the visit

Nissan Sunderland Plant has been the UK’s biggest car manufacturer for the past 14 years, and the biggest car exporter for the last 12. In 2011, during the plant’s 25th anniversary year, the 6 millionth vehicle rolled off the line, and the plant achieved an annual production figure of 480,485 units – a new UK record for a single car plant. One in every three new cars built in the UK comes from Sunderland Plant.

The Sunderland factory has been operational since 1986 and currently employs around 5,800 people. It is part of the European division of the Japanese car manufacturer Nissan Motor Company Ltd. The plant has a current line-up of Qashqai and Qashqai+2 production on Line 1, with Juke and Note on Line 2. Three main production areas – body assembly, paint, and final assembly – are fed by a press shop, castings plant, engine plant, axle plant, and a bumper moulding facility. A lithium-ion battery plant was recently built, to support introduction of electric vehicle production early next year. Many suppliers are also based within the Nissan facility, sharing line-side production areas.

The plant has been recognised globally as one of the most efficient manufacturing plants in Europe and a cornerstone of Nissans manufacturing worldwide. It is currently preparing for introduction of four new models over the next two years: production of electric vehicle LEAF will begin early 2013, then replacement for Note based on the INVITATION concept, a Qashqai replacement, and a new medium hatchback in 2014. Line 1 introduced a third shift in 2009 and Line 2 will follow suit in 2013, meaning the entire plant will be running as a 24-hour operation for the first time in its 26-year history.

During the visit, you will be taken on a comprehensive tour of this award-winning facility by a member of the Nissan team. You will be able to see first hand how the company has applied Lean and other continuous improvement practices.

Visit in 60 seconds / Awards

Culture and Philosphy … Kaizen … Five S … SOPs … TPM … Visual Management … Staff development and communication

Visit agenda

09:00 Arrival & Coffee
Welcome & Introductions
Nissan Background & Philosophy
Kaizen
Five S
Production Tour
Tour Review & Lunch
PLM (Nissan version of TPM)
Questions & Answers
16:15 Close

Nissan Motor Manufacturing

About the visit

Nissan Sunderland Plant has been the UK’s biggest car manufacturer for the past 14 years, and the biggest car exporter for the last 12. In 2011, during the plant’s 25th anniversary year, the 6 millionth vehicle rolled off the line, and the plant achieved an annual production figure of 480,485 units – a new UK record for a single car plant. One in every three new cars built in the UK comes from Sunderland Plant.

The Sunderland factory has been operational since 1986 and currently employs around 5,800 people. It is part of the European division of the Japanese car manufacturer Nissan Motor Company Ltd. The plant has a current line-up of Qashqai and Qashqai+2 production on Line 1, with Juke and Note on Line 2. Three main production areas – body assembly, paint, and final assembly – are fed by a press shop, castings plant, engine plant, axle plant, and a bumper moulding facility. A lithium-ion battery plant was recently built, to support introduction of electric vehicle production early next year. Many suppliers are also based within the Nissan facility, sharing line-side production areas.

The plant has been recognised globally as one of the most efficient manufacturing plants in Europe and a cornerstone of Nissans manufacturing worldwide. It is currently preparing for introduction of four new models over the next two years: production of electric vehicle LEAF will begin early 2013, then replacement for Note based on the INVITATION concept, a Qashqai replacement, and a new medium hatchback in 2014. Line 1 introduced a third shift in 2009 and Line 2 will follow suit in 2013, meaning the entire plant will be running as a 24-hour operation for the first time in its 26-year history.

During the visit, you will be taken on a comprehensive tour of this award-winning facility by a member of the Nissan team. You will be able to see first hand how the company has applied Lean and other continuous improvement practices.

