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Case Studies
Key Achievements
- The sales team leader started to measure activity level, hit rate, sales contribution & value added per salesperson and per customer as a result of the project and is starting to use this information to analyse value-added and profitability.
- The litho print team leader analysed actual costs versus original estimated costs for work carried out for one of the largest contract customers. This information is being used to set estimating standards for the sales team and verify operational effectiveness within the print room.
- The digital team leader started an in-depth operational review of his department and has identified quality and operational measures which can be used to monitor and then increase performance against standard and to provide valuable feedback to the sales department on available capacity within the digital department.
- The planning team leader analysed typical lead times for work flowing through the printing processes from litho print all the way to dispatch. This information was fed back to the sales department in order to indicate realistic lead times to the customer.
- Now that the company has a solid and systematic understanding of the lead times, sales can offer realistic lead times with confidence and therefore attract more customers as quick turnaround is an attractive feature to print customers and often makes the difference between winning the sale or losing it.
- The operational departments estimate that up to 10% better productivity and operational effectiveness will result from the initiatives within 2010.
- The sales team leader estimates that as a result of better prioritisation and control sales can be increased by 15% in 2010.
"This has helped to really embed the ideas of Key Performance Indicators throughout the business at a level that the managers can relate to. The use of one to one allowed them to identify meaningful measures that directly influenced the business and by working over a period of months this helped them work through the problems as they happened. All in all a very successful programme, well implemented".
Nigel Pealing, Operations Director
Severnprint Ltd
Printing
Background
Severnprint is a highly successful printing company based in Gloucester serving local and national customers. The company prints high-quality posters, flyers, leaflets and booklets for promotional purposes and end-of-year financial accounts.
Severnprint prides itself on its fast and flexible response to customer demand with the ability to produce short runs. The company is also proud of its green credentials - as well as developing energy-saving innovations into the very fabric of the building Severnprint takes its environmental responsibilities extremely seriously.
Scope
The operations director engaged MAS-SW to encourage the middle management team to pursue meaningful continuous improvement projects within their departments in order to improve operational effectiveness.
Areas covered within the scope included:-
• Sales
• Digital printing
• Binding, collating, packaging
• Litho printing
• Production planning
Method
Four team leaders were selected for a programme of 1 to 1 coaching in problem solving and continuous improvement methods on some real project areas.
At a launch day with these four team leaders the company strategy was reviewed specifically with regard to:-
Improving operational effectiveness by 10%
Monitoring and maintaining value added
Maintaining sales and identifying growth opportunities
Reviewing cost rates and charging methods
Each team leader was then encouraged to define the project charter for their year of responsibility with definition and scope, deliverable outcomes, key performance indicators, team members and project milestones.
Over a period of 5 months MAS-SW held one-to-one coaching sessions with the 4 team leaders to develop the project plans from planning to implementation, suggest KPIs, train in appropriate problem solving tools and techniques , check progress, mentor in resolution of issues and help remove roadblocks.
No. Employees: 72 employees
Location: Gloucester - Gloucestershire
Date: May 2010
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