Lean & Delayed Passports – Can your Law firm learn from it?

Delayed Passports – Can your Law firm learn from it?

Apologies if any one reading this have been hit by the “recent” (Summer 2014) delays in the processing of passports in the UK.
I’m hoping this post points you to things you and your firm can learn from it and how Lean Management can help your legal business.

Before we go on, let’s consider the current situation at the Passport service (as best as we can tell anyway);

  • They promise that a normal passport will be turned around in 3 weeks. Fast Track Service (1 week turnaround) or 1 day Premium turnaround service, both for at increased costs. They also tell us it takes 4 hours to process a passport from the moment you (the customer) supply all the paperwork, correctly filled in.
  • There is at least of a backlog of between 50,000 and 500,000 passports  – depending whose figures you believe
  • There are now regular stories of delays of 6,8,12 weeks – backed up by a picture of the distraught family members who missed their holiday

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What can we learn from this?

Firstly that the Passport Office is running normally at a process efficiency of 3.33%.

How do we know this? Easily, it takes 3 weeks to complete 4 hours work, they tell us this from their own webpages.

3 weeks is 120 hours (based on a 40 hour week).

4 divided by 120 = 0.333.  0.333*100% = 3.33%

Before you think that is poor, we tend to see less than 1% in organisations yet to try any Lean or Continuous Improvement work.

Secondly the Passport Office has discovered there is a Premium for Speed.

Go faster and you can charge more, not less as many would believe. A Fast Track Service (1 week turnaround) costs 42% more than the normal and the Premium (Same day turnaround) costs 76% more and for these two, YOU, the customer have attend their offices, thereby incurring more of your own time, yet you pay more.

The two questions here for your firms are

  • Do you know the process efficiency of your different legal services? try and work it out (it is simply hours recorded to a matter divided by the hours between the start date and the final invoice date; don’t forget to times by 100% at the end)
  • You might be surprised at how similar the figures are, across the same types of service.
  • Do you know the Premium for Speed you can charge clients? Is there one or will a faster service get you more of the business? so the premium here is being used for business winning.

Note: it probably doesn’t cost the Passport Office that much more to deliver the faster service – how can it? do they do better/different checks, use smarter people, faster computers, different paper?

Why has there been a backlog?
The cause appears to either be

A larger than normal application level for passports AND/OR a processing team with too few numbers to cope with the level of demand.

These might seem the same but how they manifest themselves and are dealt with can be different.

Take the rise in demand first;

Did it suddenly happen? in one day all these extra applications dropped onto the doormat of the passport office. I’d like to think that it took a little longer, maybe 2-3 weeks or even 6-8 weeks during which time every day the number of applications tended to be above what was normally expected. (in fact we are told it was an “unprecedented” demand)

Lets say it started to build at the middle of April and by the end of May the performance was considerably off target.

If they had been tracking daily, the new applications and completions they may have spotted the backlog rising much quicker and dealt with it sooner.

We can assume that the Passport Office either don’t record or don’t act upon information about the number of new applications they receive daily. (my betting? it’s the latter, data is nearly always recorded, rarely converted to true information AND used)

My questions are

  • how often do you track new and completed activity?
  • At the end of the month, in a quarterly review?
  • Do you review operational figures such as demand, completion or do financial figures take centre stage? noting that they are only ever a function of activity levels
  • or do you review new activity and completed activity daily/weekly?

In the case of the Passport Office I believe they could have done it even sooner e.g. by tracking web stats, how many visits to website where there each day? did that show an upturn even before the increased numbers of applications came through? probably.

What about the printed forms in the Post Offices, why have they not run out of them? Did they see a rise in demand?

These early, lead, indicators often exist but are ignored – Does your firm have any early, lead indicators it looks too?

The next area to tackle is this; even if they had been tracking new applications and spotted the increase they seemed not to know how many applications they could cope with in a set period.

The Passport Office seems to proves that if you have a set capacity e.g. number of staff, number of PCs, working a set number of hours – if you ask them to do more items of the same type, then queues will rise.

