manufacturing consultants

• Embracing Interim Leadership in the Global Manufacturing Sector

  Many businesses often find themselves at a crossroads, facing unprecedented challenges that threaten their existence and require immediate attention. When internal efforts fall short, it becomes imperative to seek external expertise, and quickly. This is where interim leadership steps in, offering a lifeline to companies in distress.

  In this blog we explore the unique aspects of interim leadership and why it is a strategic choice for manufacturing companies worldwide.

  Recognising the Need for Change

  Manufacturing companies experiencing distress must firstly acknowledge their problem at the most senior level. Whilst this may seem simple, it is by far the biggest challenge. Ego’s aside, everyone must accept that their current strategies are falling short and that they need to be open to embracing change.

  This openness is a critical component for successful transformation. Without the full commitment of everyone in the organisation, from the shop floor to senior management, any attempt at change is far harder and will take longer, a luxury these organisations do not have. Typically, these companies have exhausted various internal solutions and have come to the realisation that they need an external perspective to get the desired results – quickly.

  Our Role as Interim Leaders 

  Interim leaders bring a fresh, unbiased perspective, untainted by internal politics or agendas. We are professionals with extensive external knowledge and experience working with senior level executives in the manufacturing sector. Unlike turnaround specialists who operate from the sidelines, we step into C-level executive roles, gaining comprehensive access to the entire organisation. This deep integration allows us to make informed decisions and implement changes swiftly and effectively. 

  One of our key strengths is our ability to view the bigger picture. We encourage company leaders to put aside their egos and prioritise what is best for the company. This sometimes involves making difficult sensitive decisions that internal managers might avoid. Our motivation is purely centred on the outcome our clients have asked for. Unlike internal managers, we are not driven by personal gain but by the results we deliver.  

  Openness, Transparency, and Trust 

  The cornerstone of successful interim leadership is having a culture of openness, transparency, and a willingness to change. We work hard to build trust within the organisation, which is essential for driving meaningful change. Our objective viewpoint allows us to critically assess existing processes and challenge the status quo, “we’ve always done it that way,” are critically examined to identify inefficiencies and areas for improvement. 

  Decisions with Courage 

  Interim leaders have the bravery and courage to make tough decisions. Often, these decisions involve significant changes that may be met with resistance. However, our external perspective and experience equip us to handle these challenges effectively. This decisiveness is crucial for companies in distress, where hesitation can lead to further decline. 

  Collaborative Approach  

  Manufacturing companies depend heavily on their supply chains. Frequently, we work with a client’s suppliers who may be experiencing difficulties. By stabilising the supply chain, we help ensure the continued operation of all the businesses involved. 

  Investing in Expertise 

  A common concern among companies considering interim leadership is the cost, especially when a business is already in financial difficulty. However, the return on investment is significant. We are experts in our field, chosen by many for our ability to deliver results quickly. Our expertise can turn around a company’s future success. Embracing interim leadership is a bold step, but it can lead to remarkable turnarounds and long term success. As consultants in the manufacturing sector, we pride ourselves on being the catalyst for transformation, guiding your company through its most challenging times and to emerge stronger. 

  Transitioning to Permanent Leadership  

  A crucial aspect of interim leadership involves identifying, coaching and mentoring the right candidate to permanently fill the position once the interim leader has gone. This process helps eliminate the need for ongoing external interim support and cost, making it an integral part of the overall interim leadership solution. 

• A New Chapter for IMIG: Why We Rebranded

  You’ve probably noticed we’ve recently unveiled a new brand identity and website. But what’s driving this change? In this article, IMIG CEO, Alun Tribe, shares the vision behind the rebrand and what the future holds for IMIG.

  Alun’s vision and ambition

  Alun Tribe always aspired to build a large consultancy but knew that true growth required partnerships. So, in January 2020 his business, Atlas Clever Consulting, bought into the IMIG brand, and IMIG UK was born, a move driven by the desire to leverage the economies of scale and reputation of a bigger brand. When the previous owner decided to step back, Alun saw an opportunity to take on a more significant role within the organisation.

  A period of change

  In January 2023, IMIG UK became the major shareholder and the head quarter of the entire group, and Alun was appointed CEO. That year was focused on stabilising and solidifying our internal best practices. We launched an initiative called “Sign Ourselves as a Client,” where we critically assessed our business as if we were our own client – no holds barred. Everyone in the company was tasked to run an assessment of our own performance.

  The exercise proved invaluable, leading to consistent standards across all operations globally and identifying areas for improvement and growth opportunities. Beyond systems and processes, it gave us the perfect platform to ensure we were creating a supportive environment that our employees are proud to be part of.

  This project also highlighted the need to prepare for the retirement of key people in the US, China, Germany, and Japan. It gave us the chance to build the team before that knowledge left the business. Germany, being the founding location and a crucial hub for the automotive industry in Europe, needed careful attention. We appointed a new, Germany-based general manager ensuring IMIG’s legacy here continues to thrive and grow.

  Creating lasting partnerships

  Partnerships have always been at the heart of our business; it is one of our company values. Everyone in the company is seen as a partner, when you work with, or visit clients, you’re not there as a consultant, you’re there as a partner. It is the legacy each person in IMIG leaves behind, not just the work they do day-to-day that creates impact, helping us be known and trusted on a global scale. Our vision goes beyond short-term goals; it’s about ensuring long-term success and trustworthiness.

  A visual identity to match the customer experience.

  In June 2024, a share buyback meant that Atlas Clever became the sole shareholder and owner of IMIG worldwide, meaning we took full control of our brand and online reputation. Soon after our new website and rebrand was launched, with fantastic feedback from our clients and our internal team.

  While our customer experience was solid, our messaging in the marketplace was unclear. Our old website had become cluttered with over 150 pages of content, making it difficult for a potential client to understand who we are and what we do. Our face-to-face interactions were strong, and our online presence needed to reflect that same strength.

  The same thought was given to the company logo and branding. During a visit to IMIG Japan and its customers, the power of brand identity really stood out through the culture.  “It was on an evening walk looking across Tokyo, the branding of every corporate HQ was illuminated, and I realised we needed our own”.  Our new logo reflects the partnership we aim for with two people forming the “I”.  The letter I is also important for us because IMIG stands for International Management and Innovation Group, and we are proud of our global presence and our focus on always trying to innovate.

  The future of IMIG

  Looking ahead, Alun envisions significant growth for IMIG over the next decade. While we aim to expand, our focus firmly remains on maintaining the quality of our client and partnership experiences. We see potential for growth through organic expansion, acquisitions, and advancements in the digital environment, particularly with IMIG AI. However, our growth is not just about becoming bigger; it’s about ensuring that our clients benefit from our services.

  The “Net Benefit” pledge

  Central to our vision is a collective commitment to the “net benefit” calculation. This measures the financial benefits IMIG delivers to clients, minus the cost of us delivering it. We believe the client needs to see the benefit for them too.

  In fact, such is the commitment to delivering tangible, measurable benefit for our clients, it has become the number one KPI within the company. Each consultant, project and location must manage their net benefit. The reason for this is twofold; evidence we are making the client happy because they’ve received a net benefit; but crucially, it also allows our client to demonstrate internally that they made a great, beneficial business decision.

  You’ll notice the net benefit calculation is placed boldly on the website homepage, prompting the question, “Are we serving our customers well?” Alun proudly states, “We have a goal of delivering $1 billion net benefit by 2033, and in 2023, we helped our clients gain $86,320,156. So yes, we are on track.”

  Ultimately, our rebrand was about streamlining our message and ensuring a consistent customer experience worldwide. We’re excited about this new chapter and confident that this refreshed identity better reflects who we are and where we’re headed.

  If we can help support your manufacturing business, you can reach out to us here.

