1. Case Study
This case is about a family-owned garden centre/retailer and reflects upon how the business has continuously improved using lean approaches – from to 2015

2. Background to the Business
The Old Railway Line Garden Centre was established by Mark and Christina Cleary in 1990 on the site of the old Brecon to Hereford Branch of the Midland Railway. Their daughter Katie Eckley is the Manager. The garden centre has continually grown since it was first established and has now become one of the UK's premier destination garden centres.
Adjacent to the existing garden centre, in September 2012 a new purpose- built retail facility opened housing a gift area, floristry counter, farm shop, till area, reception desk and offices, as well as a 150 cover restaurant.

3. Recognition and Awards
Coinciding with these improvements and extensions to the offering and customer experience, the garden centre has been consistently recognised for excellence:
Best Garden Centre in Wales & the West 2012, 2013 & 2014 by the Garden Centre Association
Garden Retailer of the Year 2014 & 2015 by DIY Weekly
Best Plant Retailer of the Year in Wales & the West 2014 & 2015 awarded by The Sun newspaper
The Greatest Garden Centre Team for by The Greatest Awards

4. Changes & Benefits (2012 to 2015)
Data from Suppliers – input into EPOS:
Improved both information flow and physical flow of products throughout end to end process
Improved inventory management, including contingent back up stocks of e.g. bedding plants
‘Pareto’ and RRS applied to product range.
Layout:
Improved product flow, reduced transportation and movement (and potential damage to plants)
Improved communication and visual management
Optimised capacity and space by using modular display benches and ‘hot spots’ - grouping plants in ‘themed ranges’ rather than alphabetically
Receipt area now under cover to protect plants and reduce damage in bad weather
Office now on site – improved ‘back office’ operations
Reduced water consumption by using trained personnel and manual hose pipes rather than a ‘watering system’
Improved customer experience.

5. Horticultural Supply Chains - Plants
Lean Thinking:
Source Plants from Suppliers
Maintain & Display Plants
Sell Plants
Product information (Barcode, price etc) received early from suppliers – uploaded into EPOS
Danish trolleys used from supplier, through receipt to display.
Customer Value = Quality, Cost, Delivery
Right First Time Quality = Weeded & top dressed; Pre-labelled & priced to aid receipt, display, sale, inventory management, re-order and analysis processes via EPOS*.
Optimised & flexible use of layout - modular areas – ‘Hot Spots’ for ‘Runners’ e.g. impulse buys such as seasonal bedding plants. Quick changeovers
Fixed areas – themed benches - for ‘Repeaters’ e.g. Wildlife, Scented. Displayed in Cells – rather than A – Z.
Strangers – large specimen trees
5S & Visual management. Fed & watered by hand – more economical.
Efficient stock-turn and product freshness KPIs – ‘no plant celebrates it’s birthday’.
(*EPOS = Electronic Point of Sale)

6. Horticultural Supply Chains - Plants
Source ‘Plugs’ from Suppliers
Grow and Maintain Plants
Supply Chain 2:
Lean Thinking:
Make up Planters/Baskets
Sell
Product information received from suppliers
Customer Value = Quality, Cost, Delivery.
Right First Time Quality.
Optimised & flexible nursery space.
5S & Visual management. Fed & watered by hand – more economical.
Add value for the customer and business
Efficient stock-turn and product freshness KPIs.

7. Horticultural Supply Chains – Cut Flowers
Lean Thinking:
Source from Suppliers
Maintain & Display
Arrange, Gift Wrap & Sell
Customer Value = Perfect Quality
Remove leaves, cut stems, display, water
Value add
Efficient stock-turn, freshness and high quality standards
(*EPOS = Electronic Point of Sale)

8. Thanks to Katie Eckley for her time in hosting a visit to the Old Railway Line Garden Centre.
You can learn more about the garden centre at:
Contact the team at: