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Case Studies | Research | Useful Links
Food Factory
Background
- Based in Midlands
- Aging can lines
- Modern pouch facility
- Part of European network in large global organisation
- 300+ employees
Problem
- Poor productivity
- High levels of agency staff and overtime
- Inflexible practices and employees
- High levels of stockholding
Outcome
- Revised maintenance schedules to guarantee plant reliability
- Restructured teams/skills to reflect true work content
- 18 % productivity uplift overall
- Reduced stockholding
- Need for agency workers virtually eliminated
- Significant labour cost savings
- Secured back to back operating arrangements with key suppliers to support demand responsive operations
Confectionery Factory
Background
- Chocolate factory in Middle East
- Part of global food company
- Highly skilled, educated workforce supported by large non-skilled labour pool
- Producing chocolate for entire region
Problem
- Seasonal business
- Excessive hours worked by individuals, average 2360 per year
- Although many are highly skilled, shift pattern structures have significant impact on availability to run lines
- Multi cultural workforce means different cultural and religious holidays and ways of working followed e.g. Ramadan
Outcome
- Rearrangement of team structures with variable numbers to reflect true demand
- Seasonality matched by new work time modules
- Work attendance reflected cultural differences
Snack Food Manufacturer
Background
- Based in Yorkshire
- Majority of workforce live local to factory
- Considering investment in new line
Problem
- 5 day working, 6th day through overtime
- Flexibility not guaranteed
- High absence levels
Outcome
- 7 day working in peak, and 4 day working in trough
- Work teams restructured to take account of home locations
- New line not needed
- Production more in line with demand
- 11% labour cost reduction
- 43% reduced cost of stockholding
Chilled Fish Factory
Background
- Based in Humberside
- Part of major food group
Problem
- Requirement for 7 day working, currently 5 days with voluntary overtime at weekends
- Lead times too long
- Service levels = survival
- Pre making
- Difference between shifts, e.g. early shift leaving early, late shift working overtime
- Temporaries to meet peaks
Outcome
- Full time / part time mix
- No temporaries with staffing to match demand through annualised hours
- Improved quality
- No pre making
- No stock loss
- 8% reduction in unit labour cost
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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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