A change in senior leadership created an opportunity for a change in culture. Historically, production sites had developed in different ways, each with their own working practices and strengths and weaknesses
The business recognised there was a need to harmonise ways of working and share learnings as a way of bringing sites closer together, creating “One team”

• Effect a change in culture through the introduction of more harmonised ways of working
• Review processes and working practices across 8 locations, focussing mainly on finishing processes in manufacturing
• Review admin processes
• Work closely with management and manufacturing teams to identify and prioritise improvement actions
• Develop and document new processes and procedures

Our approach followed a three-stage process.

Stage 1: Assessment
At each location, our people worked closely with our client, mapping and assessing processes, running problem-solving workshops and developing prioritised improvement plans that included Quick-Wins

Stage 2: Design
The design phase was highly collaborative, ensuring the involvement of key stakeholders from across the functions that would be impacted by changes to processes and ways of working

Stage 3: Implementation.
The implementation approach varied by location – in some cases the responsibility for implementation fell on local management, while in others, implementation was supported by Syngroup.
Where Syngroup supported implementation, there was a strong focus on coaching to ensure changes were not just implemented but embedded into the workplace

• LEAN
• TPM
• Process Analysis
• Problem-solving