Case Studies of Previous Keypath Assignments The following table contains brief Case Histories of a range of assignments and projects undertaken by members of the Keypath Group. Many of the solutions were the result of innovative,out-of-the box thinking, provided and stimulated by the Consultants involved. The table is merely illustrative and further examples of other business solutions can be quoted on request. Just give us a call and we will be happy to share our experiences.
Kuwait Petroleum International Aviation Company (Q8 Aviation) is part of Kuwait Petroleum International, which was established in 1983 as the international arm of Kuwait Petroleum Corporation (KPC) under its distinctive “Q8 sails” logo. KPI refines and markets fuel, lubricants and other petroleum derivatives to a diverse customer base across Europe. Q8 Aviation supplies jet fuel to many of the worlds’ major airports as well as to smaller regional airports. Keypath were engaged by KPI to implement a performance improvement programme in Q8 Aviation and other KPI business units using ISO 9001:2008 as a start point. Over a 5 month period from November 2008 Keypath Associates worked with Q8 managers in UK, Italy, Denmark, Netherlands, Hong Kong, Singapore and Thailand to achieve successful certification in March 2009. Keypath have now continued to support Q8 in the implementation of performance improvement initiatives using Lean tools and techniques. Andrew Westmoreland, MD of Q8 Aviation says – “When we first considered the ISO 9001 project we were worried about the amount of work involved and the possible disruption to our normal operations – we doubted we could achieve certification in such a short timescale. However, the Keypath consultants gave us outstanding service during the whole project – always on hand to answer questions and provide advice. Unlike many other consultants who give you a report and leave you to get on with the implementation yourself, they provided full implementation support from start to finish. Without them we could never have achieved a successful result so quickly and the help they are giving us in performance improvement is already producing tangible benefits.”
For over a decade Hopkins Recycling Ltd had been working in partnership with Hampshire County Council, managing 9 of the county’s Household Waste Recycling Centres, receiving over 4 million visitors per year. Hopkins wished to extend their contract with Hampshire County Council to manage all of the county’s Household Waste Recycling Centres and engaged Keypath as part of their bid team when the tender for these services was announced in 2007. Keypath’s Managing Director, Nick Warn, worked with Hopkins to ensure their bid was successful and then assisted them to comply with HCC requirements through the implementation of an Integrated Management System incorporating the international standards ISO 9001:2008; ISO 14001:2004 and OHSAS 18001:2007. A business continuity manual was also introduced to comply with the British Standard BS 25999. Hopkins now operate all of the county’s HWRCs and have successfully achieved certification of their Integrated Management System.
Keypath MD, Nick Warn, delivered a Process Mapping Training Session for Schindler’s Annual Quality European Network Meeting for Quality Managers, held in Paris, France. Rick Tower, Schindler’s VP for TQM had long felt that for Schindler to be continually successful process orientation, analysis and continuous evolution were essential and the Quality Managers were the logical functional group to accept responsibility for driving process change. Rick needed someone who was experienced in the art, flexible enough to work with his requirements and skilled as an instructor. He investigated approximately a dozen consultancy services in Europe and the US before deciding on Nick Warn and Horwood International (now Keypath). Interestingly, the entire exchange was conducted electronically (internet, e-mail and telephone). They did not meet until the night before the class was to take place. Rick believes very strongly in meeting people face to face before committing to an engagement (as does Nick) so this represented a leap of faith for both. As it turned out, it was a jump worth making. The focus of the session was on powerful, yet practical, tools people could apply in any situation. Attendees returned home with something tangible they could immediately use to create process change. “Horwood International delivered precisely the package we asked for and wanted. Every aspect of content and nuance discussed was included. The presentation was professional and expertly delivered. It was a session long on the practical and short on the trivial. The tools I wanted put in the hands of the attendees were, indeed, placed there. The only problems we experienced resulted from my not providing adequate time on the agenda to truly do justice to the subject matter.” Said Rick Tower.
Operating from its factory in Lancing West Sussex, Manhattan has supplied kitchens to the UK's leading developers for more than 40 years and has developed a reputation for developing products of the highest quality, supported by a high level of personalised service. Keypath were engaged to Assist Manhattan Furniture to achieve continued growth and sustainable profitability, by having in place a strategic marketing plan to increase growth of sales in profitable areas. Keypath Associate David Smith carried out a marketing diagnostic analysis to identify and achieve consensus on Business Aims and Goals – resulting in agreed Vision, Mission and Key Objectives for target market sectors. He then prepared an outline action plan and a framework for a customer attitude survey. Current sales and marketing processes were identified and evaluated and recommendations were proposed for performance improvement including assessment of the use of technology to assist process efficiency. Recommendations for re-engineered processes and procedures were produced. The growth opportunities for the business were identified and a Strategic Marketing Plan was developed together with the parameters for a Performance Measurement System. Duracell Batteries Total revision of all aspects of manufacturing operations and Employee Relations to form the basis on which the business increased output 7 fold over 8 years with strong support of the workforce. Complete update of all Personnel Policies and Procedures, rationalisation of basic pay structure and introduction of factory wide Group Performance related Pay Scheme to replace existing individual bonuses. Included training of Shop Stewards in Industrial Engineering techniques so that they could audit the scheme and contribute to identifying further Productivity improvements. Calor Group 33% reduction in cost per unit delivered by very large (1200 employed) transport fleet, involving Introduction of unique Performance Related Pay scheme avoiding ‘go faster’ motivation of drivers; also development of sharply improved management techniques. Efficiency savings achieved were £4M p.a. The scheme was an industry first and of such importance as to be signed off by TGWU Headquarters. Dimplex Originally engaged to assist in improving productivity we undertook various additional activities including leading a project team which cost reduced radiator products by 10%, and managed construction of Dimplex exhibits at an international Construction industry exhibition. QB Printers Product rationalisation and pricing based on contribution analysis. Determination of press capacity previously thought impossible to quantify. The company-wide Productivity Scheme was another industry first involving all the Print unions. The common focus brought about by the scheme allowed an orderly reduction of costs in a subsequent industrial slowdown. Bristol United Press Changed attitudes and increased aspiration levels Company-wide, overcoming historical concentration on narrow Departmental objectives. Major improvements in Communications and focus on commercial imperatives lead to uptake of new technology by Unions who had refused its introduction over a number of years. Management attitudes changed from buck passing to grasping the nettle. Started a reversal of 14 year trend of increasing payroll costs per unit of output. Ford Motor Company John Horwood was a member of the team tasked with finding a way to reduce Ford’s Engineering staff level by 25% (1000). The solution was a world-wide first in terms of productivity in technical activities and still got the work done on time. This experience formed the basis of the Horwood approach to improvements in an extensive range of office and professional environments. The essential feature is the recognition that responsible personnel want to get on with their job. Improving their productivity is achieved by allowing and assisting them so to do. Services to SMEs Keypath has been a major supplier of services to Small and Medium Enterprises (SMEs), tailoring the quality of services available to large organisations to match the needs of smaller scale activities. Experience gained in over 3000 projects for SME’s has honed JHC capability to get to the root of problems and opportunities, both quickly and cost effectively. Financial Restructuring Implementation and operation of accounting systems for a broad range of clients from one man operations to large multinationals. Examples have included setting up Executive Information Systems (EIS), Management Information Systems (MIS) and budget systems; advising on international banking aspects of the purchase of Del Monte by Royal Foods; working with holding company and divisional treasury departments on the provision of short term funding for Anglovaal Group; and a structured and financed management buy-out (Bel Essex Group). |