• IMIG Supplier Assessments make your company fit for the future

  Lean processes and management systems should inspire the sustainability and productivity of your company in the long term. IMIG supports your company in this lean transformation. The starting point of this continuous improvement is a 3-day assessment, which is specifically tailored to your needs. At the end of the assessment, an evaluation of the current performance status, the causes of the problems and an implementation plan for your company are provided.

  THE CHANGE PROCESS IS INITIATED

  Not only production is subjected to the change process, but all areas of your company! In the assessment, a comprehensive picture of process, organization and leadership is described. “We have the task to support your processes, your organization and your leadership with special knowledge in the direction of best practice” says the expert team of IMIG.

  In the first step, the goal of the assessments is to provide a clear picture of the current situation of the company for the respective topic category (see Figure 1). To this end, we conduct interviews and small workshops with your employees, obtain data and compare it with best practice criteria. In addition, a simplified value stream analysis is carried out in cooperation with you, which includes the visual representation of the flow of goods and information from the supplier to your customer.

  After this recording phase, we get to the bottom of the current problems and causes. These can vary greatly depending on the company and industry. Here, we conduct more in-depth interviews with the departments and persons concerned or analyze further data.

  Based on the results of the as-is analysis, potential for improvement is derived and recorded in an implementation plan. We differentiate between quick wins, medium-term measures and long-term measures. At the end of the third day, we present our implementation proposal to management in a final report. This usually results in concrete implementation projects (so-called lighthouse projects), in which we are happy to provide you with active support!

  Ideally, IMIG experts accompany the companies during the implementation of measures and contribute to process stabilization. We also want to support the companies with innovative ideas and systems. Currently, supplier assessments at a large OEM are running very successfully, as is the training of their employees in so-called train-the-trainer courses. In the first lighthouse projects, very good results have been achieved in terms of productivity, quality and lead times.

  CONCLUSION

  The IMIG Supplier Assessment is therefore much more than just an ordinary audit but it is the starting point for initiating a change process into a new corporate and leadership culture!

  
  Albrecht Alender
  Senior Consultant I IMIG Germany

  For further information please contact us either by mail: [email protected]

   

• Smart manufacturing is best served as a layer cake designed to maximise cultural change

  Culture change is the magic ingredient in maximising the fourth industrial revolution.

  First, some context for the uninitiated.

  The first industrial revolution came with the advent of mechanisation, steam power and water power. This was followed by the second industrial revolution, which revolved around mass production and assembly lines using electricity. The third industrial revolution came with electronics, I.T. systems and automation.

  Now we are at the genesis of the Fourth Industrial Revolution that you may have heard referred to as Industry 4.0, I4.0 or Smart Manufacturing.
  Essentially, it is a digital transformation of the manufacturing lifecycle that extends and integrates the shop floor to digital technologies and approaches. It enables real-time decision making, enhanced productivity, flexibility and agility across the manufacturing business.
  When computers were introduced to the manufacturing process we called it Industry 3.0. However, most of the computers that were introduced were standalone, siloed and not connected to each other. Planning and envisaging the whole manufacturing lifecycle was a manual process filled with inefficiencies and risk.

  With Industry 4.0, computers are connected and communicate with one another to ultimately make decisions without human involvement. A combination of cyber-physical systems, the Internet of Things (industrial or otherwise) and the Internet of Systems make Industry 4.0 possible and the smart factory a reality. As a result of the support of smart machines that keep getting smarter as they get access to more data, our factories are becoming more efficient, productive and less wasteful. Ultimately, it’s the network of these machines that are digitally connected with one another and create and share information that results in the true power of Industry 4.0.

  Industry 4.0 epitomises the growing trend towards automation and data exchange in technology and processes within the manufacturing industry allowing for automated and autonomous manufacturing with joined-up systems that can cooperate with each other. This automation includes interconnectivity between processes, information transparency and technical assistance for decentralised decisions.