Visit in 60 seconds / Awards

Culture and Philosphy … Kaizen … Five S … SOPs … TPM … Visual Management … Staff development and communication

Visit agenda

09:00 Arrival & Coffee
Welcome & Introductions
Nissan Background & Philosophy
Kaizen
Five S
Production Tour
Tour Review & Lunch
PLM (Nissan version of TPM)
Questions & Answers
16:15 Close

Nissan Motor Manufacturing

About the visit

Nissan Sunderland Plant has been the UK’s biggest car manufacturer for the past 14 years, and the biggest car exporter for the last 12. In 2011, during the plant’s 25th anniversary year, the 6 millionth vehicle rolled off the line, and the plant achieved an annual production figure of 480,485 units – a new UK record for a single car plant. One in every three new cars built in the UK comes from Sunderland Plant.

The Sunderland factory has been operational since 1986 and currently employs around 5,800 people. It is part of the European division of the Japanese car manufacturer Nissan Motor Company Ltd. The plant has a current line-up of Qashqai and Qashqai+2 production on Line 1, with Juke and Note on Line 2. Three main production areas – body assembly, paint, and final assembly – are fed by a press shop, castings plant, engine plant, axle plant, and a bumper moulding facility. A lithium-ion battery plant was recently built, to support introduction of electric vehicle production early next year. Many suppliers are also based within the Nissan facility, sharing line-side production areas.

The plant has been recognised globally as one of the most efficient manufacturing plants in Europe and a cornerstone of Nissans manufacturing worldwide. It is currently preparing for introduction of four new models over the next two years: production of electric vehicle LEAF will begin early 2013, then replacement for Note based on the INVITATION concept, a Qashqai replacement, and a new medium hatchback in 2014. Line 1 introduced a third shift in 2009 and Line 2 will follow suit in 2013, meaning the entire plant will be running as a 24-hour operation for the first time in its 26-year history.

During the visit, you will be taken on a comprehensive tour of this award-winning facility by a member of the Nissan team. You will be able to see first hand how the company has applied Lean and other continuous improvement practices.

Visit in 60 seconds / Awards

Culture and Philosphy … Kaizen … Five S … SOPs … TPM … Visual Management … Staff development and communication

Visit agenda

09:00 Arrival & Coffee
Welcome & Introductions
Nissan Background & Philosophy
Kaizen
Five S
Production Tour
Tour Review & Lunch
PLM (Nissan version of TPM)
Questions & Answers
16:15 Close

Vale

About the visit

The Vale Clydach Refinery located near Swansea in South Wales, is one of Europe’s largest nickel refineries, producing high purity nickel pellet and powder products for specialist applications such as high nickel alloys, batteries, nickel plating and automotive components. They supply over 280 customers in over 30 countries worldwide (Europe, Asia and USA). Their Continuous Improvement (CI) approach has been based around specific tools: Standard Work, 5S, TPM, OEE, QCO and Six Sigma.

Winner of the prestigious Shingo silver medallion in 2014.

Continuous Improvement Journey to Shingo Silver medallion win
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The site has been on a CI & Operational Excellence journey since 2008 and are proud of their achievements. Employees have been trained in CI tools such as problem solving and are encouraged to apply this learning in their work team. Key to their success has been engaging their employees to contribute improvement ideas and participate in their implementation. The visit will be an opportunity for them to share these experiences and what they have learnt along the way, through to being awarded the Shingo Silver medallion for Operational Excellence in January 2014.

Corporate Social Responsibility
_____________________________

The Clydach Refinery is justly proud of their environmental record. In 2014 99.9% of all waste has been diverted from landfill, with 77% re-used or recycled. With a 100 year history, it is important to us that we maintain good Community relations. This visit will focus on the improvements we have made and what we do to contribute and engage with our Community.

Visual Management – ‘Yellow Boards’
________________________________

Throughout Clydach Refinery, Continuous Improvement “Yellow Boards” are used to:

– Cascade Refinery strategy into meaningful activities for each work team.

– Track KPI’s and action plans.

– Action important issues, escalating items where appropriate.

– Enhance communication within team, and allow employees to provide feedback.

– Cascade expectations around the behaviours needed to sustain our CI culture.

– Recognise team success.

