The company

Hayward Tyler Fluid Handling, based in East Kilbride, is part of the Hayward Tyler Group, established in 1815, and supplying engineered solutions in power generation and offshore oil and gas technology.

The East Kilbride division has been in business for 50 years manufacturing canned motor pumps for use by the defence, power and nuclear sectors, for high integrity applications.

The challenge

Although successful in this business, there was a clear need to look at the physical working environment of the East Kilbride site.

Clutter and old equipment were preventing staff from being able to do their jobs to the highest level. For instance, it was estimated that around three hours per week were being lost in the canned pump area simply attempting to locate tools and components.

Workplaces were tired and dated, productivity was beginning to suffer and, as a result, morale was being affected.

Employees however were keen and positive about working together to improve things for themselves and for the company.

How SMAS helped

Following attendance at a SMAS Best Practice presentation, the company decided to engage with them in helping push through workplace improvements, through the introduction of a 5S programme.

Paul Noble, Managing Director, Hayward Tyler, states:

"Each employee visited other local factories which had conducted 5S, supported by SMAS and Scottish Enterprise. It was fantastic for staff – we were a typical medium-to-heavy engineering business, so we needed to open our eyes a bit to what could be done in terms of organisation."

Martin Breen, SMAS Practitioner, explains the changes Hayward Tyler has seen in its working environment:

"Unused machinery and other equipment was thrown out – a lot was sold for scrap metal; and we reorganised the workshop floor so that product moved in a shorter time, and in a safer way, reducing the transport time and any damage incurred.

We put up shadow boards so tools are always visible and not lost. All the machines were cleaned and painted, floors and walls were painted, walkways were installed – a transformation, really."

Key outcomes

"Since we started our 5S Journey we have seen our rolling 12 month On Time Delivery (OTD) improve by 5% to the present 90% OTD, while our rolling 12 month scrap and rework costs have reduced by 22% and are currently less than 2% of revenue," says Paul. "We’ve seen improvements in quality of product and costs have been reduced."

Martin adds:

"The company can be proud of its workplace, and is now able to bring customers to the facility instead of feeling that it gave the wrong impression.

"They are getting excellent feedback from their customers and also from their parent organisation. Importantly, employee morale has improved, and the culture transformed."