  This approach will help solve problems and track processes, while also increasing productivity and leaving a kinder footprint on the environment.
  Under the fleecy guise of AI: the Internet of Things (industrial or otherwise), cobots, big data, predictive analysis and digital twins are complicated tools that will bring lucidity, efficiency and profitability back to the manufacturing sector for those that embrace the future.

  A smorgasbord of high-tech products already exist competing in a noisy marketplace that leaves paralysis in its wake with the ever-increasing complexity of choice leaving even the most ardent engineers struggling to know where to start in their revolution.

  When we first engage with new Customers, who we call Partners, we explain the Industry 4.0 layer cake. Starting from the base of the cake, you need to consider whether your existing infrastructure can handle a fundamental change.

  
  IMIG AI Industry 4.0 approach

  No one wants a soggy bottom

  The connections between people, things (machines in this example) and data are going to increase in volume, frequency and complexity. Do you have the resilience, mobility and governance that this will require? Getting this right can be expensive and time-consuming but under-investing here will impact your ability to revolutionise your systems and culture – they need to be sitting on rock, not sand.

  In baking terms, the base of the cake needs to be firm and dependable to stop the middle collapsing.

  Augment rather than re-invent

  The middle of the cake is a layer of interconnected systems that provide essential functions to the business and operational processes. If it helps, imagine it’s a layer of rich honeycomb.

  Systems are fairly ubiquitous and an entire software industry exists to create glue and cohesion between them. In my experience, replacing operational or business support systems are never the solution regardless of how tempting it may be. Augmenting in a lean and rapid way is more likely to be successful and will get you results far quicker. Use your existing systems as data stores and build new functionality over the top.

  How will your systems cope with increased data, interactions and needs? We already work with some fantastic systems partners like Tulip Interfaces and Replan that deliver frontline and capacity planning tools over the top of your existing systems and infrastructure and both can get results fast with little investment. How will your people adapt to new skill needs and faster response times?

  Unity at scale

  Lastly, it’s important to get to grips with the data you will create. First, do not under-estimate the volume you will generate. Secondly, if you invested in your infrastructure then using cloud-based systems will pay you dividends. If you didn’t, expect your Total Cost of Ownership to increase exponentially.

  With more data comes greater responsibility and if you aren’t actively managing your risks then you are setting yourself up for failure. To get the most from AI-based technologies, you need data – and lots of it – existing within the same unified namespace. You will also be exposed to a greater risk through corruption, loss or theft. Treat your data as one of your most valuable assets. It’s the source you need to accurately train your future systems.

  The magic ingredient

  Culture is not the icing on top of the cake, it’s probably the most important layer. It’s both the creamy filling between and well as on top of the cake. If systems and infrastructure are about smart choices and robust implementation then culture is about the heart of your organisation and how that permeates your manufacturing process. Without this, your finished product could end up being dry and tasteless and not the culinary experience you first envisaged.

  Consider culture in terms of people, things and data. Culture for people seems obvious but I always advocate what I like to call democratisation of things and data. By visualising shop floor processes you create buy-in from people. Remember, change is scary and people feel threatened, particularly from losing their jobs to AI or robots.

  Democratising data gives people ownership and creates a more realistic bond between “man and machine”.

  Cobots, robots that work semi-autonomously but stewarded by partners, not operators, will come to dominate manufacturing lines. This co-ownership of a process is a more efficient relationship with stewardship being the human role.

  In this way, developing a culture of acceptance and stewardship is the focus you need to pull technological change right the way through the stack to the people that will come to value it the most.

  Teaching old dogs new tricks with AI

  A well-functioning organisation will be driven by data and again, culture plays an important part. This is less about numerical accuracy and more about visual literacy. To give you an example, visualising machine cycle times is more effective using colours than numerical data. The knowledge gap needs to be radically challenged and improved. I believe that AI will assist in this by enabling complex data to be immediately understood and acted upon by non-technical staff, tapping in to the decade of latent wisdom and experience existing within the workforce without needing to upskill.