They will share the process with you and during a tour of the Refiner you will have the opportunity to see the Yellow Boards in practice

Visit in 60 seconds / Awards

Continuous Improvement … Shingo Winner … Lean Manufacturing … Standard Work … SMED … Six Sigma … Leadership … 5S … People Issues … Corporate Social Responsibility… Process Improvements … TPM

Visit agenda

09.45: Arrival & refreshments
10.00: Welcome & introductions
10.30: Overview of the Refinery and our CI Journey
11.15: Refreshment Break
11.30: Corporate Social responsibility
12.30:Lunch
13.15: Site Tour
14.45: Questions & Answers session
15.30: Close & Depart

Vale

About the visit

The Vale Clydach Refinery located near Swansea in South Wales, is one of Europe’s largest nickel refineries, producing high purity nickel pellet and powder products for specialist applications such as high nickel alloys, batteries, nickel plating and automotive components. They supply over 280 customers in over 30 countries worldwide (Europe, Asia and USA). Their Continuous Improvement (CI) approach has been based around specific tools: Standard Work, 5S, TPM, OEE, QCO and Six Sigma.

Winner of the prestigious Shingo silver medallion in 2014.

Continuous Improvement Journey to Shingo Silver medallion win
__________________________________________________

The site has been on a CI & Operational Excellence journey since 2008 and are proud of their achievements. Employees have been trained in CI tools such as problem solving and are encouraged to apply this learning in their work team. Key to their success has been engaging their employees to contribute improvement ideas and participate in their implementation. The visit will be an opportunity for them to share these experiences and what they have learnt along the way, through to being awarded the Shingo Silver medallion for Operational Excellence in January 2014.

Corporate Social Responsibility
_____________________________

The Clydach Refinery is justly proud of their environmental record. In 2014 99.9% of all waste has been diverted from landfill, with 77% re-used or recycled. With a 100 year history, it is important to us that we maintain good Community relations. This visit will focus on the improvements we have made and what we do to contribute and engage with our Community.

Visual Management – ‘Yellow Boards’
________________________________

Throughout Clydach Refinery, Continuous Improvement “Yellow Boards” are used to:

– Cascade Refinery strategy into meaningful activities for each work team.

– Track KPI’s and action plans.

– Action important issues, escalating items where appropriate.

– Enhance communication within team, and allow employees to provide feedback.

– Cascade expectations around the behaviours needed to sustain our CI culture.

– Recognise team success.

They will share the process with you and during a tour of the Refiner you will have the opportunity to see the Yellow Boards in practice

Visit in 60 seconds / Awards

Continuous Improvement … Shingo Winner … Lean Manufacturing … Standard Work … SMED … Six Sigma … Leadership … 5S … People Issues … Corporate Social Responsibility… Process Improvements … TPM

Visit agenda

09.45: Arrival & refreshments
10.00: Welcome & introductions
10.30: Overview of the Refinery and our CI Journey
11.15: Refreshment Break
11.30: Corporate Social responsibility
12.30:Lunch
13.15: Site Tour
14.45: Questions & Answers session
15.30: Close & Depart

Next Jump – VIRTUAL VISIT

About the visit

Next Jump was founded in 1994 making print coupon books for college campuses and eventually for corporate employees in partnership with HR departments of Fortune 1000 companies. WHAT we do as a company has evolved over the years, however we believe something much more important is WHY we exist.

Our big audacious goal is to make the world a better place by fundamentally changing the model for how companies are run. We discovered a universal formula in how company cultures should be built: Better Me + Better You = Better Us. The key ingredient to success is striking a balance and building a growing cycle of better me to better you. Our cultural investments are made to better our employees for the purpose of getting better, strong and smarter so that we can help others.

Our Perks at Work e-commerce platform serves over 70 million employees around the globe generating over $2 billion in sales in 2016.

Costs: FREE workshop

Delivered in partnership with the Lean Forum & S A Partners LLP

Visit in 60 seconds / Awards

Leadership … Culture … Training … Corporate Social Responsibility … Empowerment

Visit agenda

10:00: Arrival & Welcome
10:10:  Culture Tour
11:50:  Feedback & Questions
12:00: Close

Next Jump

About the visit

Next Jump was founded in 1994 making print coupon books for college campuses and eventually for corporate employees in partnership with HR departments of Fortune 1000 companies. WHAT we do as a company has evolved over the years, however we believe something much more important is WHY we exist.

