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Diamond cutting tool subsidiary creates £328,000saw cutting equ savings.

Over the previous four years, this German owned importer and manufacturer of diamond cutting tools for the construction industry had experienced an average turnover of £1.75 million.

However,the average net profit had been only £2,000. Over a six week period, TBD’s team planning process lead the senior team to plan and instigate 26 improvement projects. The result was a projected net profit of £328,000 p.a. within the following eighteen months.

TBD's transforming management process, combined the proven success of formal strategic planning and team work with on site leadership coaching, team coaching and team based operational planning within a series of live action planning work shops. The objective of the planning exercise in this instance was to:

The facilitator, Jeremy Old, initiated the TBD programme by coaching all staff and management in carrying out a company wide SWOT assessment. This resulted in every member of staff writing their own ideas and observations about the company, its capabilities and circumstances. This SWOT assessment was submitted to the specially convened cross-functional planning team. The first planning workshop then translated this in depth SWOT assessment into 26 agreed, written, and prioritised "Action Plans" assigned to the various team members to implement.

In summary, the resulting Action Plans contributed savings and benefits to the company by way of:

Key improvements instigated included:

The benefits and savings provided a return on the TBD programme fees of seventeen times in the first year.

Saw bladePart of the business process analysis identified low productivity in the five-man production department. This was evidenced as slow working, production mistakes and consequent re-work, and to despatch errors. There was a degree of poor working attitude manifested in disputes and unnecessary downtime, delays and bottlenecks to production.

In turn these mistakes and delays led to unquantified customer dissatisfaction and complaints due to late deliveries and rejects. Further investigation revealed that the majority of incidents occurred during the afternoon.

The consultant proposed the re-instatement of a paid lunch break for the production staff. The lunch break had been discarded some years earlier partly to save overhead energy costs, avoid disruption to scheduling and allow the staff to knock off earlier at the end of the day. It was pointed out by the consultant that continuous concentration without a long enough break or adequate nourishment would naturally lower energy levels, enthusiasm, concentration and the ability to collaborate effectively. The reinstatement of half an hour paid lunch break led to a reduction in mistakes, rework, disputes and slow working with an estimated increase in productivity of 25%. This improvement improved production capacity equivalent to labour overhead savings of approximately £18,000 p.a.  

“I have to say I didn't like the feedback at first, it felt too much like criticism. But when I saw the advantages of understanding what I needed to do to improve my own performance it snapped me out of complacency.” Tony Chapple Managing Director Golz UK

For more information on how TBD can transform your company’s performance contact 0845 0945 819 or email.

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