Culture change makes Crusader fit for the future: Training in lean manufacturing helps to transform company

Abstract

Purpose

The paper aims to explain how the culture of UK shop‐fitting manufacturer Crusader Displays has been transformed by award‐winning training in the principles of lean manufacturing.

Design/methodology/approach

The paper draws on information provided by Crusader Displays director Steve Turner.

Findings

The paper shows that three years ago the company was struggling, with its bank increasingly concerned that the business was at its overdraft limit, poor working conditions and low staff morale, leading to poor efficiency and late deliveries to customers. It describes how: nine employees, including three from the shop floor, received a total of 67 days' training on lean manufacturing; five managers were trained in computer skills, time management and hosting appraisals; while managers, supervisors and office staff had specialist training in subjects as varied as computer‐aided design and accountancy. Shows that, in 2003‐04, Crusader made operating profits of £240,000 and its bank account now operates permanently in credit. Morale has improved, the workforce has received two pay rises and on‐time deliveries have risen from 74 to 94 per cent. Increased efficiency has also led to new business. The company's future and all of the employees’ jobs have been saved.

Originality/value

The paper argues that, following the learning, managerial departments are working as one team, all departments attend daily production meetings that improve communications, office staff and shop‐floor operatives are working more closely together, and every three months a meeting of everybody ensures that information and plans are shared. One‐to‐one meetings with shop‐floor staff also occur every three months.

Citation

(2006), "Culture change makes Crusader fit for the future: Training in lean manufacturing helps to transform company", Human Resource Management International Digest, Vol. 14 No. 2, pp. 11-14. https://doi.org/10.1108/09670730610656851