Do you know what the capacity is for work in your business and how queues arise? This could be for a particular type of legal file or back office support such as the disbursement processing or invoice production.

If you don’t know what work you have on the books or how long it will take to complete it, you could end up in similar state of affairs.

The only difference here is the Passport Office are paid up front for delivery, therefore there is a limited effect on cash flow.

If the work of a law firm takes longer, then WIP rises and the date payment is received gets pushed out and they need more cash on hand to survive.

The power of 1!
In spite of this backlog, in a normal year there is a chance that something will go wrong with passport processing and it will fail, no system is ever 100% when it comes to performance.

Now we hear and read stories of “local hero” MPs intervening and sorting out the issues – they haven’t. They’ve just caused another passport application to be pushed further back, whilst their constituents is expedited.

They are the equivalent of the client ringing up to demand you process their matter just as you have finished reading through another matter, ready to start that.

Instead of producing figures of how many passports have been processed in the correct time and the % success rate, the Passport Office appear to have been hung out to dry by the media ready to produce the sorrowful family, who played by the rules but have now missed out on that once in a lifetime trip.

Does this happen in your firm? one thing goes wrong, one person shouts up and all of a sudden a one time event becomes a large problem and the performance as demonstrated by the problem becomes the accepted reality.

Instead of looking at all the times something goes right we focus on the one time it fails. Things will always fail, what we need to know is the rate of failure an issue or just one of those events we can’t control.

The media and people love the Power of 1, the one event, the one time, the one person who bucked the system or for whom the system failed.

What are you trying to fix? Who are you focussing your resources on? the Power of 1? or on the things you are trying to get right every day in your organisation?

Lean Thinking has a host of Daily Management and Visual Management tools & techniques that can help you avoid the issues above, they are for another post though.
If you want to find out more about Lean management and Improvement in Law Firms then you can by clicking on this Lean Guide for Legal Practices & Departments you’ll be taken to our page which has a number of free articles and a guide on how to start a conversation in your business about finding the hidden wastes in your legal practice or department.

About the Author

Mark Greenhouse has been working on the application of Lean management and process improvement in Legal and design led Manufacturing companies for the past 5 years. His own Lean journey started back in 1988 when he started study of Production Engineering and Operations Management. He’s applied lean in many organisation types, finance, call centres, banking, FMCG etc. Mark also provides lectures on operational management at Leeds University Business School.

 

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Legal Process Improvement, Cola and Lorries

What do Legal Process Improvement, Cola and Lorries have in common?

Back in 1997, an established company, in a relatively mature market, looked outside of their industry for ideas on improvement.

They saw one which might just work and set out to learn more about it.

So it was that one cold January morning in 1997, a group of Directors from operations, finance, purchasing and distribution gathered, along with a group of experienced process improvement people.

Their starting point? a retail store where the customer (not the consumer mind, they are often different) bought the product they had selected to observe; a can of Cola.

They then traipsed from store, to the RDC (Regional Distribution Centre), warehouse to you and me, to the finished goods storage at the factory, the production filling line and ultimately the can production supplier.

At that time the whole process consisted of 150 “touch-points” which involved human intervention and they determined that the number of days from the start of the process to the end was 20.

These touch points may well have included paperwork handling, reporting, duplicated effort, dealing with re-work etc or finding the 7 Wastes that exist in many organisations.

All along the process the team was encouraged to ask WHY?

  • Why are products missing from the shelves?
  • Why does a sales associate need to re-sort products from roll cages that have just come off the truck from the RDC?
  • Why is so much stock needed in the back of the grocery store, at the Tesco RDC, and at Britvic’s RDC?
  • Why are there huge warehouses of cans waiting to be filled near the bottling plants?

The team had been encouraged to borrow and adapt Lean Management techniques to improve their product supply chain.

After improving the process the number of “touch-points” had been reduced by 2/3s to 50 and it now took only 5 days to move product from the start to the end of the process a 75% reduction.