Our big audacious goal is to make the world a better place by fundamentally changing the model for how companies are run. We discovered a universal formula in how company cultures should be built: Better Me + Better You = Better Us. The key ingredient to success is striking a balance and building a growing cycle of better me to better you. Our cultural investments are made to better our employees for the purpose of getting better, strong and smarter so that we can help others.

Our Perks at Work e-commerce platform serves over 70 million employees around the globe generating over $2 billion in sales in 2016.

Costs: FREE workshop

Delivered in partnership with the Lean Forum & S A Partners LLP

Visit in 60 seconds / Awards

Leadership … Culture … Training … Corporate Social Responsibility … Empowerment

Visit agenda

10:00: Arrival & Welcome
10:10:  Culture Tour
11:50:  Feedback & Questions
12:00: Close

Cummins

About the visit

Cummins is a world leader in the design and manufacture of engines and power generation equipment, including PowerCommand standby and prime power systems. The site also provides single-source warranty, planned maintenance, and round-the-clock emergency service 24 hours a day, seven days a week including back-up power rental through our network of distributors.

There are five operating segments:

– Engine
– Power Systems
– Components
– Distribution
– Electrified Power

At Daventry, the plant manufactures automotive engines used in heavy and medium trucks, bus and off highway vehicles. The site also manufactures light duty automotive. More recently the site has also begun manufacture of the power generation systems (Gensets) which are used in a variety of environments including rail, mining, oil and gas and commercial marine.

Manufacturing processes on site include: Machining of blocks, Assembly build, Sub-assembly, Paint, Final Test.

On the factory tour you will see clear evidence of:

– Continuous product flow (Moving Flow Line)
– Strong Visual Management
– Problem Solving Boards and CAPA Processes
– Five S / Shadow Boards
– Standard Work / SOP’s
– Suggestion scheme
– Planned Maintenance
– Kanban stock control
– Variable takt management

To Book
Email: info@onsiteinsights.org
Phone: +44 (0) 2392 468978

Costs
£345 + VAT per person
10% discount for bookings of 4 or more

Visit in 60 seconds / Awards

Lean Manufacturing … Continuous Improvement … Continuous Flow Line … Takt Time … Visual Management … Problem Solving Boards … Employee Engagement … Culture Change … Planned Maintenance … SOPs (Standard Work) … Suggestion Scheme … Kanban … Five S

Visit agenda

10.00: Arrival
10.15: Introductions
10.30: Facility Tour
11.00: Break
11.15: DFM / Prototyping & 3D Printing
12.30: Networking Lunch
13.30: Our Lean Journey
14.15: Break
14.30: Culture of Change / BIT / Shingo
15.30: Question & Answer
16.00: Depart

Cummins

About the visit

Cummins is a world leader in the design and manufacture of engines and power generation equipment, including PowerCommand standby and prime power systems. The site also provides single-source warranty, planned maintenance, and round-the-clock emergency service 24 hours a day, seven days a week including back-up power rental through our network of distributors.

There are five operating segments:

– Engine
– Power Systems
– Components
– Distribution
– Electrified Power

At Daventry, the plant manufactures automotive engines used in heavy and medium trucks, bus and off highway vehicles. The site also manufactures light duty automotive. More recently the site has also begun manufacture of the power generation systems (Gensets) which are used in a variety of environments including rail, mining, oil and gas and commercial marine.

Manufacturing processes on site include: Machining of blocks, Assembly build, Sub-assembly, Paint, Final Test.