  Getting the right ingredients

  Finally, it’s worth noting that Industry 4.0 will be a new target operating model for your business with its roots in digital transformation. There are plenty of lessons that have already been learnt in driving transformational change so you don’t need to feel isolated and without help.

  The reality is that you either have the skills in your organisation that need leading and mentoring in the right way or, you need to invest in training or recruitment. Getting the ingredients right, a heady blend of people, things and data, is probably the easy part. Developing the recipe and getting temperature and timing correct is probably more challenging.

  My best advice is to find a partner to guide you on this so you can focus on providing the leadership and insight you need to succeed. Find out more about our Digitalisation and Industry 4.0 services.

• Steering back on track: A “What If” Turnaround Case Study…

  DISCLAIMER

  While the historical challenges faced by this company are based on actual events, the proposed solutions and results are hypothetical and intended for illustrative purposes only. The success of any operational business turnaround depends on various factors, and actual results may differ. Readers are advised to consult professionals before making business decisions.

  CASE STUDY BACKGROUND

  Saab Automobile, a Swedish car manufacturer, was founded in 1945 as a division of Saab AB, an aerospace and defence company. Known for its innovative designs and focus on safety, Saab was a respected name in the automotive industry. However, by 2011, the company was facing bankruptcy.

  Saab’s downfall can be traced back to a series of ownership changes and financial difficulties. After being acquired by General Motors in 2000, Saab struggled to maintain its unique brand identity while integrating into GM’s global platform. The 2008 financial crisis further exacerbated Saab’s problems, leading to its sale to Spyker Cars in 2010. Despite efforts to revive the brand, Saab filed for bankruptcy in 2011.

  CHALLENGES

  Our hypothetical diagnosis identified several key challenges that contributed to Saab’s demise:

  • Brand Dilution: Under GM’s ownership, Saab’s unique brand identity was diluted, leading to a loss of customer loyalty.
  • Financial Difficulties: Saab was burdened with high levels of debt, which limited its ability to invest in new product development.
  • Market Competition: Saab struggled to compete in a highly competitive global automotive market, particularly against luxury car manufacturers.

  SOLUTIONS

  Our hypothetical operational turnaround solution for Saab Automobile was a comprehensive and meticulously planned approach that addressed the company’s challenges and set the stage for sustainable success. Here are the detailed steps we took:

  Brand Revitalisation:

  • Conducted market research and customer surveys to understand the perception of the Saab brand and identify key areas for improvement.
  • Developed a brand strategy that emphasised Saab’s unique heritage of innovation, Scandinavian design, and commitment to safety.
  • Launched a comprehensive marketing campaign to reposition Saab as a premium and distinctive brand, targeting key customer segments.
  • Collaborated with renowned designers to create visually striking and technologically advanced vehicle models that captured the essence of Saab’s brand identity.

• Supplier Diversity: Driving Inclusion in the Supply Chain

  Supplier diversity is like adding a variety of spices to your favourite dish—it enhances the flavour, or in this case, the performance and sustainability of your supply chain. Embracing supplier diversity means widening your network to include businesses owned by underrepresented groups, such as women, ethnic minorities, veterans, and persons with disabilities.

  So, how can we drive inclusion within our supply chains? Here are ten innovative strategies to help you encourage supplier diversity and boost your business growth:

  1. Establish a Supplier Diversity Programme

  The first step towards an inclusive supply chain is setting up a supplier diversity programme. This initiative will help guide your procurement process and serve as a framework for achieving diversity goals.

  2. Source Locally

  By sourcing from local, small and minority-owned businesses, you not only bolster your supply chain resilience but also contribute to the local economy.

  3. Engage with Diversity Councils

  Participation in diversity councils or similar bodies can help you connect with diverse suppliers and gain insights on best practices.

  4. Set Clear Diversity Targets

  Just like in any business strategy, setting clear, measurable goals for supplier diversity can help track progress and ensure accountability.

