Management School Welcome to The Agility & Supply Chain Centre at The University of Liverpool This presentation aims to show you how we assist small companies to grow. The presentation is structured thus: (1) Introduction – what we do and how we do it (2) Example of agility applied – Richardson’s Healthcare (3) Example intervention tools (operations) (4) Case studies in operations interventions (5) PART 2. Strategic Marketing and product development (6) Example intervention tools (strategic marketing) (7) How to contact us

Agility & Supply Chain Centre Remit With Objective One funding, the focus initially lay with developing a framework for agility implementation Over 80’s SME’s have been assisted to grow their business using agility tools The centre has also been involved in disseminating best practice to SME’s The centre is nationally recognised for it’s KTP programmes with industry Reduce Operating Costs Reduce Operating Costs Create New Markets Create New Markets Increase Capacity Increase Capacity The Agility Centre was founded in the year The Centre builds on the group’s expertise in agile and responsive manufacturing. Expertise in supply chain and logistics have been added over the years

The logic of the stepwise approach Robust Responsive Proactive Once operations are efficient, the remit is then to seek new opportunities for growth FOCUS Improve production capabilities FOCUS Improve marketing capabilities First priority is to reduce operating costs and improve efficiencies Phase 1 Phase 2

Initial assessment to implementation Company Awareness of Agility Company Awareness of Agility Monitor Review & Continuously Improve Monitor Review & Continuously Improve Implementation Agility Tools & Techniques Implementation Agility Tools & Techniques Company Review & Assessment Company Review & Assessment Awareness of agility BEA audit and report Mini and in-depth projects Potential DTI support via KTP’s Level of intervention

The BEA audit

Example BEA tool

Example: Richardson’s Healthcare Richardson’s Healthcare undertook a BEA audit to understand issues to be addressed. Following the audit, a number of operations issues were prioritised for improvement The company was impressed with the audit results and so decided to go ahead with a two-year KTP Programme Within the first 6 months an improvement in productivity of 46% was achieved (see below) The Associate won a “Business Leader of Tomorrow” award from the DTI Summary operations results: Improved productivity by 46%+ Increase in capacity by 50% Reduction in lead-time by 14 days Reduction in material wastage by 11%+ Reduction of rejects and returns by 8%+ Reduction in absenteeism by 18%

Example intervention tools: 7 Wastes

Example intervention tools: The 5S method Sort Set in Order Shine Standardise Sustain

Example intervention tools: Mass Customisation Feature Examples: 1.Wavey Slide 2.Straight Slide 3.Platform 4.‘A’ Frame Gym 5.‘A’ Frame Compacts 6.Glider 7.Basket Ball Hoops Findings. Main reason for low scores largely due to fact that this family range uses 56 tube sizes (diameters, wall thicknesses and cut lengths) and material types Rn = ‘feature similarity coefficient’ Rc = ‘feature cost similarity Rv = ‘product volume similarity coefficient’

Example intervention tools: Skills Matrix The ‘Complexity of Task’ criteria has three levels e.g. The competency of the person is determined by three criteria: LOW complexity HIGH complexity MEDIUM complexity Novice Expert Competent Example: John’s CNC Machining Skill Job Complexity X Skill Rating = Medium Complexity (2) X Competent (2) = 4

Workforce Utilisation Skills Matrix Knowledge Base

Example intervention tools: Process Mapping To remain competitive in today’s environment, companies need to be able to guarantee that the products and services they deliver are of high quality. The most widely used and most respected international standard of quality is the ISO Process Mapping is the preferred method for documenting procedures and work instructions because flowcharts are easy and fast to create. Once created, a flowchart provides a clear roadmap for employees to understand as well as satisfy the quality goals of the organisation. EnquiryOrderDesign ManufactureDispatch Purchasing Management & Operation ProceduresPlanning

Process mapping as a necessary first-step The Activity The Process The Additions The Assessment & Refinement Visibility in terms of: Management Control Process Flow Information Flow Management Procedures Roles & Responsibilities Non-Value Added Activities

This leads on to Value Stream Mapping Value Added Time & Production Lead Time Process Characteristics Cycle Time Change Over Time Uptime Downtime Scrap Rate Quantities Inventory

Open Access Secured For ultimate visibility/control there is E-QMS Public Drive on the server e.g. E: Quality/QMS Web version HTML PDF versions and uncontrollable docs Web version HTML PDF versions and uncontrollable docs Secured part of the server e.g. user Iain C:Quality/QMS Master Copy Visio Version including Master PDFs Documents and Templates Html Process maps/QMS Qualityadministrator

Growing the business – PART TWO Robust Responsive Proactive Seek new opportunities for growth FOCUS Improve production capabilities FOCUS Improve marketing capabilities The first series of intervention tasks focus on reducing operating costs and improve efficiencies. This is “phase one” Phase two involves growing the business directly through strategic marketing and new product development Phase one Phase two

Example intervention: new product development Hot Water Cold Water Saved cold water Thermal valve Saved cold water Header tank Hot water tank Cold mains

Example intervention: sales campaign

Example intervention: develop/refining brand image

Agility and Supply Chain Centre contact details We hope you enjoyed the presentation. Our contact details are as follows:- AGILITY & SUPPLY CHAIN CENTRE Jenny Poolton (Marketing Manager) Telephone /3642 Fax: University of Liverpool Management School Room FE13, The Chatham Building, PO Box 147, Liverpool L69 7ZH Reduce Operating Costs Reduce Operating Costs Create New Markets Create New Markets Increase Capacity Increase Capacity