On the factory tour you will see clear evidence of:

– Continuous product flow (Moving Flow Line)
– Strong Visual Management
– Problem Solving Boards and CAPA Processes
– Five S / Shadow Boards
– Standard Work / SOP’s
– Suggestion scheme
– Planned Maintenance
– Kanban stock control
– Variable takt management

To Book
Email: info@onsiteinsights.org
Phone: +44 (0) 2392 468978

Costs
£345 + VAT per person
10% discount for bookings of 4 or more

Visit in 60 seconds / Awards

Lean Manufacturing … Continuous Improvement … Continuous Flow Line … Takt Time … Visual Management … Problem Solving Boards … Employee Engagement … Culture Change … Planned Maintenance … SOPs (Standard Work) … Suggestion Scheme … Kanban … Five S

Visit agenda

10.00: Arrival
10.15: Introductions
10.30: Facility Tour
11.00: Break
11.15: DFM / Prototyping & 3D Printing
12.30: Networking Lunch
13.30: Our Lean Journey
14.15: Break
14.30: Culture of Change / BIT / Shingo
15.30: Question & Answer
16.00: Depart

BAE Systems

About the visit

BAE Systems in Rochester, Kent is home to the organisations Electronic Systems Division. This site has been designing, manufacturing and supporting aerospace and avionics products for more than 70 years. Electronic Systems spans the commercial and defence electronics markets with a broad portfolio of missioncritical electronic systems, including flight and engine controls, electronic warfare and night vision systems; surveillance and reconnaissance sensors; secure networked communications equipment, and power and energy management systems. Their customers include the US and UK Defence Forces as well as an increasingly broad spectrum of commercial clients both in the UK and around the world.

Lean Manufacturing
__________________

BAE’s lean transformation has embraced many of the lean six sigma concepts, tools and behaviours. On the visit they will share with visitors their journey which has enabled them to transform how they operate, reduce costs and waste.

Design for Manufacture (DFM) Prototyping & 3D Printing
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DFM and the use of 3D printing has allowed BAE Systems to reduce their New Product Development time down by 50%. This visit will provide an overview of the DFM process and also their approach to prototyping and 3D printing.

Culture of Change, BIT and the Shingo Journey
_________________________________________

Just over five years ago, the site recognise that for it to survive it needed to change its employees mindsets. This led to a focus on the culture and a commitment to innovation and best practice which has culminated in the application for the Shingo Prize — The Shingo Prize is generally accepted as the world’s leading award for Operational Excellence.

Visit in 60 seconds / Awards

Lean tools & techniques…World class manufacturing…DFM Prototyping…Supply chain management and integration…Company culture…3D Printing

Visit agenda

9.00: Arrival
9.15: Introductions
9.30: Facility Tour
11.13: DFx and Innovation
12.15: Networking Lunch
13.00: DFx/ Prototyping & 3D Printing
13.45: One Big Thing / Sustaining Lean
14.40: Culture of Change / BIT / Shingo
15.30: Question & Answer
16.00: Depart

Miliken

About the visit

Milliken European Airbag Products (MEAP) is a textile manufacturing location converting man made yarns into specialized fabric for use in the highly competitive automotive Airbag market.

By combining science with design and unique insights, Milliken tackles the issues and concerns of today. Every day their community of innovators is invigorated by the challenge of finding creative ways to enhance lives and make the world easier, safer, more sustainable and more beautiful.

World Class Manufacturing
______________________

MEAP will show you how they have addressed their manufacturing losses enabling them to drive their Overall Equipment Effectiveness to world class levels and beyond. They will demonstrate examples of both improvements to process technologies and also to associate activity through standard work.

Supply Chain Excellence
___________________

MEAP will showcase how the adoption of Lean thinking has enabled them to implement their unique visual time-phased kanban planning system. They will demonstrate the operational, performance and financial impacts this has achieved.

Continuous Improvement & Engagement
_________________________________

MEAP will showcase how throughout all aspects of the enterprise, including manufacturing and office functions, they continue to improve their effectiveness through the application of lean techniques. They will demonstrate visualised performance tracking, office based standard work, risk management, lean stores implementation all through the engagement of their associates.