Normally this is where analysis of the process improvement would stop, however consider …..

 The Cash Flow Effect #1

  •  You buy a raw material on day one. You are invoiced to pay for it 30 days later, on day 30.
  • You convert the raw material into a product, paying for energy, labour and transport, again often in arrears.
  • Now you sell your product on day 5, getting the money direct from the customer.
  • For 25 days or thereabouts you are sat on the money for the full value of your investment in materials, people, transport, energy + your margin

Any surprise that you decide that later that year you decide to go and develop your own bank proposition?

Which was the business in question?   It was Tesco who were understanding their Cola supply chain.

If you want to read more about this full story go to Teaching the Big Box New Tricks

What does Tesco Cola have to do with lorries and legal process improvement ?

Stobart Lorries

Who are one of their transport partners, who provide lorries? Eddie Stobart.

The same Eddie Stobart, who are now bringing “Stobart Barristers” to the legal market.

Before you dismiss them, note I’m not going to pass comment on the branding, or the marketing just the operating model here, consider that;

According the Stobart Barristers website there are normally 14 stages to the old way of conducting business with a Barrister via a solicitor.

Their new way, has only 4, a 60%+ improvement.

The new way doesn’t start till after the 5th traditional stage; okay the two process aren’t completely comparable but it would appear to be the closest stage.

They even state;

“We hate waste. We work hard to minimise non-productive time and maximise the utilisation of our fleet. It’s the same with the law – we think dealing with legal issues the old way is just wasting money.”

They don’t say how much quicker the new process is but if it has less than 1/3 the original interventions it really should be considerably quicker. Does a 2/3 reduction in “touch points” sound familiar?

They go on to state that “Compared to doing things the old way, most people find they save at least 50%!”

There is one interesting sting in the tail;

Under the traditional way the customer pays for the service after they’ve received it, they may in some cases pay part of the fee, part way through, with Stobarts they pay at the start.

The fee is fixed up front and the customer pays up front – in order to compete against this you have to consider how much customers like to know what they are paying.

In 2010, 25% of customer were surprised (negatively) by the price they had to pay for legal services *.

You also have to counter the claims of a quicker service; in an era where insurance can be arranged over the phone, mortgage applications tracked by sms, how can you improve your speed?

In 2010 again, 30% of deliveries of legal services were late or took longer than expected *.

The Cash Flow Effect #2

What are the odds that Stobart don’t get invoiced till after the work is completed by the Barrister and then it will be on 30 day terms – thus creating a handy positive cash flow.

Now where did I see that before?

If you want to find out if you have excessive multiple touch points then you can by clicking on this Lean Guide for Legal Practices & Departments you’ll be taken to our page which has a number of free articles and a guide on how to start a conversation in your business about finding the hidden wastes in your legal practice or department.

* – Ministry of Justice: Baseline Survey to Access the Impact of Legal Services Reform, March 2010.

About the Author

Mark Greenhouse has been working on the application of Lean management and process improvement in Legal and design led Manufacturing companies for the past 5 years. His own Lean journey started back in 1988 when he started study of Production Engineering. He’s applied lean in many organisation types, finance, call centres, banking, FMCG etc. Mark also provides lectures on operational management at Leeds University Business School.

Re-engineering the Business of Law

  • How can I apply resources more effectively?
  • How can I shorten cycle time?
  • How can I lower the cost of the service?
  • Whilst raising the customer service?

J.Stephen Poor, chairman of Seyfarth Shaw, in his article for The New York Times, financial news service DealB%k, offers that lawyers today should be asking these non-traditional questions to meet the changing demands of the buyers of legal services.

What experience do Seyfarth have in this? well if you’d like to read Continuous Improvement in a Law Firm , you’ll get an idea of the results they achieved through their SeyfarthLean program, within the practice.

