Achieving excellence through
accelerated learning
Achieving excellence through
accelerated learning
Coventry-based Arrowsmith is a nominated key supplier with many aerospace and motorsport customers. They have the ability to consistently manufacture and supply quality machined parts in a range of specialised materials fully certified, on time, right first time.
In 2008 Arrowsmith became an SC21 'signatory' and selected TEC as their Strategic Partner who undertook the essential in-depth SC21 diagnostics over an 8-week period culminating in the company’s first CSIP (continuous sustainable improvement plan) which was shared with all of their business group key customers. Grant funding was provided by MAS-WM.
Additional MAS-WM funding subsequently allowed Arrowsmith to continue with the full implementation of their CSIP through improvement projects over a 6-month period. Every project was aimed at improving delivery performance for customers with the initial goal of meeting SC21 bronze award levels. Projects includes VSM (value-stream mapping), Waste identification & removal, companywide 5-S projects involving NVQ for shop-floor employees, and an ongoing programme to deploy TPM (Total Productive Maintenance) throughout the organization.
A 20% increase in OTIF delivery performance was confirmed by their customer score cards with similar improvements in corporate KPI’s. A formal improvement methodology has now been established and lean deployment has become ‘cultural’ with a 75% increase in SC21 Manufacturing Excellence diagnostic score achieved to date.
Jobs have been safeguarded and created with over £100k of savings being achieved identified. Equipment productivity has improved and additional capacity created all resulting in improved customer satisfaction at reduced costs, Arrowsmith are now rapidly expanding their portfolio of aviation and defence customers
SC21 signatory
Arrowsmith are an SC21 signatory working with their chosen Strategic Partner TEC to achieve an SC21 Bronze Achievment Award
Bottom-line cost savings
Jobs have been safeguarded and created with over £100k of savings have been achieved to date.
Ongoing benefits
A 20% increase in OTIF delivery performance has been confirmed customer score cards with similar improvements in corporate KPI’s. A formal improvement methodology has now been established and lean deployment has become ‘cultural’