  5. Educate Your Procurement Team

  Your procurement team is the frontline of your supplier diversity programme. Training them on the importance and benefits of diverse sourcing is essential.

  6. Communicate the Benefits to Stakeholders

  By effectively communicating the benefits of supplier diversity to stakeholders, you can garner support and push for necessary resources and changes.

  7. Adopt a Tiered Approach

  Engage with your tier 1 suppliers to encourage them to adopt similar diversity policies, extending the initiative through the supply chain tiers.

  8. Leverage Technology

  Use procurement platforms and tools that can help identify and manage relationships with diverse suppliers.

  9. Conduct Regular Audits

  Regular audits ensure that the goals set for diversity are being met and highlight areas that need improvement.

  10. Celebrate Success

  Recognise and celebrate the success of your supplier diversity programme. This will foster motivation and further support for the initiative.

  We’d love to hear your thoughts or queries about supplier diversity, so feel free to leave a comment below. If there’s a topic you’d like us to explore in future posts, do let us know!

• 10 Strategies for Effective Capacity Planning

  The winds of change blow through every business. And for companies in seasonal industries, those winds gust into a hurricane-force maelstrom for a few hectic months every year.

  As predictable as the seasons themselves, demand spikes challenge manufacturers and retailers to flex their capacity in intelligent ways. Like a yoga master extending into Crow Pose, your supply chain needs to stretch to meet customers’ needs all while maintaining balance and poise.

  So how can your business harness enough capacity for peak season without toppling over itself? Follow these 10 strategies for effective capacity planning and you’ll stand sturdy through even the strongest market gales.

  1. Forecast further ahead

  Stretch your planning horizons to glimpse what’s over the horizon. Building forecasts 12-18 months in advance allows you to align capacity across a longer timeline. Think big picture before getting lost in the weeds.

  2. Analyze Trends holistically

  Don’t forecast in a silo. Bring sales, marketing ops, finance and other teams together to analyze past seasonal peaks and troughs. Identify trends across product lines, regions, and channels for insights into future needs.

  3. Model different scenarios

  Storm systems rarely follow expected patterns. Create plan A, B and C based on best case, moderate or low demand. Layer in other constraints like supply disruptions, new product launches or promotions.

  4. Enhance visibility

  Information powers planning. Access real-time visibility into inventory levels, supplier capacity, delivery schedules, and changing customer order patterns. Tools like demand sensing feed data insights to your forecasts.

  5. Build in flexibilty

  In volatile times, fixed capacity fails. Seek flexible resources to scale up or down swiftly. Consider outsourcing production, using temporary staff or reallocating employees cross-functionally.

  6. Strenghten Supplier Partnerships

  It takes an ecosystem to handle seasonal spikes. Collaborate closely with suppliers to understand constraints and risks. Build processes to align plans, share data, and respond quickly together.

  7. Refine operations and scheduling

  Sweat the small stuff. Optimize production scheduling, changeover times, inventory policies, and process flows. Small optimizations add up to big capacity gains.

  8. Invest in Automation

  Automating repetitive tasks and process steps amplifies human productivity. Labor robots excel at defined, rules-based activities with minimal variability.

  9. Pursue Continuous Improvement

  No process is perfect. Whether peak season or slow season, regularly review operations to identify and address bottlenecks. Small tweaks over time boost throughput.

  10. Plan for profitability

  Volume isn’t everything. Target promotions, service levels and inventory to maximize profits, not just chase sales. Add capacity surgically to balance customer service with fiscal performance.

  By taking a strategic, creative approach, you can build a flexible business able to shape-shift along with the seasons. Need help preparing for the next demand cycle? Let’s keep the conversation flowing.

• DMAIC Lean Six Sigma Case Study

  The consulting coach as a bridge between theory and practice

  Our client had the problem of understaffing in the entire middle management area. We didn’t specifically say: “OK, we’re going to do lean training and teach you the language of lean and what the tools are”. We started with the change process itself and said “Look, there is such a thing as waste”. It’s exactly the same with 6 Sigma: people might mention that it exists, but it’s really just overwhelming because people aren’t used to this kind of thing at all.