Secondly, Seyfarth, now advise General Counsel in adopting these techniques read about it in Lean Consulting from a Legal Firm ?…

Stephen goes on in the article Re-Engineering the Business of Law, from DealB%k, to share three core lessons from the, Seyfarth, experience of change;

1. Be Prepared to Examine and Reimagine the Business Model

He talks of the use of Lean Six Sigma borrowed from the Lean Manufacturing sector, in his law firm. He mentions that this has resulted in various tools, analyses and process improvement techniques intended to drive efficiency into the delivery of legal services – at ALL levels of the business.

Free Continuous Improvement Guide for Legal Firms – is our free insights paper in which we examine the 7 Frustrations found in many law firms and departments.  Frustrations that lead reduce efficiency, hold back service delivery and increase costs.

If you have these frustrations then they will be wasting your time and effort.

The guide shows you what we look for and explores in more detail what improvement means for law firms.

We would add that if you have competitors doing things different, faster, cheaper than your organisation ask yourself

“What does the Customer see?” if they see the same service, the same output, how are you going to match it?

*We often use the word customer to replace client in our terminology.

If potential customers see both you and your competitor outputs as being the same, adding the same value; it might just be time to ask “How are they doing it, quicker, faster, cheaper?”

2. Don’t Settle for Half Steps

Process improvement is only part of the solution, it is never the complete answer. Seyfarth realised that trying to drive different behaviours would require them to address issues, such as associate evaluation and to re-examine their staffing models.

If you change how you do business it’s not unreasonable to realise you may need different metrics to measure it and different levels and numbers of skills within that business.

Stephen notes that “The point is not that our path is for everyone. The point is that the willingness to change and adapt business models must anticipate and address the variables that drive organisational success.”

He also makes the connection that “Marketing efforts are lovely; certainly, we all do marketing. But if one is to truly evolve a business model, the only way to avoid having it become simply a marketing effort is to recognise that it must drive through all parts of the organisation.” This is something that often change processes have failed to grasp, regardless of industry.

If you want to see our 2 page paper Legal Process Improvement v Marketing to see which has the greater effect on business performance then drop us a line , mark@levantar.co.uk or call Mark Greenhouse on 01904 277007.

3. Never Underestimate Resistance to Change.

“Never underestimate the resistance to change from lawyers”

Our experience tells us that every sector has its fair share of change resistors because you are dealing with people. Nonetheless these people have reasons and beliefs for not changing; our challenge and yours is to enable them to see what change is and why it is required and how they can contribute and shape it.

Stephen shares that they did “not anticipate the resistance from other crucial stakeholders – especially clients. Much of what we’ve done is most effective when deployed in a collaborative change process with clients.” This is based on the key learning that most of their clients are lawyers too, involving them in building the business case was critical.

If we can offer a tip here.

Many of your clients are working in organisations that have departments and personnel looking into improvement, many use lean or process improvement techniques. These people may not have made their way into the legal departments of your clients, why not invite them in?

His final notes could be applied to any sector;

“The nature of the process requires a continuous, but slow march toward improvement and adaptation. Some things we tried worked and some did not. Nevertheless, the continuous move forward takes persistence and, perhaps, a bit of stubbornness.”

Levantar have been promoting the use of Lean management tools in Law Firms, in the UK. contact Mark Greenhouse on 01904 277007 for more details.

Click on Lean Legal Process Improvement to find out more about the services offered.

About the Author

Mark Greenhouse has been working on the application of Lean management in Legal and design led Manufacturing companies for the past 5 years. His own Lean journey started back in 1988 when he started study of Operations Management . He’s applied lean in many organisation types, finance, call centres, banking, FMCG etc. Mark also provides lectures on operational management at Leeds University Business School.


Lean (Super) Marketing – Price & Promotion

Quiz question : Can (beer) you (nappies) think of (coffee) products (biscuits) that are (cereals) always (cordial squash) on price promotion in one (pet food) supermarket (toothpaste) chain or (deodorant) another?

Today it’s being touted in the Telegraph today that Tesco will start a price war by reducing prices.

http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/8780284/Tesco-to-start-supermarket-price-war.html

The article also takes the view “Unlike most “price war” announcements, analysts expect this to materially alter the profits that Tesco makes in Britain”.

