Newsletter - October 2015

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CHARTWELLCONSULTING

Many of the Chartwell improvement projects will include an element of

planning effectiveness.

Frequent plan changes and unnecessary process set ups can be

avoided through the careful use of production planning.

Whether your business manufactures to customer orders or to stock,

these simple rules will help determine improvements in your planning

approach in order to efficiently deliver what your customers require.

1. SCHEDULE FULL USE OF THE BOTTLENECK PROCESS

If you have a multi-stage process, understand the location of the

bottleneck and its capacity. Plan the schedule for this process: the

bottleneck alone will determine your factory throughput, be comfortable

with non-bottleneck processes not being fully utilised.

2. LIST ALL JOBS IN ORDER OF PRODUCTION PRIORITY

Build up the priority of work orders based on specific business planning

rules, for many businesses that will include customer delivery dates or

minimum stock levels. Understand how to optimise this sequence to

gain efficiency and reduce cost.

3. FIX A PERIOD WHERE NO CHANGES ARE ALLOWED

It's tempting to believe that frequent plan changes mean you are more

nimble and better to deliver customer needs, often the truth is last

minute changes are driven by a response to an earlier failure. Create

a window of certainty when everyone knows the plan will not change.

A week is a good starting point for many businesses.

Each department with visibility of the plan can then locally optimise their

processes, resources and costs.

If your business genuinely requires capacity for expedited orders then

ensure the plan keeps some time free for these emerging orders, though

use caution, many businesses think they need an expedited order

capacity but in truth they don't.

4. SCHEDULE SHARED WITH ALL FEED AREAS

Determine the one plan and share with all areas, include sales,

production, finance and procurement. Do meet regularly to review the

plan beyond the fixed window, this is the opportunity to reshuffle, add

line hours and improve the sequence. A single weekly meeting is

sufficient for all parties to optimise and agree the plan prior to fixing the

next week.

5. TRACK PROGRESS OF FEED AREAS.

The non-bottleneck processes will have to complete their work in

sufficient time to keep the bottleneck running. Simple self-planning

processes like kanban are ideally suited here. Do monitor and share

progress so emerging problems can be anticipated. Avoid unnecessary

extra schedules - one plan plus kanban is sufficient for a car assembly

plant, so do you really need to generate 5 production schedules in a

small job shop?

6. LOG REASONS FOR FAILURE TO ACHIEVE PLAN.

Finally, now you have a functioning production plan, you'll want to

ensure it incrementally improves, just like your production improvement.

Track your ‘Performance to Plan’ metric and review reasons for failing

to meet the plan, prioritise the largest problems first, be that sales

forecast data, machine changeover time or problem suppliers. Solve

problems and design weakness out of the business process.

Six simple rules which mean the difference between calm, efficient,

good customer service and chaos.

NEWSLETTER OCTOBER 2015

BERLIN OFFICE

NEWS

WEBSITE TRAINING

THESCIENCEOF PLANNING

http://www.chartwell-consulting.com/index.html



CHARTWELLCONSULTING

OUR NEW WEBSITEPlease have a look at our new website. The designer interviewed our

clients, network and recruits to find out what you want from our website.

It turns out, rather than reading about what we think, you're more

interested to hear what our existing clients have to say about us. So we

listened, and we acted, the new website is full of case studies, client

comments and real examples, far less of our views about ourselves.

There's a relief.

www.chartwell-consulting.com


WHY CHARTWELL?Most people's experience of Chartwell will have been as a member of

an improvement team delivering a 20% to 50% increase in performance,

or perhaps receiving an opportunity assessment showing previously

unseen business potential. Our clients understand what we do and how

we do it, we also think it’s important to understand why we do it?

In all our endeavours, we firmly believe there is always morepotential and we believe in challenging the status quo.

The need for genuine improvement is greater than ever, despite years

of industry investment with continuous improvement and lean, we know

there remains a great well of untapped potential in most organisations.

The potential for improvement is vast and for those organisations who

capitalise on this, the competitive advantage can be game changing.

We recognise that productivity growth is the fundamental driving force

for our clients, for industry and for the wider economy. For decades we

have studied the underlying reasons which determine an organisations

rate of productivity growth and we are recognised as industry leaders

in this field.

We have a determination to get others to improve organisations, we

have a successful method that delivers fast results and we want to pass

this on to as many people as we can. The more people really improving

the better and stronger we as a society become as productivity grows

across a wide front.