Visit in 60 seconds / Awards

World Class Manufacturing…Standard work…Supply Chain Excellence…Kanban Overall Equipment Effectiveness……Lean Office…Risk Management… Staff Engagement…Continuous Improvement & Engagement

Visit agenda

09:45: Arrival & Refreshments
10:00: Welcome & Introductions
10:30: Milliken & MEAP Story
11:00: World Class Manufacturing, Factory Based
12:00: Lunch & Networking
13:00: Supply Chain Excellence, Factory Based
14:00: Refreshment Break
14:15: Continuous Improvement & Engagement, Factory Based
15:15: Question & Answer Session
16:00: Close & Depart

Miliken

About the visit

Milliken European Airbag Products (MEAP) is a textile manufacturing location converting man made yarns into specialized fabric for use in the highly competitive automotive Airbag market.

By combining science with design and unique insights, Milliken tackles the issues and concerns of today. Every day their community of innovators is invigorated by the challenge of finding creative ways to enhance lives and make the world easier, safer, more sustainable and more beautiful.

World Class Manufacturing
______________________

MEAP will show you how they have addressed their manufacturing losses enabling them to drive their Overall Equipment Effectiveness to world class levels and beyond. They will demonstrate examples of both improvements to process technologies and also to associate activity through standard work.

Supply Chain Excellence
___________________

MEAP will showcase how the adoption of Lean thinking has enabled them to implement their unique visual time-phased kanban planning system. They will demonstrate the operational, performance and financial impacts this has achieved.

Continuous Improvement & Engagement
_________________________________

MEAP will showcase how throughout all aspects of the enterprise, including manufacturing and office functions, they continue to improve their effectiveness through the application of lean techniques. They will demonstrate visualised performance tracking, office based standard work, risk management, lean stores implementation all through the engagement of their associates.

Visit in 60 seconds / Awards

World Class Manufacturing…Standard work…Supply Chain Excellence…Kanban Overall Equipment Effectiveness……Lean Office…Risk Management… Staff Engagement…Continuous Improvement & Engagement

Visit agenda

09:45: Arrival & Refreshments
10:00: Welcome & Introductions
10:30: Milliken & MEAP Story
11:00: World Class Manufacturing, Factory Based
12:00: Lunch & Networking
13:00: Supply Chain Excellence, Factory Based
14:00: Refreshment Break
14:15: Continuous Improvement & Engagement, Factory Based
15:15: Question & Answer Session
16:00: Close & Depart

Miliken

About the visit

Milliken European Airbag Products (MEAP) is a textile manufacturing location converting man made yarns into specialized fabric for use in the highly competitive automotive Airbag market.

By combining science with design and unique insights, Milliken tackles the issues and concerns of today. Every day their community of innovators is invigorated by the challenge of finding creative ways to enhance lives and make the world easier, safer, more sustainable and more beautiful.

World Class Manufacturing
______________________

MEAP will show you how they have addressed their manufacturing losses enabling them to drive their Overall Equipment Effectiveness to world class levels and beyond. They will demonstrate examples of both improvements to process technologies and also to associate activity through standard work.

Supply Chain Excellence
___________________

MEAP will showcase how the adoption of Lean thinking has enabled them to implement their unique visual time-phased kanban planning system. They will demonstrate the operational, performance and financial impacts this has achieved.

Continuous Improvement & Engagement
_________________________________

MEAP will showcase how throughout all aspects of the enterprise, including manufacturing and office functions, they continue to improve their effectiveness through the application of lean techniques. They will demonstrate visualised performance tracking, office based standard work, risk management, lean stores implementation all through the engagement of their associates.

Visit in 60 seconds / Awards

World Class Manufacturing…Standard work…Supply Chain Excellence…Kanban Overall Equipment Effectiveness……Lean Office…Risk Management… Staff Engagement…Continuous Improvement & Engagement

Visit agenda

09:45: Arrival & Refreshments
10:00: Welcome & Introductions
10:30: Milliken & MEAP Story
11:00: World Class Manufacturing, Factory Based
12:00: Lunch & Networking
13:00: Supply Chain Excellence, Factory Based
14:00: Refreshment Break
14:15: Continuous Improvement & Engagement, Factory Based
15:15: Question & Answer Session
16:00: Close & Depart