How could it be?  how will it affect profits?

Well the article talks about fewer buy-one-get-one free promotions and more low, round prices.

 Imagine you’re a supplier and a supermarket offers you the chance to take part in a “bogof” promotion.  Let’s look at the simple mechanics of these promotions;

You are selling at a rate of “packs of product per day”, [SKU’s to use the jargon] suddenly this rate can start to rise to 4, 6, 8 times that amount. (remember you are on bogof, so doubling of sales rate is a minimum!)

So where do you get all the spare stock from? you make it in advance of course on overtime.

You store the finished goods in additional warehouses ready to go out but remember you need bigger warehouses. You’re going to sell 4,6 times what you normally sell.

Oh and you’ll need to store the increased amount of raw materials as well.

You’ll have to try to forecast  the demand across your different flavours and pack ranges e.g. if you only offer the 500 gram pack on bogof what happens to the 1kg pack sales? 

As the promotion runs, you may well need to run production for longer hours and incur overtime costs.

And the supermarket, well they need more space to put your products out there, they need more transport to get the products out, so you see this “free” promotion seems to be increasing the costs to every one but us, right?

The consumer in the meantime is building a nice little stock of “free” goods at their end of your product, which leads to two behaviours. 

  1. they don’t buy your (or your competitors) product for a while, they’ve got a stock at home.
  2. they end up throwing it out and they didn’t need that extra pack but hey it was free.

So what happens to your business at the end of the promotion?

Demand drops back and probably to less than before, the customers have got spare stock in their cupboards right?

Another competitor starts a promotion in the supermarket, be it another brand or the supermarket own label.

So now you have production lines with not enough to do, so what do you do? you go to another supermarket and offer a price promotion, yeah!

Here’s the quiz question again : Can (beer) you (nappies) think of (coffee) products (biscuits) that are (cereals) always (cordial squash) on price promotion in one (pet food) supermarket (toothpaste) chain or (deodorant) another?

I’m sure you can think of the brands.

So what might your accounting team say about this?

Well you’ve given products away for “free” and incurred additional overtime and storage costs, never mind the raw material you started with. So will they drive up the normal cost of the product to cover these costs and to make the “free products” less of an effect on your business? You can decide that.

The benefit of going to Every Day Low Prices is two-fold, in our opinion, based on Lean Management;

  1. The consumer only buys what they need and not any thing extra because it’s “free” – this is better for our food waste figures and our waist figures.
  2. The suppliers stop having to manage major swings in purchasing patterns, when in fact consumption is relatively stable. Do you really buy use toothpaste twice as fast because it was on BOGOF? So they get on with managing the costs in their business and can focus on reducing these.

So moving away from free products can have a major impact on the whole supply chain. It can reduce the costs and complexity of managing the chain and affects all of our waste [waists]. The reduction in costs can be passed onto the consumers but if you don’t pass all of it on, then your revenues may drop but your profit & margins can increase.

How much waste is there in the Service Industry?

Over the weekend a question was posed to me via Twitter (@theleanmanager if you’d like to follow) about the amount of waste (wasted time) in the back office of banks/service/insurance operations. Now I took this to mean the call centres, data processing centres, mail rooms, customer response teams etc.

The guys asking the questions @wisemonkeyash and @channingwalton  wanted to know could it be as high as 90%? (Update: we do know that in some legal firms the time to process matters is being improved by 50%, by using lean thinking, indicating that wasted time could considerable in the professional services sector.)

I decided I should expand upon my 140 character replies, which were based on my experience.

Variation of demand is the first factor to consider i.e. what does the busiest day (for demand, not completed work) look like and what does a quiet day look like and what are the patterns the peaks and troughs for the demand.

What causes this demand, the peaks and troughs? Our experience? it’s normally another part of the business which generates and stokes the demand and therefore changes here can reduce the peaks.

This could be letters with incorrect details, mass direct marketing mailing, customers chasing progress etc

This variation often causes capacity (people) to be 50% more than required to achieve the current results.