Our team is carefully selected based on their technical skills and their

ability to influence change in others. Our approach to challenging the

status quo is derived from 200 projects over decades of experience and

study.

Our clients trust us to uncover substantial hidden potential in their

organisations and to show their people how to deliver a sustained, step

change in the financial performance of their organisations.

Not all improvement approaches are the same, what makes Chartwell

different is partially due to scale, we expect larger results, we expect

faster improvements and deeper changes in organisations, but the

Chartwell difference is more than just larger, faster, deeper.

The difference is also about confidence, we are led by people with

decades of hands on delivery expertise, clients trust us to deliver

tangible results and we provide an underlying guarantee that puts our

fees at risk.

Together we can achieve much more.

LONDON

Richmond Bridge House419 Richmond Road

TwickenhamTW1 2 EX

+44 (0) 208 296 1854

BERLIN

Unter den Linden 1010117 Berlin

Germany+49 (0) 30 60984 90211

ZURICH

Sihleggstrasse 23CH-8832 Wollerau

Switzerland+41 (0) 43 888 0710

http://www.chartwell-consulting.com




CHARTWELLCONSULTING

MEDICA PACKAGINGwww.medicapackaging.com/

Medica Packaging is a specialist manufacturer of cartons, leaflets and

labels for the healthcare and pharmaceutical markets. It can trace its

history back to 1922 and was at one time part of the Wellcome

Foundation.

Medica Packaging separated from the Benson Group in October 2014

and is now an independent specialist packaging provider managed by

the investment firm, Sullivan Street Partners.

Sullivan Street called on Chartwell when faced with an urgent need to

increase capacity to meet anticipated growth in sales in an accelerated

timeframe. Medica has a very capable workforce with a strong quality

focus, previous attempts to create a culture of continuous improvement

had plateaued.

Chartwell's objective was to develop lasting structures, systems and

training to drive ongoing improvement, while simultaneously ensuring

the program delivered real results. The 'Growth Through Excellence'

team focused on fulfilling the growing customer demand and high

service expectations, in two months they delivered a 35% increasein capacity.

You can read more about the Medica project on the Chartwell website,

including interviews with client team members,

"It's incredible to see people make amazing changes which even

they didn't think they could achieve"

John Bath CEO Medica Packaging


NEW STARTERSSeptember is always an exciting time in the Chartwell diary, we have

the first group of this year’s graduates join the team. Rebecca, Joe, Rob

and Chris have all joined us from Cambridge University, they have

qualified with degrees in Science and Engineering. After a summer of

travel and rest they can now look forward to an intense and demanding

training period, both in the classroom and on client’s sites.

REAL PROBLEM SOLVING COURSEThe other special event in September is our 'Real Problem Solving'

Training at the HCF CATCH facility in North East Lincolnshire. The

course was very successful with advanced technical problem solving for

four of our new Associate Consultants and seven industry participants

from: BASF, Bombardier, Aesica and Taylor Bins.

Due to the popularity of this course we expect to run the session again

in March 2016, so get in touch if you would like to book a place.

PROFIT

CLIENT

RESULTS

PERFORMANCEPRODUCTIVITY

If you are in terested in jo in ing the next

course p lease get in touch:

results.now@chartwell-consult ing.com

“The course was one of the best I have ever at tended,

the professional ism of the environment and team was

second to none.

Thank you”

Emma Stephenson Asset Manager, BASF

http://www.hcfhumber.co.uk/

http://www.medicapackaging.com/

http://www.medicapackaging.com/

mailto:[email protected]




CHARTWELLCONSULTING

BERLIN OFFICE NOW OPENThe new German practise has officially opened for business. The office

is based in Berlin and headed up by Dr Steffen Kusterer and Ewald van

Ravenswaay. If you would like to know more about how Chartwell can

help your German operations, please get in touch.

Dr Steffen Kusterer [email protected]


TRAININGANDY

[email protected]

+44 (0)7773 816701

TRAININGJAKE

[email protected]

+44 (0)7501 818 642

TRAININGADRIAN

[email protected]

+44 (0)7702 444 744

TRAININGEWALD

[email protected]

+41 (0)79 920 4030

We Help Leaders to Raise thePerformance of their Organisation

Typically a 20% to 50% increase in

productivity, performance and profit

in weeks not years

Create a lasting legacy of ongoing improvement

Results underpinned by our performance guarantee

In the last 12 months our projects delivered an annual return on fees in the range: 4 to 18


Newsletter - October 2015

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