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A Business Improvement Journey
Paul H. Houston – WB Alloy Welding Products
Introduction
• WB Alloys: A business improvement journey .
• Case Study: Innovation and process efficiencies
• Summary: Key messages and questions
WB Alloys: Overview
Who are We?• Formed in the UK in 1972• Originally a Distribution
Organisation• Now a Global Welding & Cutting
Solutions Provider (UK, EU, USA, UAE & Australia)
• Welding & Cutting Products Designed & Manufactured In-House (UK, UAE & Italy)
• Site Service – Welding Engineering/Gas Equipment Testing
Key Facts:• Welding Group Turnover £14M• Warehouse Facilities 150K ft sq• Group Employees 32• Average Stockholding £3-4M
Where we want to be?• No 1 Welding & Cutting Solutions
Provider in the UK• Recognised Global Welding &
Cutting Solutions Provider .• Employer of Choice
WB Alloys SC21 Timeline
‘We thought Lean and 5S were for the ‘big boys’, that it was another way for driving costs down’
A recognition we could improve our business
Business processes and systems were not linked
Limited ERP System………not linked
There was poor communication throughout the business
A core of good people but all working too hard
WB Alloys SC21 Timeline
‘We began to appreciate what Lean meant and we were looking for a vehicle to develop and sustain the progress we were making ’
Found the vehicle to support organisation wide change
Invited by Babcock to SC21 cluster event
Engaged with program in Sept 2010 with the support of SMAS
Subsequently, implemented a change program based on SC21
Employee Communication and Engagement
Employee Engagement and Satisfaction
End
Complete formal Appraisal Program by November annually.
Document completed Appraisals in Employee Appraisal Tracker 20xx-20yy
Review effectiveness of Appraisal Process at annual Quality Management System (QMS) Review– refer to QMS 5.6.2 and at Quarterly Management Reviews – refer to QMS 5.6.1
Document completed informal Appraisals in Employee Appraisal Tracker 20xx-20yy
Complete all ‘informal’ Appraisals by October annually
Start
Formal Appraisal process is directly linked to the end of the annual Strategy development program. This is so that we can link the individual personal objectives to the strategies. This in turn builds awareness, understanding and ownership of contribution throughout the business
Informal Appraisal process runs alongside the formal providing regular (approx monthly) opportunities for feedback.
Best practice Appraisal Process
Skills Matrix
0 10 20 30 40 50 60
Leadership
Strategy
People
Partnership & Resources
Processes
Customer Results
People Results
Society Results
Key Results
Target 2014
April 2012
Bronze Award Business Excellence Score
Criteria
April 2012 Target 2014
Leadership 35 45
Strategy 29 40
People 16 45
Partnership & Resources 45 60
Processes 27 40
Customer Results 11 30
People Results 4 40
Society Results 4 25
Key Results 19 34
Excellence score 206 392
WB Alloys SC21 Program Timeline
Revitalising our operational areas through continuous
improvement
Before
Revitalising our operational areas through continuous improvement
After
“we have all become more involved in how all the departments work together, we were given a free reign to re-organise the stores and our working environment with the
management support”Andrew Murray Storeman, WB Alloys
WB Alloys SC21 Program Timeline continued
“This is a significant achievement for your company and staff”’
Fergus Ewing, MSP for Energy, Enterprise & Tourism
Bronze Award achieved September 2012
WB Alloys SC21 Program Timeline continued
“We all are working as a team and look forward to coming to our work”Gary MacRae Internal Sales, WB Alloys
Our business is stronger
Better communicators
Employees are empowered
Increased process efficiency
More productive working relationships with our customers
A platform for continuous improvement
Carried out RMM with key customers
WB Alloys SC21 Program Timeline continued
Our Vison / Our Mission
All employees were fully engaged in building our Vision, Mission and company values statements
There is a great sense of pride across the team in being able to say ‘this is us ‘.
‘If SC21 goes tomorrow – we will still continue our journey towards Lean and best practice’
Paul Houston Managing Director, WB alloys
Continue to implement our improvement plan (CSIP)
Aiming for SC21 Silver recognition by end 2015
Continue to develop our people
Expand our RMM’s with our customer and supplier base
Re-invest our profits to further develop our product range
WB Alloys SC21 Program... the future.
Case Study: The Project
QEC Aircraft Carrier assembly in Rosyth
The largest ship ever built for the Royal Navy
65,000 tonnes displacement
2nd ship build also underway
Case Study: The Problem
Millions of man hours required for the build
Small process improvements can save significant amounts
Need to work with the supply chain to deliver innovation and save the defence industry money
Collaborative working relationships are paramount to project success
Case Study: The Solution
Changed traditional weld
preparation from single “V” to square edge
Innovation
Changed from flux cored wires to
automated sub arc wires +
fluxes
Flux Core
Cored Sub Arc wires gave
highest productivity +
used high efficiency flux
Sub Arc
Case Study: The Benefits
“A relationship built on collaboration and trust has delivered innovative and cost effective solutions that has saved the QEC Project a significant sum on 3.2 kilometres of welding”
Welding productivity up 43%
Preparation time down 22%
Welding man hours down 22%
Key Messages
1. WB Alloys have a better business as a result of implementing SC21 principles
2. Babcock has realised benefits for its customers in the defence industry and other markets
3. Overall there is increased collaboration and trust, leading to a more effective and sustainable working relationship
Thank YouAny Questions?
Mark Gilmour
Babcock (Rosyth)
Paul Houston
WB Alloy Welding Products Ltd
Colin Allan
Scottish Enterprise
Robert Cowan
Scottish Enterprise
