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Case Studies | Research | Useful Links
Irish Biscuits
Background
- Part of Jacob’s Group
- Major biscuit producer in Dublin
- Large established site
- Rising competition
Problem
- Workforce with high overtime culture
- Complex number of shift patterns
- Demarcation issues due to overtime culture
- Seasonality issues causing :
- High stocks at low season
- High overtime at high season
Outcome
- Factory organised into key skill groups –Mixing, Baking, Wrapping, Processing, Packing
- Each group treated as a unique roster
- Movement into higher skilled jobs based on :
- Aptitude
- Skill base
- Experience
- Shift patterns defined seasonally and flexibly through annual hours
- Overall Productivity improved by 13 %
- Absenteeism reduced by 10 %
- Higher guaranteed pay
- Improved leisure time
- Training and development opportunities
- Introduced continuous improvement culture
Kettle Foods
Background
- Luxury snack food manufacturer
- Successful business with 30% year on year growth
- Single site factory based in Norwich
Problem
- Excessive overtime
- Overmanned
- Long history of failed productivity incentives
- High waste
- Frequently asking customers to de-list due to lack of capacity
Outcome
- Working fewer hours
- Overtime eliminated
- Improved lead times
- Output per person doubled
- Average earnings increased by 35% over 3 years
- Turnover and sickness levels both halved
- Used annualised hours as a vehicle to achieve change
- Changed reward structures to link to skill, attitude, company performance
Bakery
Background
- Based in Midlands
- Invested in new lines
- Revamping existing lines to open up new markets
Problem
- Excessive hours worked leading to problems with working time regulations
- Difficulty in attracting good quality staff
- Inefficient working practices
- Poorly planned maintenance
Outcome
- Planned work time to match seasonal demand
- Hours reduced to fit working time regulations
- Project targets met
Chilled Food Factory
Background
- Based in North West
- 145 weekly paid employees, around 75% of total
- Unionised site
Problem
- Limited skill levels across the site
- High overtime costs
- Complicated shift patterns
- Poor communication at all levels
Outcome
- Introduction of annualised hours system of working
- Introduced NVQs to enhance skill levels
- Simpler shift patterns with holidays rostered
- Reserve hours to cover absence
- Improved flexibility
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Case Studies | Research | Useful Links |
"The gains not only drew in our costs but substantially improved our flexibility to respond in a fiercely competitive market"
Managing Director, Dawson International Subsidiary Company
"Our Plan 2000 was designed to position Guinness in Dublin as a world class operation. Annual Hours was a central plank of our overall strategy, and Pasfield Curran consultants were able to assist us with their expertise in this area, allied to a wide knowledge and experience of the overall organisational factors involved in a major change programme"
Matthew Murphy, General Manager, Guinness
“With the help of Pasfield Curran we now have a truly flexible workforce which genuinely reacts to daily workload fluctuations to meet customer needs. We now achieve 99.9% service level everyday at no extra cost”
Michelle Cook, Operations Manager, Boots the Chemist
“Operating in an international market where customers must be satisfied immediately otherwise competition will step in, means we must constantly search for new ways of working. Matching workstyle with lifestyle is the key to success. In partnership with our staff and help from Pasfield Curran we moved from 5 days a week to 7 day working”
Kevin Riddett, Operations Manager, Motorola
“Prior to the project we thought we were quite good communicators but the work we did with Pasfield Curran led us to a higher plane”
Tony McGrath, General Manager, Rhodia
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