  This is different in an organisation that is specifically interested in Six Sigma training or a Lean organisation. Of course, you talk to them much more in detail. In that case, we would offer different training courses:

  In essence, there are three different levels in Six Sigma. The lowest level is the ‘Green Belt’, which is basically a project manager who can lead Six Sigma projects. These are structured according to the DMAIC flowchart: Define, Measure, Analyse, Improve and Control, which is a universally recognised and successful project cycle.

  The next level is the ‘Black Belt’, who is able to manage Six Sigma projects as a multi-project manager, supported by several subordinate Green Belts, and can also apply advanced statistical methods. Then there is the Master Black Belt, which is the one who can train people to the international standards, or lead complex transformations and improvement programmes in companies.

  When our help was requested, it was primarily about process generation in quality management: the analysis of the quality value stream and the implementation of an improved target value stream. However, this has now developed into a project that is also about reducing rejects, rework and other things that are closely linked to this. As a result, I have more contact with Six Sigma again. In so far as I collect various data sets, analyse them and determine the scatter, for example. I create a hypothesis test and carry out many other measures. That’s very exciting for me because I’ve been working less in this field for the last year and a half. So I really enjoy it a lot. Apart from that, I also had to do a lot of change management because now the project has actually developed in such a way that it has stretched from the original pilot area to the whole company and includes all production areas. Now, I am accompanying the position of interim quality manager and am therefore responsible for the entire quality management system of the company.

  I particularly like it because we are on the road with several consultants. It is quite a big company and I can also discuss key issues with my colleagues: “Here we have a problem. How do we deal with it now; what is your proposed solution?” and so on. I like that very much, as a personal matter.

  Consultant and coach, what’s the difference?

  Imagine going to a bank with a certain amount of money. You expect your partner to come up with the solution – that’s clearly consulting. Coaching is education and training; I do that in consulting too, but the essential difference is: I am the coach, I provide the method to your problem. Whether concerned with personality or with the production line. I expect you to be or become the expert on your problem, even if the perspective on it may be distorted at the moment. I provide you with a different perspective that lets you see the problem. You can then find the solution to the problem yourself in the next step.

  In change management there are three main questions that everyone needs to answer: The first is “why do I need to change? Everything is actually just fine in the comfort zone – everything is working.” The next, and by far the most important, is “What’s in it for me?”. That can be more money, that can be more free time, that can be a better job – whatever. That is individual and the difficulty is to find that out. If this question is answered well, the last one usually follows by itself and out of self-interest: “How do I get there?”. The solution to this is then, interestingly enough, merely an accessory, these are simple tools.

  The human in the centre

  Lean can be taught to a child. Lean is simple methods – common sense. Six Sigma goes a step further and is a little more demanding to implement. In my experience, however, most projects – no matter what they are about – are most likely to fail because of human factors. It can be resistance, but it can also be ignorance or mere lack of knowledge. What we do is always a change: Someone comes from outside and says: “You can do that better. That is actually a proverbial slap in the face. “Everything you’ve done so far can and has to be improved”. That’s how it can come across. The art – and that’s how I measure the success of my projects – is not whether I’ve reduced the waste by 10% or 20%, but when I see that the people are enthusiastic and they make the project a success themselves. That’s how I measure my success and that’s also what I see as the biggest challenge.

• IMIG Case Study: Maximising efficiency in the line

  Regardless of your industry or business, improving and maximising efficiency is a top priority – And more so than ever in our post pandemic world with economic uncertainties

  After all, it can mean cutting down on costs, maximising employee time, improving throughput and increasing business sustainability

  Forward thinking businesses are continuously seeking new methods for boosting efficiency in order to improve their bottom lines. Since 1987, output per hour for workers in the manufacturing sector has increased by over 2.5 times.

