After a free manufacturing diagnostic review, Babcock implement 5S workplace organisation and see a dramatic improvement in the working environment.
The challenge
The award of a multi-million pound contract from the Ministry of Defence was a major achievement for Babcock, but the new work meant that improving capabilities and capacity at the site was essential.
Winning these significant new orders led to a realisation within Babcock that, to successfully handle the increased workload, they would need to improve their working practices.
Key was the introduction of visual controls, the development of personnel and an increase in ownership of activities across the business.
The company
Babcock has been associated with the Royal Navy Dockyard at Rosyth for over a century. In 1987, Babcock was awarded the management contract for the shipyard and, when the site was privatised in 1997, they subsequently purchased the site from the Ministry of Defence. Today, the dockyard is one of the most advanced single-site ship refitting facilities in Europe.
The company recently won a significant part of a major new contract to supply two 65,000 tonne aircraft carriers, known as the QEC (Queen Elizabeth Class) project to the Royal Navy.
How SMAS helped
After conducting a free manufacturing diagnostic review, Babcock contracted SMAS to work on a 16-day project that would implement "5S" workplace organisation and visual management controls within the Light Fabrication department.
A project team was created to guide the short and the long-term activities of the unit. As a team, initial concerns, improvement ideas and process issues were discussed and related actions planned.
Once the initiatives were in progress, and ownership was fully-transferred to the project team, regular assessments were completed by SMAS.
These were completed using the 5S auditing process which provided Babcock with constructive feedback. This helped to focus the team’s efforts and ensure continued sustainability.
Outcomes
Babcock recorded dramatic improvements within the working environment with key differences, including:
- Improved storage methods
- Clearer identification of work in progress and its status
- Defined processing areas and walkways
Collectively, these visual improvements improved efficiency thanks to reduced time looking for tools, greater workflow and staff fully-realising the importance of performance measures.
The more organised workplace also leaves a positive impression of visitors to the yard.
Overall, the initiative resulted in Babcock's workforce learning a more effective way of working, a focus on health and safety and the company have enjoyed a sustained increase in productivity that is expected to improve further.
Discussing the changes, Babcock programme manager Ian Wotherspoon explained:
The improvements have cemented Babcock’s commitment within the Aircraft Carrier Alliance with BAE Systems by showing that the challenge to adapt and improve has been taken seriously.
Other key customers have been impressed with the initial work completed and the targets for the future, along with the cultural change within the working area. SMAS have provided focus and formats that have allowed Babcock to deliver on their agreed objectives, and they always assisted along the journey. We would recommend their input to other companies.
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