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In the ever-evolving landscape of manufacturing, staying competitive demands more than just staying afloat—it requires a commitment to continuous improvement and a willingness to embrace change. Recently, the Caerphilly Business Club, in collaboration with Manufacturing Wales and the Institute of Export, held an event aimed at bolstering the Manufacturing sector.

Hosted by Manufacturing Wales member, Atlantic Service Company, who area company specialising in manufacturing bandsaws and handsaws for supermarkets, meat processors, and butchers, the event highlighted their journey towards embracing the Toyota Lean System Management with the use of Welsh Government funding.  The project encompassed multiple cohorts, each addressing different facets of efficiency and streamlining within their production process. Embracing lean principles, the company identified areas of waste, inconsistency, and overburden. Facing the challenges posed by muda (wastefulness), mura (non-conformity), and muri (excessive overburden), they embarked on practical problem-solving, unearthing invaluable lessons along the way.

Operations Manager, Mark Owen emphasising the pivotal role of data-driven decision-making in his presentation, underscored, "It is data, not perception, that propels change. We used three months' worth of data analysis and so the company identified bottlenecks and instigated necessary changes. Through the implementation of the 6M method—scrutinising Manpower, Method, Machine, Material, Milieu, and Measurement—standard operating procedures were established. Collaborating closely with the team, operational inefficiencies were pinpointed, and incremental improvements were implemented through the Kaizen philosophy.”

He then elaborated on the transformative impact of these initiatives, highlighting the newfound efficiencies and enhanced consistency achieved. “By addressing scheduling discrepancies and integrating thorough machine cleaning into the operational process, downtime was significantly reduced, and machine maintenance became more consistent. Strategic additions, such as technical operators and pre-emptive spare parts production, further optimised operations, slashing downtime of one machine from 20 minutes to a mere five minutes.”

Subsequent cohorts of lean manufacturing initiatives delved deeper into inventory reduction, stock control, and layout optimisation. One changed process created an additional 32 hours of labour productivity.

Reflecting on the cultural shift catalysed by embracing Lean, Huw James, Vice President Distribution, remarked, "This project has helped us to review how we operate and our approach to processes in both the factory and office environment. By reviewing our operational efficiencies and how we do things, then aligning our customers' needs we’ve been able to add value for them and ourselves, and look forward to developing this more in the future"

In conclusion, Atlantic Service advocate for the adoption of lean management practices, citing it as a positive force in improving the performance of the organisation. As Atlantic Service continues to prioritise focus and innovation, the real challenge lies in sustaining this momentum to drive ongoing business success.

For Manufacturing Wales members, the aim is clear: to foster a robust network of collaboration and support, empowering manufacturers to thrive in a rapidly evolving landscape. Through partnerships, advocacy, and shared knowledge, the sector embarks on a journey of transformation, poised to lead Wales into a future defined by innovation and resilience. Heather Anstey-Myers, CEO. Manufacturing Wales commented “In the dynamic realm of manufacturing, embracing change isn't just a choice—it's a strategic imperative for survival and growth. Lean Manufacturing offers just this and I would urge any Welsh manufacturer to find out what it could mean for them”.

To learn more about Manufacturing Wales and join the conversation, contact heather@manufacturingwales.com. Together, we shape the future of Welsh manufacturing, one innovation at a time.