  But the landscape is changing, UK productivity has hit a slump and businesses looking to stay ahead of the competition must constantly reinvent themselves and retain sought after talent. In fact, recent surveys show that over 70% of employees see inefficient processes as impacting their job and why so many are seeking new jobs

  How is Efficiency defined?

  First, you must define what efficiency means to your business

  Consider this definition of production efficiency from Investopedia:

  “Efficient production is achieved when a product is created at its lowest average total cost; production efficiency measures whether the economy is producing as much as possible without wasting precious resources.”

  4 Ways to Improve Manufacturing Efficiency – IMIG Case Study: Maximising efficiency in the line

  Below, we explore five areas of your business that you can improve on in order to maximise your efficiency

  1. Identify and Eliminate Waste

  Waste is a broad term. It can mean anything from employee hours, energy, materials, etc.

  Here are a couple ways you can identify and eliminate waste:

  • Short-term: Identify processes to highlight and remove the waste
    • Each of your processes creates some variation of waste. Identify which processes are creating the most waste and then optimise them to eliminate and bring down to an acceptable level. We start by taking the teams, providing an understanding of the wastes and coaching them to lead their own waste walk to identify where waste exists:
  • Medium-term: Create less waste with new operational practices
    • While identifying where you are creating the most waste, you will find operations that in the long-term, can be improved upon. This could mean anything from adopting new equipment that requires fewer materials, designing new parts that improve yield and completely redesigning a shop floor layout to improve flow and visibility:

  2. Evaluate Your Production Line

  The production lines in your facilities are your bread and butter.

  Throughput is the most important metric to track when studying your production lines. It essentially measures the average number of units being produced over a specific period of time. This allows you to immediately identify problems in your production line when throughput is not up to par on certain machines.

  Additionally, you can track capacity utilisation

  By calculating what each factory’s total manufacturing output capacity is, at any given moment, you can see what production lines are performing at their highest possible output. Combined with throughput, you have two ways to track production line efficiency.

  3. Identify Bottlenecks

  While identifying any problems in your production line or other processes, you will naturally discover your bottlenecks

  Bottlenecks are the breakdowns in your production line, supply chain, or any business process that in turn prevents another process from accomplishing its function.

  For example, in a production line, a specific machine could require maintenance, shutting down its operation for half of a day. Any process that requires that specific machine to be in operation is then stuck, unable to perform. That machine is then the bottleneck.

  Once you have identified your most common bottlenecks, you can work towards removing them and improving efficiency by eliminating excess downtime

  4. Training the Teams – Sustaining the changes

  Optimal employee performance starts with empowering every team member throughout the process. This isn’t as simple as creating a booklet that may just gather dust in a drawer — highly effective employees and high performing teams need to understand the right tools, be provided with valuable training to them and importantly; see the value of it if they are to put this to use longer term…

  IMIG’s Capability by Conversion approach (CBC) is built on that ethos – our training puts your teams at the heart of your business improvement activities; our direct and on the job support and coaching ensures that your teams drive and sustain the change. Allowing Continuous Improvement to thrive in the long term

  The creation of standardised practices across your whole organization is also crucial, from the top down. After all, you cannot expect each employee to be working efficiently when different managers institute different practices, and the same task is tackled multiple ways.

  We suggest that in order to empower your employees to create sustainable efficiency, they should be asking themselves these questions:

  “Is what I’m doing now adding value, or am I just doing it because this is the way I’m supposed to do this?”

  “If I were the customer, would I pay money for the activities that I am engaged in?”

  We know that by giving your employees the space to formulate ideas that can improve efficiency themselves is vital. After all, no one will know the ins and outs of their specific operations better; they are the experts and the value adders!

  Here at IMIG, we are working with businesses globally to improve and maximise their efficiency whilst giving the internal capability needed to stay ahead and build teams of proactive problem solvers

  Get in touch for a free consultation and find out how you can maximise and sustain efficiency with your teams at the forefront