Features

I love it when a plan comes together

Corporate Social Responsibility; love it or hate it, increasing pressure from business stakeholders, input costs and government is forcing this relative new comer within business strategy quickly up the priority list. But having good intentions for CSR is not always enough. Jane Gray finds out how and why to formalise a CSR plan.

Not me Gov!

If you want something done right, do it yourself. It’s a common phrase for those of a pragmatic turn of mind, which might have been assumed to include the manufacturing and engineering community. But perhaps not. Jane Gray asks why so few manufacturers are willing to take on the responsibility of engaging with government despite identifying regulation as a hindrance to business.

Precious commodity

P&B Metal Components has just turned 50-years old. But perhaps the greater achievement is that more than 40% of its low cost contract assemblies are exported to Asia. Phil Penney and Colin Richardson tell TM how this manufacturer is futureproofing itself with a new plant refurbishment project driven by productivity needs, a 5S programme and the devotion to delivering prices that customers want.

Bribe money talks

The manufacturing sector is highly vulnerable to corruption, both in the UK and abroad. Although the Bribery Act was returned to the legislative pan in April to burn off the additional fat considered too burdensome for UK businesses, as of July 1, the act is in full force. UK businesses must ensure their corruption prevention policies are fit for purpose and, as Tim Brown reports, the weight of compliance is considerable.

Sucking eggs – Overall Equipment Effectiveness

Companies seeking to improve productivity and competitiveness commonly use Overall Equipment Effectiveness as a measure for machine efficiency. Many would say that exploiting this data is bread and butter to modern manufacturers. However, Ian Tindle, director at specialist strategic maintenance and management improvement company Sora Group, argues that many are failing to get the most out of the information available.

Take me to your leader

When an organisation undergoes change, managing directors and CEOs must try harder than anyone to make the change work. They also have to clearly communicate their own ability to change to management and staff. Jane Gray finds out what modern skills are required of manufacturing leaders.

The human touch

Ambitions for the scope of lean initiatives are far greater today than they once were. Beyond the shop floor the idea of end-to-end lean enterprise is now the ideal, but achieving this is easier said than done. TM looks at the role of the HR department in supporting the lean enterprise dream.