The implications here are that you can deliver improvement by changing something outside of the back offices, without changing what many individuals do – making continuous improvement more readily accepted.

Remember that so far we haven’t looked at the waste in the activities undertaken in these departments. Now as a lean person we look for the 7 hidden wastes, yes I know others have 8 or even 9 but we stick to the 7.

To give you just one example, have you rung a call centre, in the last 6 months,  to be told ” I’m sorry the system is a bit slow today”?

Sometimes that is genuine, the system is slow, it may be that the networking is slow or the server needs upgrading or the PC workstation is old. So say you have 50 agents handling 20 calls an hour? how much time are you wasting because the technology isn’t up to speed?

The more common reason for ” I’m sorry the system is a bit slow today”, that we see is that staff have two screens in front of them and they maybe running 4 different programmes at once. As the programmes can’t transfer information directly to one another, the staff take info from one system, send to their own e-mail, cut and paste it into another programme and then have to delete the e-mail.

This is just one example and adding up the rest we often find that 50% of the activity time is wasted.

What does this mean  overall?

If we start with 100% and 50% is waste due to Variation demand, this leaves 50%.

Of the remaining 50%, we reckon 50% is wasted time, so we get to the figure of 25% (50% *50%), or 75% of the work can be classified as waste.

Remember this is based on what we have seen, so not as high as the 90% the guys originally asked.

Within an hour I spotted this article all Aviva shakes up it’s Customer Service  from the FT, which shows the global serving UK based insurance firm Aviva put the waste figure in call centres as 60%.

It’s also worth noting that Aviva thought it was completing work in 5 days, in reality it was taking 39.

How can this happen? well sometime companies split activities into discrete chunks and add up the time each chunk takes, assuming this equals the processing time. They forget the handoffs and delays that each happen between each activity. We’ve definitely seen office work with activities of an hour take over 10 days to complete in reality.

Okay there is a variation in the figures but should we split hairs on whether waste in offices is 50% as in the professional services firms or 60% – 75% for the back offices and call centres, the reality is that the waste appears to be relatively large, though maybe not as large as the 90% that started the question.

Do you have any views on what the waste could be?

About the Author;

Mark Greenhouse has been working on the application of Lean management in Legal and design led Manufacturing companies for the past 5 years. His own Lean journey started back in 1988 when he started study of Production Engineering. He’s applied lean in many organisation types, finance, call centres, banking, FMCG etc. Mark also provides lectures on operational management at Leeds University Business School.

Lean Office & Management Training

The training referred to below is currently being revised and upgraded. Please visit our new website www.Levantar.co.uk or go directly to Lean Office Management Services page on the website.

 

Despite the inflationary pressures and ups and downs of the wider UK economy, UK manufacturing has continued to grow both in terms of outputs and productivity. Indeed in recent observations the most resilient manufacturing firms will be those exporting. This in a sector often more linked with exporting jobs not products!

Can service organisations and office departments learn from the manufacturing firms and departments? learn the continuous improvement techniques that have made these firms more efficient, more productive and more resilient?

learn how to

  • increase the capacity of their departments,
  • get through work faster,
  • reduce errors and
  • positively impact cash flow!

Can service organisations learn how to get more out of their current resources? How can non-manufacturing departments support the shop floor improvement initiatives?

Lean thinking techniques which have been prevalent in UK manufacturing for many years have been translated and applied in offices, distribution and retail environments by many companies including Tesco, Zara, HMRC, Starbucks etc so these continuous improvement techniques can be applied outside of manufacturing to departments such as marketing, sales, accounting, hr and they deliver results in the form of Lean Office and Lean Management.

It gets better in the UK if you’re in Yorkshire or Humberside, not only can you learn the techniques but you can get 50% towards the investment in training. There are no restrictions on sectors, business size or turnover, you must be privately funded though. (Public sector organisations and those outside the Yorkshire & Humber region can complete the course and get the qualifications but the funding is NOT available to them)

The training runs to a total of 24 hours of training (3 days or 6 half days) + a work based project and leads to a qualification for the attendees and the course is overseen by Leeds University Business School and MAS Yorkshire & Humberside.

