Benchmarking - Survival Skills Require World Class Standards
01 Dec 2006
On 7 February 2007, a lively discussion is expected to take place at the Southern Manufacturing Show during an open forum on the pros and cons of procuring, or manufacturing, abroad. The session will be underpinned by the assertion that the survival of British manufacturing companies (large and small) depends on them achieving ‘world class’ performance. “To do this they should be benchmarking themselves against nothing less than best in class or international competition”, says forum host John Grieves of Continuous Improvement Services (CIS).
This CIS discussion is just one of the topical issues to be addressed during the ever-popular Technical Seminars at the Southern Manufacturing Show, 7 & 8 February 2007, Thorpe Park, Surrey. Like the Show itself, the seminar programme is aimed squarely at delivering tangible benefits to engineering and industrial SMEs in the region. Seminars are free to attend for visitors and exhibitors alike.
John Grieves has seen what world class factories and world class organisations look, feel (and smell) like, having worked all over the world with multi-national companies, SME’s, and Gold Standard manufacturing consultants (mainly Japanese).
John says: “The best companies in the world all started from organised chaos – it just took them a little while to look in the mirror and act upon the reflection. It takes hard work and effort over a period of time to achieve a unique blend of efficient machines, effective, well trained workers, slick processes and great quality materials all blended together at all times to produce superb goods that delight the customer and consumer.”
To be a player on the global stage of manufacturing is about being as competitive as you can be whether a multi-national company or a three person outfit making iron gates. It’s about offering reliable, value adding products locally, perhaps nationally and possibly internationally, manufactured in an efficient and reliable manner by a flexible workforce led by inspirational leaders.
John urges that the hard work should start immediately: “We need a clear vision of where we want our organisations to be in one, three and ten years time. We need to be measuring and collecting data about our processes, our performance and our customer satisfaction. We need to assess our own performance in: Productivity; Quality; Cost base; Delivery efficiency; Safety and Environmental impact; and Innovation potential. We even need to measure the morale and culture of our workforce! We need to do it and we need to do it now! JDI!”
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