The article Lean Office, Lean Management Training – Yorkshire and Humberside details the specific offer and how to get the training course (3 days, 6 half days etc) for an investment of just £750 per attendee.

Courses can be tailored to the specific needs of a company if it wishes to put a number of staff through a course.

The Lean Office course is one of  9 continuous improvement courses that follow a similar framework, 3 days of training, work based project and qualification via Leeds University Business School and Manufacturing Advisory Service through their Manufacturing Masters programme and they can all be funded.

Getting the Order out

In the last year UK Manufacturing grew productivity by 5.7% (source EEF),this means that many manufacturing companies will be

  1. better at getting products and orders out on time – that end of day or Friday afternoon last minute chasing of jobs is reduced,
  2. increasing the margins and profitability of their business,
  3. improving the quality of what they send out,
  4. starting to sleep better at night knowing that they can pay bills when they come due. 

So just a couple of thoughts?

  • Have your team (managers and staff) delivered similar improvements? more products and orders out on time, increased profits, better quality,  and confidence that the business current account can pay the bills!
  • Are you getting better returns, every year, from the same levels of investment in people, machinery, raw materials?

If not, how could that be? remember 5.7% is an average, so some companies will have gained much more than this and the cash that goes along with it*

If you haven’t had such gains,

  • Do you and your teams have the time to look for productivity improvements or does the day to day get in the way?
  • Do you think your teams know where to look for productivity improvements?
  • Are they too close to the work to give you an objective assessment of what could be improved?
  • Would you like to get to the answers (& the cash, the improved performance it brings) quickly?

If you’re a manufacturing business owner or a manager who’d like to find out whether you could be getting better returns for your investment and improve your productivity there is a FREE scheme that can help you find out.

A FREE scheme? well it’s the Manufacturing Advisory Service which is one of the few business schemes which has survived the Government cuts.

What do you get for FREE then? you get to meet with an experienced manufacturing professional, normally at your own premises, so no travel involved, who will

  • listen to what you want to achieve, what you need to achieve to keep customers onside
  • understand the challenges you face (cash flow, quality, skills, etc)
  • appreciate how the experience, expertise and skills you already have can be built upon

from that they will be able to decide whether they can help and IF they can they will provide the names of accredited companies, with the relevant skills in Lean Manufacturing, ISO 9001, ERP, Product Design etc who can help you to improve your productivity.

Nearly forgot to mention the £6,000 FREE investment for productivity work. If you decide to invest in productivity projects, with an accredited supplier, then you could get up to £6,000 towards the costs.

Lots of paperwork? hoops to jump through? not normally, your advisors can help you with the small amount of paperwork to be filled in.

Do you qualify? Do you employ less than 250 employees? have a turnover less than 50M euros? see most companies will qualify.

ResQ currently complete work for MAS in Lean Manufacturing across Lincolnshire, Nottinghamshire, Leicestershire, Derbyshire, Humberside, Yorkshire ( East, West, North and South ).

If you’re in these areas and you’d like to know more about MAS then give us a call (01904 277 007 or 0115 711 7007) and we can see if we can help.

Outside of the areas above then go to the MAS website and give them a call.

Two companies that achieved much more than 5.7% are detailed below.

Case Study 1 – Lean Manufacturing FMCG, Warehousing & Distribution Company gains 14% Productivity increase.

Case Study 2 – Lean Manufacturing Printing Company gains 40% more capacity.

* the two companies in the case studies above gained 14% & 40% improvement by using Lean Manufacturing and Thinking techniques, we completed the work for them via the MAS scheme. 

This time next year you could be confident that customer orders are being

  • delivered on time,
  • delivering increasing profits,
  • safe in the knowledge that your business can pay its own way!

Oh and you may find you’ll be making 5%,10%,15% even 40% more this time next year!